BSBMGT608 Project: Implementing Innovation at A.C. Gilbert, Sydney

This project examines the implementation of an innovative process at A.C. Gilbert, a toy manufacturer, aiming to increase productivity, reduce waste and errors, and improve sustainability. The project includes action plans that detail the steps required to implement the changes, specifying responsibilities and timelines. Contingency plans are also developed to address potential issues, such as fund requirements and employee turnover. The implementation process is evaluated after six weeks, revealing productivity levels, improvements in delays, and stable error rates and staff levels. The project concludes with amended action and contingency plans, along with an evaluation schedule, providing a comprehensive overview of the innovation implementation and its outcomes. The project also references relevant academic papers on human resource management and operations planning.

IMPLEMENTATION OF
INNOVATIVE PROCESSES

ACTION PLAN
Action Plans are created so as to communicate with different departments
about the actions which are to be taken (Olhager 2013). An Action plan
specifies the duration and the person who will be responsible for the
implementation of the Plan

ACTION PLAN FOR
TRANSITION
Activities Objectives Measures Authority Timeframe
s
Training of
Staffs
In order to
make the
staffs of the
company
efficient
Efficiency
and level of
Skill
Developmen
ts
Trainer and
HR Manager
3 months
Cost
Reduction
To minimize
the cost so
that profit is
increased
Efficient
utilization of
Resources,
Working
within
Budget limit
Operational
Manager
4 months
Supervision
and Control
To ensure
that the
transition is
smoothly
taking place
Supervisor’s
Role,
Performance
Reports,
Operational
Manager
3 months

ACTION PLAN FOR
COMMUNICATION
Activities Objectives Measures Authority Timeframes
Budgets To inform
Departments
about the
financial Plans
Setting of
Targets, Role of
various
departments
Senior Level
Management
1 month
Presentation To inform quick
decision
Effective
understanding
for
subordinates
Senior Level
Management
1 month

CONTINGENCY PLANS
Contingency Plans are formulated for emergency situations which the
management anticipates and the same may or may not happen (Moreira,
Street and Arroyo 2015). In the case of A.C. Gilbert, the contingency plans
which are formulated are shown in the slides below.

CONTINGENCY PLAN FOR
FUND REQUIREMENTS
Risk Contingency Comments
Additional Requirement of
Funds in Implementation of
Strategic Plan of the
business.
The funds can be
collected by
taken a loan from
a financial
institution
The additional Funds will be
necessary to smoothly carry out
the Plans which are related to
Strategic Objectives of the
Buisness.

CONTINGENCY PLAN FOR
EMPLOYEE TURNOVER
Risk Contingency Comments
Employee turnover The employee
turnover needs
to kept at a
minimum for
effective
performance
The management expects
that the plan will be helpful
to manages the employees
force of the company (Stone
and Stone 2013).

FOLLOW UP OF
IMPLEMENTATION ISSUES
AND FAILURESThe plan of A.C. Gilbert is aimed towards reducing the costs and wastage and
also there is a secondary objective of reducing the employee turnover rate.
The follow of the program of the business reveals the following after an
analysis of 6 weeks are shown below:
– productivity remains at 66%
– delays on the lines have improved and are now at pre-change levels
– error rates have remained steady at 20%
– staff levels have remained steady.

AMENDED ACTION PLAN
Activities Objectives Measures Authority Timeframes
Sales
Maximization
Improving the
Production and
also the
Revenue
generation
• Sales
program
• Use of Better
Technology
Sales Manager 4 months
Replacement of
Equipment
Improving the
Delays in
Production
Retraining and
Recruitment of
Skills Employee
Operational
Manager
3 Months
Staff Training
and Retention
Retaining
Employees of
the Business
Employee
Motivation
Programs
Departmental
Managers
2 months

AMENDED CONTINGENCY
PLAN
Activities Objectives Measures Authority Timeframes
Improving
Errors
Error detection
and Corrective
Measures
Supervision of
Activities
Supervisors Weekly

EVALUATION SCHEDULE
Activities Objectives Measures Authority Timeframes
Budgeting
Techniques
Planning and
Monitoring OF
activities and
ensuring
performance
standard is
mainatained
Setting
Standards,
Identifying
variances,
Comparing
actual with
standard set.
Operational
Manager
I month
Performance
Reports
Measuring
Performance of
each
department
Comparison
purpose
Operational
Manager
1 month

REFERENCES
Stone, R. J., and Stone, R. J. 2013. Managing human resources. John Wiley and
Sons.
Olhager, J. 2013. Evolution of operations planning and control: from
production to supply chains. International Journal of Production
Research, 51(23-24), 6836-6843.
Moreira, A., Street, A. and Arroyo, J.M., 2015. An adjustable robust
optimization approach for contingency-constrained transmission expansion
planning. IEEE Transactions on Power Systems, 30(4), pp.2013-2022.