Develop action plans for 1) transition, and 2) communication. In each action plan, include a. activities, objectives, measures (KPIs), timeframes b. activities to promote the process and sustainability c. activities to reduce any negative impact on people. 4. Develop at least two contingency plans related to possible implementation issues you foresee in relation to activities in your action plans.

Advanced Diploma of Leadership and Management

Task 03 (Project): Implement innovative processes
Submission details
The Assessment Task is due on the date specified by your trainer. Any variations to this arrangement must be approved in writing by your trainer.
Submit this document with any required evidence attached. See specifications below for details.
You must submit both printed copy and soft copy of your answers.
Submit printed copy of required evidences (your answers) to your Trainer with the -Assessment Cover Sheet- (Filled out and signed appropriately) attached on top of your answers.
Upload the softcopy on the eLearning site with appropriate header and footer (Your name, student id, unit/subject name, assessment no, page no, etc.)
The Trainer/Assessor may further prompt and question in order to receive answers of appropriate quality or if further clarification required and to validate authenticity of your submitted work.
Evaluation description
You will create an implementation strategy to integrate a new process based on the first segment of the case study given. You will need to modify your strategy in light of part 2 of the case study if you want it to be successful.
1. Go to Case Study 1 in Appendix 1, “Implement an Innovative Process.”
2. Go over “Part 1: Implementation.” Examine every component of the new procedure that will be used.
3. Create action plans for communication and transition. Include the following in each action plan: a. actions; b. activities to support the process and sustainability; c. objectives, metrics (KPIs), and deadlines.
c. measures to lessen any adverse effects on people.
4. Create at least two backup plans for any implementation problems you could anticipate with the actions in your action plans.
5. Read through “Part 2 – Follow up.” Analyze implementation problems and shortcomings.
6. Adjust your action and backup plans to account for implementation blunders.
7. Create a schedule for ongoing evaluation and improvement. Include regularly scheduled activities for: a. evaluation, repeated in a timely manner; b. gathering lessons from all work activities; c. incorporating learning into work processes.
8. Deliver materials to your assessor in accordance with the guidelines listed below. Make sure to save a copy of every piece of work you submit for your records.
Task Descriptions
Action plans for transition and communication are required, as are two contingency plans relating to those action plans, modified action plans and contingency plans based on the information in part 2 of the case study, and an evaluation and continuous improvement timetable.
Your examiner will be searching for:
Planning and scheduling activities using quality management and continuous improvement ideas; scheduling evaluation and continuous improvement using creativity and innovation theories. planning for ongoing improvement using organizational learning principles? applying sustainable principles to the creation/revision of plans? analytical abilities to find possibilities for development based on case study data? a display of creativity that enables one to consider other perspectives, spot areas for improvement, and modify activities in light of case study data? a demonstration of learning abilities to create alternatives for ongoing improvement using case study data.
Appendix 1: Use a creative technique
Implementation, Part 1
A. C. Gilbert’s production manager, John Jones, has come up with a plan to increase productivity in the company’s manufacturing process. John has successfully tested the program on one line in the processing plant as part of the new ideas initiative, which is where the idea originated.
You are currently in the midst of rolling out the program across the entire organization after the program’s effectiveness was determined by an evaluation.
a description of the software
By assigning specialized team members to certain lines, the initiative aims to increase productivity, decrease waste, improve sustainability, and minimize production line errors by 20%.
A secondary objective is to lower staff turnover from an average of 32% per year to 20% per year, increasing the plant’s skill levels and productivity while lowering the expense of hiring and training new employees.
Five different teams will be formed from the production team and process personnel. Five different product lines will be manufactured by each team. During the 12-hour production cycle, team members will only work on their designated speciality line, and rosters will be adjusted to ensure there is enough staff on each line. The staff rosters may need to be adjusted, possibly by switching to 12-hour shifts, but no pay will be affected, and no hours of labor would be lost.
John also recommended that teams define goals and objectives for their own product lines. In order to consistently improve both rates and reach a maximum 4% mistake rate and a 40% gain in productivity within 24 months, they have monthly meetings to generate production and error rate estimates for the following month. The current error rate is 22%.
Production lines will be shut down for 48 hours for retooling in order to implement this adjustment. Shift supervisors will retrain personnel in the production of their assigned lines at this time. Technical training, motivational training, quality control processes, as well as goal- and objective-setting workshops, will all be necessary.
Costs associated with the adjustment are anticipated to be:
development expenses? Trial phase: $150,000
Implementation fees? Retooling the manufacturing process? Training ? productivity loss USD 1.2 million
$20,000 $50,000
ongoing expenses? first-time mistakes and decreased productivity $150,000
expected savings
The following savings have been budgeted by putting the aforementioned steps into practice:
? reductions on staff turnover costs of $300,000 annually? savings from lost productivity and errors of $1 million annually? Savings on equipment maintenance and repairs of $200,000 annually.
advantages and issues
Numerous benefits and issues were discovered during the experiment. At first, there were worries that the workers would get bored and lazy and keep writing the same lines. After the first week, according to analysis done during the pilot, staff members started to feel somewhat “proud” of their work and a sense of ownership for the lines they were in charge of. In a “team” setting, morale rose.
The decision to engage in defining their own productivity and error targets was first resisted by the workforce. They tended to overestimate the percentages and were hesitant to make significant commitments to improvement. Managers believe that setting realistic goals will require some time and training in comprehending the financial and operational reports.
When attempting to involve employees in what they viewed as “management decisions,” it was a concern that many of them lacked formal education and that some of them spoke English with difficulty. This managerial approach represents a significant shift in the workplace. Instead of being encouraged to participate in decision-making and feeling like they have some ownership of the process and consequences, most employees were used to receiving criticism for their errors. Some long-term employees are reluctant and anxious about the change because they believe they are being asked to do management-level duties and should be compensated as such. The management worries that this may have an impact on labor relations.
Concerns about productivity throughout the changeover are also present. Given that they will be working on new manufacturing lines and various products, it is expected that it would take some time for staff to perform at their peak productivity. A major worry for management is that deliveries won’t be made on time and customers will suffer.
The new production lines will be quicker and more effective in terms of technology. However, the current service personnel are accustomed to the outdated systems and are ill-equipped to repair and maintain the new machinery. Breakdowns could potentially affect production goals.
Section 2: Follow-up
Think about the following:
? After eight weeks of operation, the new program has produced the following results:
Productivity has dropped by 8% to 66%, and line delays have risen by 10%. 10% more garbage has been produced? mistake rates have decreased from 20% to 2%.
? Since the new program was implemented, 15 out of 300 employees have left, including two shift supervisors. 16 weeks later:
? Productivity is still 66%, right? delays on the lines have decreased and are now at levels from before the change? mistake rates are still constant at 20%? Staffing levels have stayed constant. Following the installation, two months later there was a staff forum when the following issues were brought up. The training was insufficient because the new machines are extremely different. The employees feel that numbers don’t mean anything to them since they find it difficult to relate percentage rates to their daily workload. Employees are aware of the value of sustainability, but many are unsure of how to implement it at work or change their own work habits to be more sustainable. Some workers have expressed disapproval about new rosters. The introduction of 12-hour shifts was intended to keep teams together, but staff members are finding it difficult to manage their families as a result. Longer shifts are also making employees fatigued and prone to mistakes. The OHS representative is worried that this could lead to an increase in injuries.


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