1. SCO 3 Crewing Optimization As-Is Processes January 9, 2006

2. The End State Project Road Map Approach
PROJECT PLANNING
BUILD
Additional Checkpoint(s)
Checkpoint 1
Checkpoint 2
Checkpoint 3
Detailed Project Planning
Detailed Requirements
Project Initiation
Work Plan
System Architecture
Detailed To-Be Processes
Model Design
As-Is Processes
Model Build
Change Management
Team Deliverables
High Level To-Be
Processes
Report Build
Testing
Training
Base Requirements
CRS
Pilot
Deployment
Integrated Vision, Process Design,
System Architecture and Release Strategy
Integration Activities - TBD
Integration

3. Contents
Process Analysis
Sub-Process Mapping
Sub-Process Definition

4. As-Is Daily Crewing Process Spans Two to Three Days
Process Analysis
As-Is Daily Crewing Process Spans Two to Three Days 4 3 2
Assess and adjust next shift crewing schedules for close-in unplanned changes.
Assign next day labor requirements.
Communicate / post crewing change / schedule.
Maintain and validate employee specific data enabling accurate schedule. 1
Post Schedule
Data Validation
Next Day
Crewing Timeline
Next Shift

5. 1. Crewing Coordinator Informed of Crewing Change
Sub-Process Mapping
Assess and Adjust Next Shift Crewing Schedules for Close-In Unplanned Changes
1. Crewing Coordinator Informed of Crewing Change
2. Determines Available
Labor Pool
3. Chooses Solution to
Address Change
Plant Specific (ICS, PRM, sch. meeting, etc.)
Production Scheduler
Resource
Employee Labor Status / Availability
Qualifications
Vacations
LOA / FMLA
Training / Meetings
Economics
Double time
Overtime
Straight time
Plant Specific Guidelines
Employee Volunteer Preferences
Seniority
Union (CBA)
Rotation
Unplanned Crewing Changes (Examples)
De-crewing
Labor call offs
Production shortage driving incremental labor need
Crewing Timeline
Next Shift

6. Goals & Measurement Criteria
Sub-Process Definition
SCO-3 Team
July 27, 2005
July 2005
Frito-Lay
As-Is Process Analysis
Created by:
Date of Last Edits:
Date Created:
Process:
Assess and adjust next shift schedules.
Brief
Description
Business rules
Key
assumptions &
constraints P R O C E S
Addresses unplanned over / short labor position while incorporating site specific guidelines.
1. There is established, effective communication of any unplanned changes between all plant departments Resources have knowledge of attainment and unplanned changes impacting labor All manual personnel data is accurate and maintained to enable quick solution of changed work schedule ICS and / or PRM cases from production vs. schedule not readily accessible Resource availability Crewing unplanned gaps may require extensive forward planning to enable the most optimal short term solution.
All labor needs are covered while minimizing production overtime and maximizing available straight time.
The crewing coordinator, upon arrival and throughout the entire shift, assesses the current production performance compared to the production schedule. They adjust next shift crewing for any unplanned activity (i.e. scheduled production shortage, material / mechanical downtime, etc.).
Goals & Measurement Criteria
Inputs
Outputs I
& O
1. Actual production gaps or overage Accurate employee availability Plant specific guidelines.
1. Employee notification of changed work schedule. 2. Revised labor schedule addressing close-in gaps.
Process owners
Process
participants P E O L
Managers of crewing coordinators.
Crewing coordinators, employees, resources.
When
performed &
commonalities
Where
performed
How often T I M E
FLUS plants.
At the beginning of each shift and ongoing as changes arise.
Dependent upon the magnitude and number of unplanned changes.
Issues/
Opportunity
Areas
Tools Used O T H E R
1. Lack of available schedule attainment Employee data is manually maintained giving chance for human error and interpretation All crewing adjustments are manually calculated All employee selection preference enrollment is manually documented.
1. Site-specific crewing excel spreadsheets Employee availability lists Close-in employee volunteer preferences.

7. 1. Crewing Coordinator Identifies Labor Need
Sub-Process Mapping
Assign Next Day Labor Requirements
Employee Labor Status / Availability
Planned vacations (manual list)
LOA / FMLA (excel spreadsheets, manual list)
Qualifications / department transfers (manual tracking)
Time & attendance work history (Kronos)
Required training / meetings (resource communicated)
2. Determines Available
Labor Pool
3. Writes Schedule
Economics
Double time
Overtime
Straight time
Plant Specific Guidelines
Employee Volunteer Preferences
Seniority
Union (CBA)
Rotation
Labor Needs for Next Day
1. Crewing Coordinator Identifies Labor Need
Production Plan
Crewing Timeline
Next Day

