{"id":434317,"date":"2018-04-22T08:37:23","date_gmt":"2018-04-22T08:37:23","guid":{"rendered":"https:\/\/essaypaper.org\/bsbmgt608-manage-innovation-and-continuous-improvements\/"},"modified":"2018-10-24T08:58:39","modified_gmt":"2018-10-24T08:58:39","slug":"bsbmgt608-manage-innovation-and-continuous-improvements","status":"publish","type":"post","link":"https:\/\/www.benedictsol.com\/blogs\/bsbmgt608-manage-innovation-and-continuous-improvements\/","title":{"rendered":"BSBMGT608 Manage Innovation And Continuous Improvements\u00a0"},"content":{"rendered":"
\n\n

BSBMGT608 Manage innovation and continuous improvement<\/strong><\/p>\n

Assessment 1: Review programs, systems and processes<\/strong><\/p>\n\n\n\n
You must provide\/submit ONE Report (5 \u2013 7 pages<\/strong>)<\/p>\n

\u00b4\u00a0 Your report must include:<\/p>\n

\u00b4\u00a0 Key Systems and processes used by A.C Gilbert<\/p>\n

\u00b4\u00a0 Review strategy for the three processes<\/p>\n

\u00b4\u00a0 Monitoring performance<\/p>\n

\u00b4\u00a0 Analyse the variance<\/p>\n

\u00b4\u00a0 Trends relevant to the organization<\/p>\n

\u00b4\u00a0 Advise from specialists<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    \n
  1. Introduction<\/strong><\/li>\n<\/ol>\n
      \n
    • Briefly introduce the assignment details. <\/em><\/li>\n
    • Explain the purpose of this task<\/em><\/li>\n
    • Provide a brief overview\/background of A.C. Gilbert<\/em><\/li>\n<\/ul>\n
        \n
      1. Key systems and process used by A.C.<\/strong> Gilbert (refer to student work book pages 17 and 18 and the diagram on page 15 and 16 of the appendix).Briefly explain what you mean by the following and how they are followed in A.C. Gilbert<\/em>\n
          \n
        1. Supply Chain<\/strong><\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
            \n
          • Supply chains represent the procurement<\/strong>, production and distribution activities of an organisation. <\/em><\/li>\n
          • Within a supply chain, these activities are viewed as linked and reliant on one another to produce the final outcome.<\/em><\/li>\n
          • C. Gilbert supply chain includes \u2013 acquisition of raw material, systems and process and sales delivery<\/em>\n
              \n
            1. Operational system<\/strong><\/li>\n<\/ol>\n<\/li>\n
            2. Use the diagram on page 16 of the appendix and explain\n
                \n
              1. Product and service delivery<\/strong><\/li>\n<\/ol>\n<\/li>\n
              2. Use the diagram on page 15 of the appendix<\/li>\n<\/ul>\n
                  \n
                1. <\/li>\n<\/ol>\n

                  3a. KRAs and KPIs<\/strong> (provide a minimum of three KPIs for each KRAs from the case study)<\/em><\/p>\n\n\n\n\n\n\n\n\n
                  KRAs (from case study)<\/td>\nKPIs (examples provided below)<\/em> from case study<\/em><\/p>\n

                  (Actions taken by Jack Wrather pg 6 in Case study)<\/em><\/p>\n<\/td>\n

                  		Assessment tools and techniques (Which one of the following tools and techniques would you use?<\/em>) page 30<\/em><\/td>\nPerformance and sustainability measures (how will you measure and sustain the performance?)<\/em> page 12 \u2013 13<\/em><\/td>\n<\/tr>\n<\/thead>\n
                  Customers<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 quality standards \u2013 maintain current quality standards and exceed market expectations<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 balanced scorecards<\/em><\/p>\n

                  \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 key performance indicators (KPIs)<\/em><\/p>\n

                  \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 performance reviews<\/em><\/p>\n

                  \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Service level agreements<\/em><\/p>\n<\/td>\n

                  		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 customer complaints, reduced defects<\/em><\/td>\n<\/tr>\n
                  Financials<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 sales budgets \u2013 achieve increase on previous year sales\/$20 million by 1963<\/em><\/p>\n

