UNILEVER INTERVIEW:

Training turnver file list of skills, soft skills hard skills, informal
training 1 month, SAP on boarding training,
capability development (hired na), online or instructor led,
handled by HR Capabilities team.
Managers: manufacturing 50-70 people, 5/6 people per machine
Unilever forces them to change departments work in 2 years.
Decision making : operational decision decentralized, strategic
decisions (2-3yrs plan) centralized,
VP of Asia lays out the plan for around 2-3 years and gives it to
the home company
Customer care department answer calls, asks DHL to bring the
complaint (any product no matter how small) to see if what is
wrong w the sample
Keeps 2 years of sample , retention sample to match complaints,
and for them to track down the problem, and replace the
On-going focus group discussion Personal Devp plan each person has 3 targets +1 is your
development goal. Every year. Rewarded by the 3+1 target
Charismatic leadership it is important to let them understand
what u need them to do, be a friend/
What when where how supply planner
Demand planner demand forecasting
Unilever invests on Project Management Innovation Funnel for
every project there are several gates to pass thru
Idea gate > feasibility gate > contract gate > launch gate > post
launch
TQM 1997 starting TPM manufacturing excellence
application?
PLAN DO CHECK check current status of the factory (waste,
yield productivity etc) : Do (act on the problems) : Plan

JPM audit and if passed /accrediting company / plaque

Brand development using focus group discussion (fgd) -

bottles can be produced

R&D mass production (how to mass produce)

2009 R&D made a study apparently to launch one sku til it

reaches the shelves is for 2 years, 20k euros, > after the study

Unilever has a salon, deodorant research area(for free)

shampoo tester w a survey employees go and answer survey

R&D different sources / country / strategic locations for R&D

development

PH deodorants

Quality Assurance System - audit the supplier. Regularly

someone from Quality goes to supplier and checks if passes.

Products have their own inbound sampling

In process inspection every hour get 6 and if 6 passes, line

continues, if one fails line is stop, adjust/recaliberate the product

FG audit one person goes around every hour, top middle

bottom, and test the sample. Depends on the sample size

ORG CULTURE one-chain culture, everyone is empowered to do

certain decisions, management people did not know what was
happening sa shop floor. Culture was changed to hierarchy less
decision power for the lower ones

Flat because they are cross-function

Multi-skilling rotation

COBP rules and regulations teaches you How To

Unilever was convicted for 600M euros, soap cartel

CSR one department solely for CSR ; Corporate

Communications :

Unilever partnered w a well-known plastic company in EU. Dove

bottles are integrated w air-pockets to lessen the use of plastic.
participate in groups that share the best practices and how
they understand where they are. HR Groups so in case someone
applies to P&G