Manage Innovation and Continuous Improvement - Desklib

This article discusses the key systems and processes used by TGA Mobiles in relation to the company’s supply chain, operational systems, and product/service delivery. It also analyzes the variances from plans and targets for the key result areas (KRAs) and discusses trends relevant to TGA Mobiles. Additionally, it provides a performance improvement strategy related to competitive positioning of TGA Mobiles in the Mobile Phone industry and develops action plans for transition and communication.

Running head: MANAGE INNOVATION AND CONTINUOUS IMPROVEMENT 1
MANAGE INNOVATION AND CONTINUOUS IMPROVEMENT
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Student ID
Institutional affiliation

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Task 1
a) key systems and processes used by TGA Mobiles in relation to the company’s:
Supply Chain
TGA Mobiles’ supply chain involves various processes including planning, where mobile
phone concepts are translated by the planning department into designs and determines the
requirements of resources like raw materials. The procurement team then uses the information
gained from the planning team for purchasing the raw materials for supplier packing and
products. The purchased materials are then delivered to the company and a review of the whole
process is made to look into the effectiveness of the process.
Operational systems
The company’s operational systems include the making of the prototype, software
installation, testing phase, mass production, and packaging. The company does not need to start
from scratch when making new models since it already has older models, hence the product is
fine-tuned according to customer feedback or expert advice.
Product / Service Delivery
TGA’s sales team takes orders from clients and forwards them to the distribution
department which arranges for the delivery of mobile phones to the customer through the use of
the contractual system of transport, while the retailers are at the end of the product delivery
through the direct delivery of product to the customer.

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b) Analyze the three key systems and processes mentioned above, and develop a review
strategy for TGA Mobiles
In regards to the supply chain process, TGA Mobiles can look into the lead time which is
the time taken for the raw materials to be delivered after the company has made an order. The
company should ensure that it sources its raw materials from suppliers with the minimum
lead time and the ones offering quality products. The supply chain process can be evaluated
by looking into the level of services by the suppliers and the efficiency of the procurement
department. In regards to the operational process, the company can measure its performance
through customer feedback from their experiences while using the products. Negative
feedback shows that customers were not satisfied while positive feedback shows that
customers were satisfied with the products (Bayraktar et al., 2012). In regards to service and
product delivery, the company can measure its sustainability of the process through
measuring how efficient customers get their products. Generally, the company can use
benchmarking, SWOT, check sheets and graphs and charts to evaluate the processes’
effectiveness (Webb & Sheeran, 2008).
c) Using an example of another company (real or hypothetical), test the effectiveness of
the elements of your review strategy and write an evaluation of the effectiveness of
your review strategy for TGA Mobiles and suggest improvements to your strategy.
MRA Mobiles is a cellphone producing company based in New Delhi. As a major
company, the organization has experienced employees and has acquired a good brand reputation
in the recent years due to the quality of services and products. The aspect has led to the company
maintaining customer loyalty hence commanding the market. Through the review of MRA’s

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processes and key systems, TGA can benchmark the performance of their supply chain,
operational systems, and product/service delivery and make improvements to their strategies.
d) Using the data provided for results up to 2013 analyze the variances from plans and
targets for the key result areas (KRAs). Explain the performance with regards to:
Quality – design/ manufacturing, Sales, Profit, Supply chain performance, Staff and
management performance, and Business growth/turnover
TGA Mobiles experienced a decline in phone quality, with customers complaining of
poor making and design of phones. Additionally, customers complained that the new designs of
products were overly-priced and were of poor quality. In terms of sales, the sales staff were
increased by 50% in 2007. However, in the following year's sales dropped significantly and the
company decided to use manufacturer representatives which were cheaper. The company has
been making minimum profits while the performance of the supply chain has been poor.
Furthermore, the company has been operating with a low number of staffs which has led to
losses. In terms of business growth, the company has been lagging behind and struggling to
implement new product lines and organizational changes hence leading to a loss of $4.5 million
in 2012-2013.
e) Using the data provided for results up to 2013 and using the Key Milestones
describe how TGA Mobiles’ measures, assessment tools, and techniques have
previously monitored performance.
The assessment tools have previously monitored the increasing number of staff to determine
the growth of an organization. If there is an increase in staff it means there is the growth of the
company (Porter & Kramer, 2011). By setting targets the company is able to monitor the profit
margins and gaps between years. The assessment tools have also monitored the feedbacks from