                  \u00a0<\/em><\/p>\n

                  \u00a0<\/em><\/p>\n<\/td>\n

                  		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 cost control, increase in revenue <\/em><\/td>\n<\/tr>\n
                  People<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 staff retention \u2013 retrain engineers\/production staff to meet new production requirements due to increase in range<\/em><\/p>\n

                  \u00a0<\/em><\/p>\n

                  \u00a0<\/em><\/p>\n<\/td>\n

                  		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 employee engagement, professional development, etc.<\/em><\/td>\n<\/tr>\n
                  Processes<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 production times \u2013 meet key retail sales periods.<\/em><\/p>\n

                  \u00a0<\/em><\/p>\n

                  \u00a0<\/em><\/p>\n<\/td>\n

                  		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Productivity, decreased downtime, <\/em><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

                  3b. Performance review process of the three systems (page 21)<\/strong><\/h2>\n

                  Explain, in detail with relevant information from the case study using diagrams, tables, flow charts, any one of the processes you will use to review the performance of the three systems. E.g.<\/em><\/p>\n

                    \n
                  • process maps\n
                      \n
                    • Completing an analysis of each step of the process allows for the identification of improvements and process efficiencies. This involves identifying the start and end points of the process, and mapping all steps in between those two points.<\/em><\/li>\n<\/ul>\n<\/li>\n
                    • SWOT analysis<\/li>\n
                    • benchmarking<\/li>\n
                    • check sheets<\/li>\n
                    • graphs and charts.\u00a0<\/strong><\/li>\n<\/ul>\n

                      3b Example of using a Balanced scorecard for reviewing AC Gilbert Performance between 1961-1967 <\/strong><\/h2>\n\n\n\n\n\n\n\n\n
                      KRAs (from case study)<\/td>\nTargets<\/p>\n

                      (Actions taken by Jack Wrather pg 6 in Case study<\/em><\/p>\n<\/td>\n

                      		Steps taken to achieve them (Use Key Milestones on page 7 in the case study)<\/td>\nActual outcomes<\/td>\n<\/tr>\n<\/thead>\n
                      Customers<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 quality standards \u2013 maintain current quality standards and exceed market expectations<\/em><\/p>\n

                      \u00a0<\/em><\/p>\n<\/td>\n

                      		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n<\/tr>\n
                      Financials<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 sales budgets \u2013 achieve increase on previous year sales\/$20 million by 1963<\/em><\/p>\n

                      \u00a0<\/em><\/p>\n

                      \u00a0<\/em><\/p>\n<\/td>\n

                      		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n<\/tr>\n
                      People<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 staff retention \u2013 retrain engineers\/production staff to meet new production requirements due to increase in range<\/em><\/p>\n

                      \u00a0<\/em><\/p>\n

                      \u00a0<\/em><\/p>\n<\/td>\n

                      		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 In 1962 increased sales staff by 50%<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 In 1964 fired most of the top management <\/em><\/td>\n<\/tr>\n
                      Processes<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 production times \u2013 meet key retail sales periods.<\/em><\/p>\n

                      \u00a0<\/em><\/p>\n

                      \u00a0<\/em><\/p>\n<\/td>\n

                      		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0<\/em><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

                      \"BSBMGT6083c A sample service level agreement <\/strong>(provide a sample service level agreement \u2013 student handbook page \u2013 37)<\/em><\/p>\n

