Make a documentation of the "AS-IS" process (flow diagram with the corresponding connections to other processes) and description of each step in the process and the connection of the steps with other processes (where applicable).

Company: Cacahuates y Golosinas del Bajo S.A de C.V There are 4 factories, of which 3 are responsible for producing snacks and fried foods and the other produces confectionery. Various tools have been used in the company such as excel, operational and executive reports, email. The decisions made have not had a correct answer, causing losses and that the competition is stronger, since there was a bad organization to implement the new plan.

Project objective: The mission is to create an improvement proposal to obtain a better planning of market demand, to eliminate or reduce the number of expired products, as well as for the information to reach other areas that need such information faster.

Distinguished company in the field of the consumer industry with more than 60 years in the market has decided increase the production of one of its star products in the December season. The decision was made thus after having adapted the annual business plan to seek to reach the projected profits from beginning of this year, which until then had not been achieved. The company called Cacahuates y Golosinas del Bajo S.A de C.V. produces among other things peanuts, Fried foods, Snacks and Confectionery in general. It locates its corporate offices in Mexico City to be able to have a presence among the large transnationals operating in the country. It has 4 large factories in the center of the national territory, three of them produce Fritters and Snacks, the other produces Confectionery. Has a very well established organizational structure that has, among other areas, a Sales Area, Marketing, Distribution, Finance, Operations and Customer Services. Its current production planning model is in charge of Eng. Pedro Gongora, Planning Director and Shopping. Pedro's team designed this model more than 10 years ago and it is mainly based on exercises quantitative data made in MS Excel based on historical data from previous years. Each product line has its own analysis that year after year is adequate to the new needs of the demand of the market as they are, new customers, product presentations and new launches. The area of Marketing by Mr. Eduardo Pineda, his work team is in charge of collecting and analyzing market information to produce growth and sales plans, which are subsequently sent to Pedro so that his team can analyze them and work on the production plan.

Lic. Mnica Trejo, is the Sales Director of CGB (Peanuts and Sweets from Bajo), she is in charge of more than 400 sales representatives divided into two major distribution channels, Traditional Channel and Modern Channel. Within its structure, it is also in charge of 10 Regional Sales Offices themselves that are equipped with their own Distribution Centers and a Customer Service structure. The way of Monica's operation and her sales team has been, for several years, through a system developed by the CGB Systems area. This system has modules such as Order Entry, Billing and Sales report. Prices and discounts are communicated weekly through an Email that Mnica writes and sends her regional managers, who in turn print and post on the notice board to the entrance of each warehouse of the 10 distribution units. The Hand Held (mobile sales teams) that used by sellers are obsolete and their functionality is only for order capture, discounts and Promotions are entered manually which causes frequent errors on the part of sellers. The system that collects the information of each Hand Held has constant connectivity failures which causes that the orders are entered into the system again. Daily CGB receives approximately 15 thousand orders, from Monday to Saturday.

Eng. Erika Rivera, is the Director of Production, is in charge of the 4 CGB Factories. She receives with a week in advance the production plans drawn up by Pedro's team, on several occasions she she has to stop the production of all factories due to lack of inputs or raw materials for production of the products. New releases are often late to the point of sale, this is several days after having made the launches on Radio, Television and Press, which damages the image of CGB and it allows the competition to react to bring similar products to the market to the point of sale. The Financial and Business planning area is in charge of Lic. Aldo Medina. Aldo and his team they constantly resort to contingency plans to face the lack of reliability in production, sale and distribution of products. However, they manage to consolidate a new business plan that in the In recent years it has been used repeatedly to achieve the financial and growth objectives of the company. CGB also has an Information area that is in charge of Eng. Ral Temores. Ral and his groups se They are basically in charge of collecting all the information that is generated from each of the operational areas of CGB, he has more than 10 capturists and analysts who are mainly dedicated to receiving information from leaves of MS Excel and of diverse systems that does not have a connectivity / integration with each other. Ral's team issues approximately 50 reports between operatives and executives, which are used primarily for decision making.

Recently the company CGB had a loss in expired product for the amount of 200.00 Million Weights mxp. This loss was due to poor planning of market demand and consequently the products manufactured and placed at the points of sale had to be withdrawn and destroyed, which generated additional losses. Top management has decided to invest a large amount of money to reengineer in the main areas involved. In addition to this, he has requested to renew all the systems in these areas to mitigate a new event of this nature to the maximum. You are a prestigious Industrial Engineer with a high reputation in the middle of the consumer industry, his career, in addition to being a Professional in his work and handling high ethics and responsibility in the management of data, information, business knowledge and intellectual property of companies to which he has worked, also shows that he has acquired the necessary experience to identify the root problem, propose a comprehensive solution that includes some technological solutions and new working procedures in CGB's operational areas.

Here what happened. Mexico DF. November 2016. Pedro and his team (Operations), like every month, were summoned to a meeting with Eduardo and his team (Marketing) to review and discuss next month's production plans. Eduardo like every month received newsletters from Nielsen, a company dedicated to reading and analyzing market growth in various channels of the consumer industry, which identified a growing recovery of the Snacks and Sweets market in general. They also warned of the possible entry of one of the great transnationals to the country, so Eduardo decided to develop a defense plan in the face of the imminent entry of the new competitor, who was introducing Pedro and his group. The plan that Eduardo developed (like every month) and presented to Pedro was built with information that he requested from each area and that Ral consolidated together with his team with the work of more than 4 weeks and that was integrated with MS Excel files, billing system information, billing system information inventories and manufacturing, and finally with information from Nielsen. The Sales area Eduardo requested a daily record at each point of sale of the inventories that they found when they arrived for the visit. They also had a questionnaire filled out with some questions regarding to the competition and their products, the preferences of the client and of course the consumer. To the financial and business planning area an assessment of various pricing, discount and promotions by product category. Aldo then decided to pay for several of the scenarios requested by Eduardo with a model that gave greater risk and uncertainty but that if the volume of Expected sales the company's earnings could exceed an all-time high. With the new plan in hand, Pedro also decided to make some adjustments to his spreadsheets and use new materials (inputs) that could lower the cost of production and be used in several of the products to be manufactured. Erika received and reviewed the new production plan, this was an extremely aggressive plan that pushed the production lines of 3 of the 4 factories to the limit. Some of the materials described there they were new and there wasn't much time to search, buy and receive them to start production. After several attempts to reformulate the products to use the new defined materials They found some substitutes that she could use and it certainly didn't change the quality of the products. All the production was registered in the system after it had been produced, which led to differences in the inventories of raw materials and variations in real costs. Once those product batches were produced, the entire inventory was immediately shipped at 10 distribution centers to implement the holiday plan that in turn intended to block the entry of the new player. Monica, on the other hand, implemented the price and discount plan that Aldo had built and without further ado the points of sale were invaded with the new product that was eventually withdrawn and destroyed in its entirety.