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loyal customers and it is easier for the company to determine the progress of products in the
market and what competitors are doing to increase their sales.
f) Discuss trends relevant to TGA Mobiles. Which trends had the most impact
(positive or negative) on business growth and performance up to 2013?
The launch of cheap imitations has impacted TGA mobiles with some customers and
competitors linking the company with originality issues. Additionally, the 3G trend in the market
had an impact on TGA Mobiles with the majority of customers who use 2G networks opting to
shift to 3G networks. When comparing all the trends, the invention of 3G networks had the most
impact on the company. The invention of 3G saw the company revenues increasing from 2.4 to
3.9 with the majority of customers from the age of 14 years and above spending the majority of
their time online. TGA has a great market share because the company has already established
customer loyalty. This strength has facilitated the company to survive in the competitive market
with many customers considering its products. In regards to reputation and stability, the
company has strengths of maintaining brand loyalty. The company has also had higher profit
margins as its sales are increasing every day. The customer service standards provide customer
satisfaction to the company with the nature of the company being flexible for change.
Employee’s performance is also excellent as a result of the training performed by the company,
with creativity and innovation highly encouraged.
g) Three changing trends in the telecommunication industry that will create
opportunities for TGA Mobiles in the coming year. Discuss how this opportunity
will boost performance and areas (from the list above) that will be improved.
Discuss the resources that may be required to take advantage of the opportunities.

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Unleashing the power of 5G into the telecommunication industry around the world is the
most trending technology that will create an opportunity for cellphone manufacturers (Andrews
et al., 2014). According to Hu et al. (2015) the pressure of Internet of Things (IoT) is getting
high with many internet consumers around the world desiring to have fast and reliable internet
that will increase productivity in many industries. The 5G architecture is intended to be launched
in the market late this year and the internet is expected to be ten times faster as compared to the
current 4G with a download speed expected to be 10 GBPS (Fettweis & Alamouti, 2014). The
5G network will create a market opportunity as the majority of customers who are using 4G
networks are likely to migrate to 5G networks hence they will need to upgrade their existing
mobile phones and others will buy new mobiles phones. The 5G network will increase the
overall performance of the company with more sales experience. Furthermore, the sales and
marketing areas will be improved significantly. However, the implementation of the technology
will see the company adding more resources like consultants and experts who are skilled and
knowledgeable about the technology. Other resources include infrastructures such as upgrading
of current network booths.
The digitalized customer support is another trend that will create an opportunity for 5G
networks. The invention of technology will enable the companies to be able to track down and
predict problems of customers. The introduction of this approach will give users capabilities of
solving problems and questions on their own using their mobile phones (Lerch & Gotsch, 2015).
The trend will create an opportunity for TGA as more people will purchase mobile phones with
the latest 5G feature since they are compatible with the digitalized customer support software.
The trend will improve the supply chain area and more human resource including engineers and
consultants will be needed as they are good developers of the system.

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Advanced cloud computing services is another trend that will create an opportunity for
TGA Mobiles. People who use mobile phones are likely to shift to advanced mobile phones with
latest features that will enable them to access the services and backup their mobile phones’ data
online (Dinh, Lee, Niyato & Wang, 2013). The services will create an opportunity for TGA to
manufacture more phones with the latest features. Both production and information technology
areas will be improved with the services requiring more resources for engineers, developers, and
designers who are creative and innovative.
Part 2
Task 1
a) Performance improvement strategy related to competitive positioning of TGA
Mobiles in the Mobile Phone industry.
The performance strategy ideal for TGA is to change the existing culture of the
organization. If the culture of the company is set on low strategic goals, then it needs to change
its culture and set high goals. The changing of culture will change the initial process of the way
the company does business. The proposed process will begin with the company reviewing the
existing targets, the competence of employees and organizational assets. Furthermore, increasing
the market share by 20% is an important strategic objective to the proposed process. The target
will improve the KPI’s and KRA’s by enhancing customer loyalty, increased brand awareness,
and improving competitiveness in the industry and positive customer feedback. Furthermore, the
strategy will renew the bad reputation of the company as customers’ organizational image will be
viewed as new. In order to implement the new culture and performance, the company will have
to use its strengthened financial resources. Furthermore, the main strategic goal to be
accomplished by the organization through the implementation of this strategy will be producing

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high-quality products by reducing production time and wastage. However, the strategy has
disadvantages to the organization as employees might take time to adapt to the changing
organization. The restructuring of the organization may expose the company to risks of losing
skilled employees and more costs may be incurred as a result of the addition of resources.
Task 3
a) Risk analysis for strategy
Risk Impact Likelihood Mitigation Strategy
Losing skilled
employees
High Very likely Ensuring that change
in organizational
culture is gradual
high costs of
changing
organizational culture
and purchase of new
resources
High Likely employing the best
financial strategies
for allocation of
funds
The new process will
lead to delays in
employees
understanding
Medium Medium provision of
fre3quent employee
training and
supervisors to be
keen and monitor
employees until they
adapt
b) Cost-benefit analysis for strategy

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Options Costs Risk Benefits F/MF/NF
F – feasible
MF –may be
feasible
NF – not
feasible
Process
improvement
New machines
for production
$30,000
Machine
Breakdowns
Productivity
increase
F
Employee
improvement
Training cost
$10, 000
Defective
products due to
poor employee
training
High-quality
products
F
c) Meet with your manager (your assessor) to discuss strategy, risk, and cost-benefit
analyses. Seek approval for strategy.
I met with the manager to discuss the analyzed strategies for innovation and the
continuous improvement of processes in the company. We agreed that the number of skilled