                        \n
                      • For example, a delivery organisation may have SLAs in place to advise customers that they can expect all deliveries to be made within 24 hours of order.<\/em><\/li>\n<\/ul>\n
                          \n
                        1. Effectiveness and Improvements. <\/strong>(Using the data provided for results up to 1966, for each of the three key systems)<\/em> \u2013 Analyse the table above and write your reflections in 3-5 paragraphs<\/strong>\n
                            \n
                          1. Describe how each of your measures, assessment tools and techniques would monitor performance. Include specific examples or hypothetical cases to test the effectiveness of the elements of your review strategy.<\/em><\/li>\n
                          2. Write an evaluation of the effectiveness of your review strategy<\/li>\n
                          3. Suggest improvements to your strategy<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
                              \n
                            1. Analyse the variances from plans and targets for the key result areas (KRAs) <\/strong>Using the data provided for results up to 1966, include discussion on performance with regards to:<\/em><\/strong> You can use graphs\/charts as well.<\/em><\/strong><\/li>\n<\/ol>\n\n\n\n\n\n\n\n\n
                              Performance areas<\/strong><\/td>\nPlanned<\/strong><\/td>\nAchieved (actuals)<\/strong><\/td>\nReasons for variance<\/strong><\/td>\n<\/tr>\n
                              a.\u00a0\u00a0\u00a0\u00a0\u00a0 quality \u2013 design\/manufacturing<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                              b.\u00a0\u00a0\u00a0\u00a0\u00a0 sales<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                              c.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 profit<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                              d.\u00a0\u00a0\u00a0\u00a0\u00a0 supply chain performance (delivery)<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                              e.\u00a0\u00a0\u00a0\u00a0\u00a0 business growth \u2013 staff and management performance and\/or turnover.<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
                                \n
                              1. Analyse trends relevant to the organization. <\/strong>(What trends did A. C. Gilbert fail to identify in the late 1950s? Consider the strengths and weaknesses of the A. C. Gilbert Company prior to 1960. Analyse the following in your report<\/em><\/strong>)<\/em><\/strong><\/li>\n<\/ol>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
                                Areas<\/strong><\/td>\nStrengths<\/strong><\/td>\nWeaknesses<\/strong><\/td>\nMissed opportunities<\/strong><\/td>\nSuggested improvements <\/strong>(What do you recommend that they should have done)<\/em><\/td>\n<\/tr>\n<\/thead>\n
                                a.\u00a0\u00a0\u00a0\u00a0\u00a0 market share<\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 experienced personnel<\/em><\/p>\n

                                \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 established quality products and standards<\/em><\/p>\n

                                \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 small but profitable<\/em><\/p>\n

                                \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 good reputation in the marketplace<\/em><\/p>\n<\/td>\n

                                		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 specialised products \u2013 limited range<\/em><\/p>\n

                                \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 focus on past successes, not future growth<\/em><\/p>\n

                                \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 poor management \u2013 crisis management<\/em><\/p>\n

                                \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 lack of training and planning prior to introducing large-scale change<\/em><\/p>\n<\/td>\n

                                		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 changing trends<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0 recognise changing demands and trends earlier<\/em><\/td>\n<\/tr>\n
                                b.\u00a0\u00a0\u00a0\u00a0\u00a0 reputation<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                                c.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 stability<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                                d.\u00a0\u00a0\u00a0\u00a0\u00a0 profit<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                                e.\u00a0\u00a0\u00a0\u00a0\u00a0 sales<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                                f.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 ability to adapt to change<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                                g.\u00a0\u00a0\u00a0\u00a0\u00a0 customer service standards<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                                h.\u00a0\u00a0\u00a0\u00a0\u00a0 innovation<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                                \u00a0i.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 employee performance<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n
                                j.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 production and manufacturing<\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n\u00a0<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
                                  \n
                                1. Advice from specialists <\/strong>(Imagine the company did not close in 1967 and has somehow managed to continue operations until today. Discuss the possible use of advice from specialists. What specialists could be consulted to advise on and identify new technology or electronic commerce opportunities)<\/em> Page 49<\/em><\/li>\n<\/ol>\n\n\n\n\n\n
                                  Sources<\/em><\/td>\nWhat type of advice?<\/em><\/td>\n<\/tr>\n
                                  a.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Internal<\/strong> \u2013 engineers, production staff, manufacturing staff, sales personnel, human resources personnel<\/em><\/td>\n\u00a0<\/em><\/td>\n<\/tr>\n
                                  b.\u00a0\u00a0\u00a0\u00a0\u00a0 External<\/strong> \u2013 marketing consultants, advertising experts, engineers or designers, IT consultants.<\/em><\/td>\ne.g. Social media marketing<\/em><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
                                    \n
                                  1. Conclusion<\/em><\/strong><\/li>\n<\/ol>\n

                                    Provide a brief summary of the report and what next from here<\/em><\/strong>\u00a0<\/strong><\/p>\n

                                    BSBMGT608 Manage innovation and Continuous improvement<\/strong><\/p>\n

                                    Task 2 Develop options for continuous improvement<\/strong><\/p>\n\n\n\n
                                    You must submit 4 pieces of evidence<\/p>\n

