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Performance objective

Assessment description

Procedure

3. Develop action plans for 1) transition, and 2) communication. In each action plan, include:

   1. activities, objectives, measures (KPIs), timeframes

5. Review ‘Part 2 – Follow up’. Examine implementation issues and failures.

6. Critically analyse the causes of these implementation failures and draft a report describing how the contingency plans will address them.

8. 3. activities to embed learning into work processes.

9. Submit documents to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records.

Specifications

• amended action plans and contingency plans

• evaluation and continuous improvement schedule.

• application of sustainability practices to planning/revising plans

• analytical skills to identify improvement opportunities based on data in case study

Adjustment for distance-based learners

• Documentation can be submitted electronically or posted in the mail.

Appendix 1: Implement an innovative process

Part 1 – Implementation

John Jones, a Production Manager at A. C. Gilbert, has developed an idea for improving efficiencies in the manufacturing process at A. C. Gilbert. The idea came as a result of the innovative ideas program, and John has successfully trialled the program on one line in the processing plant.

Overview of the program

John also suggested involving teams in goal setting and objective setting for their own product lines. Each month they meet to develop production and error rate projections for the next, with a goal to continuously improve both rates to achieve a maximum of 4% error rate and a 40% increase in productivity within 24 months. Current error rates are at 22%.

To incorporate this change, production lines will be closed for 48 hours for retooling. During this period, staff will be re-trained in the production of their designated lines by shift supervisors. Training required will include technical training, motivational training and quality control procedures along with goal and objective setting workshops.

Costs

Anticipated savings

• savings of $300,000 per annum in staff turnover costs

• savings of $1 million per annum in lost productivity and errors

Benefits and concerns

Other concerns revolve around productivity levels during the transition. It is understood that it will take some time for employees to operate at full productivity, as they will be working on new production lines and different products. Concerns that deliveries won’t be met and customers will be disadvantaged are key concerns for management.

From a technology standpoint, the new production lines will be faster and more efficient. However, the current service technicians are used to the old lines and lack the experience to service and maintain the new equipment. It is possible that breakdowns could impact on production targets.

Part 2 – Follow-up

• • waste has increased by 10%

  • error rates have fallen by 2% to 20%
• • error rates have remained steady at 20%

  • staff levels have remained steady.

• • New rosters have been unpopular with some employees.

  • 12-hour shifts were introduced to keep teams together but they are causing difficulties for staff with regards to managing their families.