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employees was low and needed to be improved. Additionally, we agreed that employees needed
to be trained on the new innovations in order to improve efficiency and minimize risks.
Furthermore, we discussed that the new machinery needed to be acquired in order to quickly
implement the new strategy for innovation. I got an approval from the manager to implement the
strategy and ensure that continuous improvement and evaluation of the process has been
effected.
Part 3
Task 1
a) Develop action plans for Transition
Change goal: transitioning to a new innovative process
Action and activity By who By when
Reducing procurement costs Procurement department 10-12-2018
Improving the performance of
store sales
Stores section 7-11-2018
Reducing wastages Production workers 23-10-2018
a) Action plans for Communication
who what when communicator
Human resource
manager
Changes in
employees
responsibility and
2008 receptionist

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new staff recruited so
as improve the
process by increasing
productivity
supervisor Increase in
productivity by
closely monitoring
employees progress
2009
supervisor
employee Feedback on areas
that need training for
process improvement
2012-2013 employee
b) Develop a contingency plan
Risk Impact Likelihood Contingent action
Procurement
department may
purchase low-quality
materials
Reduced product
quality
Very likely Allowing a
procurement officer
to decide on the best
cost of materials
Errors and omissions
of important data
entries
Loss of funds in
stores sales
likely Implementing
automated
technology to record
sales
Conveying of wrong
information
Affects productivity
of workers
Very likely Ensuring proper
communication

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channels are being
followed
c) Action plans and contingency plans to address implementation failures.
Establishment of strategies will evaluate and monitor sustainability and performance of
key processes and systems. Additionally, undertaking an analysis will assist in the identification
of performance measures, techniques, and tools assessment, improve the effectiveness of
analyzing plans variance and performance reports for the vital areas of the organization, and
identify opportunities and changing trends which are relevant to the organization. According to
Sniehotta (2009) seeking advice from experts and professionals helps to amend contingent and
action plans as the identification of technology becomes easier.
d) Schedule
Review Activity Timing
Employee productivity Conducting performance
appraisals
Quarterly basis
Use of company funds by the
finance department
Audit of financial statements annually
Quality of materials against
costs
Auditing the procurement
department
annually
Wastage of production
materials
Supervision on the usage of
allocated material for each
production employee
Continuous assessment

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e) How I will enhance the promotion of continuous improvement, communicate the
costs and benefits of innovations and improvements to all relevant groups and
individuals
I will promote continuous improvement and communication costs by briefing groups on
improving performance strategies and further considering innovation as an essential element
towards competition. Furthermore, I will also encourage entrepreneurial behavior, recognition of
new ideas as I accept the challenges and undertaking of cost-benefit analysis as well as risk
management. Furthermore, approval of innovation as per the agreement of the organizational
process helps in the improvement of relevant individuals and groups (Bryson, 2018).
References

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Bayraktar, E., Tatoglu, E., Turkyilmaz, A., Delen, D., & Zaim, S. (2012). Measuring the
efficiency of customer satisfaction and loyalty for mobile phone brands with DEA.
Expert Systems with Applications, 39(1), 99-106.
Dinh, H. T., Lee, C., Niyato, D., & Wang, P. (2013). A survey of mobile cloud computing:
architecture, applications, and approaches. Wireless communications and mobile
computing, 13(18), 1587-1611.
Fettweis, G., & Alamouti, S. (2014). 5G: Personal mobile internet beyond what cellular did to
telephony. IEEE Communications Magazine, 52(2), 140-145.
Hu, Y. C., Patel, M., Sabella, D., Sprecher, N., & Young, V. (2015). Mobile edge computing—A
key technology towards 5G. ETSI white paper, 11(11), 1-16.
Lerch, C., & Gotsch, M. (2015). Digitalized product-service systems in manufacturing firms: A
case study analysis. Research-Technology Management, 58(5), 45-52.
Sniehotta, F. F. (2009). Towards a theory of intentional behaviour change: Plans, planning, and
self‐regulation. British journal of health psychology, 14(2), 261-273.
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. John Wiley & Sons.
Webb, T. L., & Sheeran, P. (2008). Mechanisms of implementation intention effects: The role of
goal intentions, self‐efficacy, and accessibility of plan components. British Journal of
Social Psychology, 47(3), 373-395.
Porter, M. E., & Kramer, M. R. (2011). The big idea: Creating shared value.
Andrews, J. G., Buzzi, S., Choi, W., Hanly, S. V., Lozano, A., Soong, A. C., & Zhang, J. C.
(2014). What will 5G be?. IEEE Journal on selected areas in communications, 32(6),
1065-1082.

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