                                    1.\u00a0\u00a0\u00a0\u00a0 One-page+ performance improvement strategy<\/p>\n

                                    2.\u00a0\u00a0\u00a0\u00a0 20\u201330 minute team briefing and consultation session (We will do the group discussion on 2nd<\/sup> and 3rd<\/sup> weeks<\/p>\n

                                    This role play is absolutely mandatory and you can present to a small group, once you are ready with your strategy. All the members of your group who observe you will comment and sign in the document and I will co-sign with my own comments<\/strong><\/p>\n

                                    3.\u00a0\u00a0\u00a0\u00a0 Written risk analysis<\/p>\n

                                    4.\u00a0\u00a0\u00a0\u00a0 Written cost-benefit analysis<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

                                      \n
                                    1. Prepare a one page+ performance improvement strategy. The following elements should be there:<\/strong><\/li>\n
                                    2. What are your strategic goals?<\/li>\n
                                    3. How are you going to change the current process in 2017? List your ideas<\/li>\n
                                    4. c) Explain how these will improve the performance and the company will look competitive.<\/li>\n
                                    5. d) For each new option\/idea<\/li>\n
                                    6. Develop a risk analysis<\/strong><\/li>\n
                                    7. Develop a cost benefit analysis<\/strong> ( sample templates and examples are attached)<\/li>\n
                                    8. Get approval from the group and the Assessor<\/li>\n<\/ol>\n

                                      (<\/strong>e.g of new ideas \u2013 Digital means of advertising \u2013 Google ads \/ personalized advertising on social media- new toys based on movie themes \u2014\u00a0 large super market sales and not small retailers and so on\u2026.)<\/p>\n

                                        \n
                                      1. e) What are your new KRAs, KPIs, targets<\/strong>\u2026.<\/li>\n<\/ol>\n
                                          \n
                                        1. Briefing and consultation session.<\/strong><\/li>\n
                                        2. Once you are ready with your strategy, you can present to the group. All the members of your group who observe you will comment and sign in the document and I will co-sign with my own comments<\/li>\n
                                        3. Ask the group to go over the pros & cons and incorporate changes to the strategy.\u00a0<\/strong><\/li>\n<\/ol>\n

                                          Detailed Template<\/strong><\/p>\n

                                            \n
                                          1. Performance improvement strategy:<\/strong><\/li>\n
                                          2. a) Strategic goals (<\/strong>Task1 Appendix 1\u2026use the actions taken by Jack Wrather and come up with other SMART goals \u2014 e.g. To become a market leader in educational toys\/ To increase profits\u2026.<\/em> )<\/strong><\/li>\n
                                          3. b) New performance improvement strategies in 2017 (<\/strong>Student WB pg. 57) &<\/li>\n
                                          4. c) How your performance will improve competitiveness<\/strong><\/li>\n<\/ol>\n

                                            (Process re-engineering\/ New technology\/ Training employees\/ New product range \/ New advertisement models etc\u2026) <\/em><\/p>\n

                                            (List at least 2 strategies for each Key Result Area\u2026 you can list more if you like<\/em><\/strong>)<\/p>\n\n\n\n\n\n\n\n\n\n\n
                                            Area of focus<\/td>\nNew performance strategy<\/td>\nHow will this improve competitiveness?<\/p>\n

                                            \u00a0<\/p>\n<\/td>\n<\/tr>\n

                                            Processes (using new technology in design, Production, packaging, distribution and marketing \u2013 new changes<\/em>)<\/td>\n\u00a0<\/p>\n

                                            \u00a0<\/p>\n<\/td>\n

                                            		\n<\/tr>\n
                                            \u00a0<\/p>\n

                                            \u00a0<\/p>\n<\/td>\n

                                            		\n<\/tr>\n
                                            Financial (Sales & Profit)<\/td>\n\u00a0<\/p>\n

                                            \u00a0<\/p>\n<\/td>\n

                                            		\n<\/tr>\n
                                            \u00a0<\/p>\n

                                            \u00a0<\/p>\n<\/td>\n

                                            		\n<\/tr>\n
                                            People (training, change management<\/em>)<\/td>\n\u00a0<\/p>\n