8. Sub-Process Definition
SCO-3 Team
July 27, 2005
July 2005
Frito-Lay
As-Is Process Analysis
Created by:
Date of Last Edits:
Date Created:
Process:
Assign next day labor requirements.
Goals &
measurement
criteria
Brief
Description
Business rules
Key
assumptions &
constraints P R O C E S
Addresses all labor needs to run planned production, incorporating site specific guidelines.
1. Employees place their volunteer requests prior to the site specific deadline Production schedules and employee availability lists are accurate and timely Crewing coordinator cannot crew the next day’s schedule until after the employee volunteer deadline Crewing is dependent upon timely production schedule.
Next day’s crewing schedule is determined in a timely manner, while accurately incorporating planned production schedule, facility specific guidelines, minimal OT and maximum straight time.
To crew the next day’s corresponding shift’s labor assignments, crewing coordinators determine the labor required to fulfill the production schedule, the available labor pool and the labor assignments. The majority of crewing coordinators are responsible for crewing one shift, which is usually the one they work.
Inputs
Outputs I
& O
1. Planned production schedule. 2. Employee availability, qualifications, department transfers and employee volunteer preferences.
Next day’s crewing work schedule.
Process owners
Process
participants P E O L
Managers of crewing coordinators.
Crewing coordinators, employees, resources.
When
performed &
commonalities
Where
performed
How often T I M E
FLUS plants.
Post the employee volunteer deadline during each shift and upon receiving next day’s shift production plan.
Daily during each shift.
Issues/
Opportunity
Areas
Tools Used O T H E R
1. Timely communication of production schedule Employee availability and preference enrollment lists are manually maintained giving chance for human error and interpretation Labor decisions not standardized Time and attendance is maintained in WFC, but not automated into crewing calculations.
1. Production schedules Employee availability lists Site-specific LOA / FMLA vacation excel spreadsheets. 4. Employee volunteer preferences.

9. Maintain and Validate Employee Specific Data Enabling Schedule
Sub-Process Mapping
Maintain and Validate Employee Specific Data Enabling Schedule
Employee Labor Status / Availability
Planned vacations (manual list)
LOA / FMLA (excel spreadsheets, manual list)
Qualifications / department transfers (manual tracking)
Time and attendance work history (Kronos)
Required training / meetings (resource communicated)
Employee volunteer preferences (manual list)
Crewing Coordinator
Crewing Timeline
Data Validation

10. Sub-Process Definition
SCO-3 Team
July 27, 2005
July 2005
Frito-Lay
As-Is Process Analysis
Created by:
Date of Last Edits:
Date Created:
Process:
Maintain and validate employee data.
Goals &
measurement
criteria
Brief
Description
Business rules
Key
assumptions &
constraints P R O C E S
Must be constantly maintained and validated.
1. Manual “sign up” process is documented and adheres to plant specific guidelines Kronos is the system of record for time and attendance Work history and qualifications performance are accurately maintained in a manual spreadsheet Resources proactively communicate training / meetings / safety / labor requirements.
Employee data is accurately maintained and validated with minimal effort and maximum reliability enabling an optimized crewing schedule.
Accurate employee data must be maintained in order to ensure feasible, timely crewing schedules that address the labor requirement.
Inputs
Outputs I
& O
1. Vacation lists. 2. LOA / FMLA excel spreadsheets Kronos reports. 4. Employee volunteer preference lists. 5. Work history Training and meeting schedules Qualifications / department transfers spreadsheet.
Accurate employee data generating available labor pool.
Process owners
Process
participants P E O L
Managers of crewing coordinators.
Crewing coordinators, employees, resources.
When
performed &
commonalities
Where
performed
How often T I M E
FLUS plants.
Daily or during each shift, depending on workforce size and site-specific requirements.
Continually updating.
Issues/
Opportunity
Areas
Tools Used O T H E R
1. Manually difficult to optimize all the various crewing solutions to get the consistent best business decision All employee data is manually maintained giving chance for human error and interpretation Timely communication from resources to coordinator regarding crewing needs (i.e. training, safety, etc.) Time, attendance, overtime and straight time is maintained in WFC, but not automated into crewing calculations Lack of standardized decision process for crewing.
1. Employee availability lists and manual spreadsheets Kronos Meeting and training schedules Employee volunteer preferences.

11. Communicate / Post Crewing Change / Schedule
Sub-Process Mapping
Communicate / Post Crewing Change / Schedule
NEXT SHIFT
Communicate crewing change
Revise posted schedule
Notify impacted employees:
Direct contact
Phone / voice message, etc.
Notify shift resource
Inform next shift crewing coordinator during shift transition
NEXT DAY
Communicate schedule
Post in plant
Crewing Timeline
Post Schedule

12. Sub-Process Definition
SCO-3 Team
July 27, 2005
July 2005
Frito-Lay
As-Is Process Analysis
Created by:
Date of Last Edits:
Date Created:
Process:
Communicate crewing.
Goals &
measurement
criteria
Brief
Description
Business rules
Key
assumptions &
constraints P R O C E S
Must be accurate and timely addressing all labor needs to run the required production plan.
The published schedule is the most optimal business decision given employee availability and facility guidelines.
1. Schedule is posted at / or before the facility deadline every day No gaps or uncovered labor needs.
Crewing coordinators repost the next shift’s crewing schedule and post the next day’s crewing schedule by the site-specific deadline each day.
Inputs
Outputs I
& O
1. Vacation lists LOA / FMLA excel spreadsheets Employee volunteer preference lists Meeting and training schedules Qualifications / department transfers database Unplanned production changes.
Accurate and timely posted crewing schedule resulting in optimal labor assignments to cover business needs.
Process owners
Process
participants P E O L
Managers of crewing coordinators.
Crewing coordinators, employees, resources.
When
performed &
commonalities
Where
performed
How often T I M E
FLUS plants.
After the volunteering deadline, prior to shift close.
Daily and throughout each shift, as needed.
Issues/
Opportunity
Areas
Tools Used O T H E R
1. Timely employee notification of crewing change / schedule Consistent communication method Electronically record employee contact information Employee contact tracking / audit system.
1. Planned / unplanned production needs Employee availability lists Close-in employee volunteer preferences.