                                            \u00a0<\/p>\n<\/td>\n

                                            		\n<\/tr>\n
                                            \u00a0<\/p>\n

                                            \u00a0<\/p>\n<\/td>\n

                                            		\n<\/tr>\n
                                            Customers (market research\u2026feedback..)<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
                                              \n
                                            1. For each of the ideas you have proposed do a risk and analysis and a cost-benefit analysis.<\/strong><\/li>\n<\/ol>\n

                                              Use this standard Risk matrix<\/p>\n

                                              \u00a0<\/p>\n

                                              2a Risk analysis <\/strong><\/p>\n\n\n\n\n
                                              New performance strategy<\/td>\nImpact<\/p>\n

                                              (Extreme\/ High\/medium\/low)<\/p>\n

                                              \u00a0<\/p>\n<\/td>\n

                                              		Likelihood<\/p>\n

                                              (Very likely, likely, possible, unlikely, HU)<\/p>\n<\/td>\n

                                              		Mitigation strategies<\/td>\n<\/tr>\n
                                              \u00a0<\/em><\/p>\n

                                              e.g. New process \u2013 delays in employees understanding<\/em><\/p>\n<\/td>\n

                                              		Medium impact<\/em><\/td>\nMedium likelihood<\/em><\/td>\n\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Training in new processes to be completed before<\/em><\/p>\n

                                              \u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Supervisors to be one the warehouse floor monitoring for the first 3 weeks<\/em>2b Cost Benefit analysis for each performance improvement option<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n\n
                                              New performance<\/td>\nCost<\/td>\nRisk<\/td>\nBenefit<\/td>\nFeasible (F)\/ May be feasible (MF)\/ Not feasible (NF)<\/td>\n<\/tr>\n
                                              e.g. Process improvement<\/em><\/td>\n\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 New machinery \u2013 $20,000<\/em><\/p>\n

                                              \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Training \u2013 $5,000<\/em><\/p>\n<\/td>\n

                                              		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Down time with the new machinery<\/em><\/p>\n

                                              \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Lack of employee training leading to defective products<\/em><\/p>\n<\/td>\n

                                              		\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Increased productivity<\/em><\/p>\n

                                              \u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Quality<\/em><\/p>\n<\/td>\n

                                              		F<\/em><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

                                              \u00a0<\/p>\n

                                              3 My new KRAs, KPIs, Targets<\/strong><\/p>\n\n\n\n\n\n\n\n
                                              KRAs<\/strong><\/p>\n

                                              Which are would you like to improve<\/p>\n<\/td>\n

                                              		KPIs<\/strong><\/p>\n

                                              How will you measure the improvement?<\/p>\n<\/td>\n

                                              		Targets<\/strong><\/p>\n

                                              What is the target usually a numerical figure)<\/p>\n<\/td>\n

                                              		Initiatives<\/strong><\/p>\n

                                              Steps to improve\/achieve the target it?<\/p>\n<\/td>\n<\/tr>\n

                                              Processes<\/p>\n

                                              \u00a0<\/p>\n<\/td>\n

                                              		Average day taken to produce a scientific toy<\/td>\n2 days<\/td>\nReduce the wait time between the processes<\/td>\n<\/tr>\n
                                              Financials<\/p>\n

                                              \u00a0<\/p>\n<\/td>\n

                                              		\n\n\n<\/tr>\n
                                              People<\/p>\n

                                              \u00a0<\/p>\n<\/td>\n

                                              		\n\n\n<\/tr>\n
                                              Customers<\/p>\n

                                              \u00a0<\/p>\n<\/td>\n

                                              		\n\n\n<\/tr>\n<\/tbody>\n<\/table>\n
                                                \n
                                              • How the innovation will improve organization performance<\/li>\n
                                              • How the innovation links to the organisation\u2019s strategic and operational goals<\/li>\n
                                              • Details of risk assessments<\/li>\n
                                              • Details of completed cost-benefit-analysis (CBA)<\/li>\n
                                              • Details of how the innovation will be implemented<\/li>\n<\/ul>\n
                                                  \n
                                                • action plans for transition, communication<\/li>\n
                                                • two contingency plans related to transition and communication action plans<\/li>\n
                                                • a written analysis of the causes of implementation failure<\/li>\n
                                                • amended action plans and contingency plans<\/li>\n
                                                • evaluation and continuous improvement schedule.\u00a0<\/strong><\/li>\n<\/ul>\n
                                                    \n
                                                  1. Turn to the case study \u2018Implement an innovative process\u2019 (Appendix 1 provide at the end of this task).<\/li>\n
                                                  2. Review \u2018Part 1 \u2013 Implementation\u2019. Examine all aspects of the new process to be implemented.<\/li>\n
                                                  3. Develop action plans for 1) transition, and 2) communication. In each action plan, include:\n
                                                      \n
                                                    1. activities, objectives, measures (KPIs), timeframes<\/li>\n
                                                    2. activities to promote the process and sustainability<\/li>\n
                                                    3. activities to communicate costs and benefits to relevant people<\/li>\n
                                                    4. activities to reduce any negative impact on people.<\/li>\n<\/ol>\n<\/li>\n
                                                    5. Develop at least two contingency plans related to possible implementation issues you foresee in relation to activities in your action plans.<\/li>\n
                                                    6. Review \u2018Part 2 \u2013 Follow up\u2019. Examine implementation issues and failures.<\/li>\n
                                                    7. Critically analyse the causes of these implementation failures and draft a report describing how the contingency plans will address them.<\/li>\n
                                                    8. Amend action plans and contingency plans to address the implementation failures.<\/li>\n
                                                    9. Develop a schedule for evaluation and continuous improvement. Include regularly scheduled:\n
                                                        \n
                                                      1. evaluation activities, regularly repeated over a suitable timeframe<\/li>\n
                                                      2. evaluation activities to capture learnings from all work activities<\/li>\n
                                                      3. activities to embed learning into work processes.<\/li>\n<\/ol>\n<\/li>\n
                                                      4. Submit documents to your assessor as per the specifications above. Ensure you keep a copy of all work submitted for your records.<\/li>\n<\/ol>\n

                                                        Part 1 \u2013 Implementation<\/u><\/strong><\/h2>\n

                                                        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.<\/p>\n

                                                        The program has been evaluated and found to be successful, and you are now in the process of implementing the program company-wide.<\/p>\n

                                                        The goal of the program is to increase productivity, reduce waste, improve sustainability, and reduce errors on production lines by 20% by allocating specialist team members to individual lines.<\/p>\n

                                                        A secondary goal is to reduce staff turnover from an average of 32% per annum to 20% per annum, thus improving the skill levels and efficiencies of the plant and reducing costs in recruiting and training new staff.<\/p>\n

                                                        Production staff and process workers will be divided into five different teams. Each team will be responsible for the manufacturing of five product lines. Team members will only work on their specialty line, and rosters will be altered to ensure adequate staff on each line during the 12-hour production cycle. This may involve changes to staff rosters, in some cases by implementing 12-hour shifts, but will not impact on earnings or result in the loss of any hours of work.<\/p>\n

                                                        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%.<\/p>\n

                                                        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.<\/p>\n

                                                        Costs<\/strong><\/p>\n

                                                        It is projected that the costs incurred for the change will be:<\/p>\n\n\n\n\n\n\n\n\n
                                                        Development costs<\/strong><\/td>\n<\/tr>\n
                                                        \u25cf\u00a0\u00a0\u00a0\u00a0\u00a0 Initial trial<\/td>\n$150,000<\/td>\n<\/tr>\n
                                                        Implementation costs<\/strong><\/td>\n<\/tr>\n
                                                        \u25cf\u00a0\u00a0\u00a0\u00a0\u00a0 Retooling the production line<\/p>\n

                                                        \u25cf\u00a0\u00a0\u00a0\u00a0\u00a0 Training<\/p>\n

                                                        \u25cf\u00a0\u00a0\u00a0\u00a0\u00a0 Loss of productivity<\/p>\n<\/td>\n

                                                        		$1.2 million<\/p>\n

                                                        $20,000<\/p>\n

                                                        $50,000<\/p>\n<\/td>\n<\/tr>\n

                                                        Ongoing costs<\/strong><\/td>\n<\/tr>\n
                                                        \u25cf\u00a0\u00a0\u00a0\u00a0\u00a0 Initial errors and reduced productivity<\/td>\n$150,000<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

                                                        Anticipated savings<\/strong><\/p>\n

                                                        By implementing the above measures the following savings have been budgeted:<\/p>\n