Analysis of Innovative Process Implementation at A.C. Gilbert Factory

This report analyzes the implementation of new processes at the A.C. Gilbert factory, initiated by Production Manager John Jones to improve efficiency and reduce errors. The report details the initial action plan, including employee team structures, objectives, and a two-month timeframe. It also outlines promotional activities, negative impact reduction strategies, and communication plans. Two contingency plans address potential risks of production line failure and employee injury. The analysis reveals initial implementation failures, including decreased production and increased delays, leading to an amended action plan focusing on improved employee training, revised objectives, and a three-month evaluation schedule. The report concludes with adjustments to contingency plans and a schedule for ongoing performance evaluation and process improvement.

Running head: IMPLEMENTATION OF INNOVATIVE PROCESSES
IMPLEMENTATION OF INNOVATIVE PROCESSES
Name of the Student
Name of the University
Author Note

1IMPLEMENTATION OF INNOVATIVE PROCESSES
Executive Summary
The analysis in this report is based on the implementation of new processes in the factory
named A.C. Gilbert. The plan of changes was made by the production manager of the
company John Jones. This was done to improve the efficiency of the lines of production and
thereby decreasing the error rates as well. The action plan regarding this implementation
process and the contingency plans regarding management of any type of risk is also discussed
in detail. Further, the second part of the report is based on the changes in the plan that can be
brought if the plan of implementation fails in the first phase.

2IMPLEMENTATION OF INNOVATIVE PROCESSES
Table of Contents
Implementation plan for the new process......................................................................3
Action plan for the new process.....................................................................................4
Transition...................................................................................................................4
Activities, objectives and the timeframes..............................................................4
Activities related to the promotion.........................................................................4
Activities to reduce negative impact......................................................................4
Communication..........................................................................................................5
Activities, objectives and the timeframes..............................................................5
Activities related to the promotion.........................................................................5
Activities to reduce negative impact......................................................................5
Two contingency plans related to the implementation..................................................5
Analysis of the implementation and failures..................................................................6
Amendment of the action plans and contingency plans.................................................6
Transition...................................................................................................................6
Activities related to the promotion.........................................................................6
Activities to reduce negative impact......................................................................7
Communication..........................................................................................................7
Changes in the contingency plans..................................................................................7
Schedule for evaluation and improvement.................................................................7
References......................................................................................................................9

3IMPLEMENTATION OF INNOVATIVE PROCESSES
Implementation plan for the new process
The case study is based on John Jones, who is the Production Manager at A.C.
Gilbert. he has formulated an idea related to the improvement of the efficiency within the
process of manufacturing in A.C. Gilbert. The idea was developed by him based on the
innovative ideas program and it has been successful in the trial on a single line of the plant of
processing. The program was evaluated and was declared as successful and the process in
now to be implemented in the entire organization. The main goal related to the
implementation of the program is mainly increasing the productivity, improving the
sustainability, reducing waste and reducing the errors in the line of production by around
20% (Elzahar et al. 2015). Another goal is to reduce the turnover of the staff to improve the
levels of efficiencies and skills related to the employees of the plant and thereby reduction of
the costs that are incurred by the organization for performing activities related to recruitment.
Action plan for the new process
Transition
Activities, objectives and the timeframes
Activities - The employees are divided into two groups, the process workers and the
production staff. These two groups will be further divided into five teams, and each of the
teams will take the responsibility of a single production line. The employees will be allocated
for 12 hour shifts so that the requirement for staff is met. The staff will be involved in the
setting of goals and the objectives for the production lines in which they are working.
Objectives – To include the employees in the decision making process of the
organization. To reduce the turnover of the employees and increasing their productivity.

4IMPLEMENTATION OF INNOVATIVE PROCESSES
Timeframe – The timeframe selected for this program is two months. The new
program will be implemented and tested within this eight weeks’ timeframe (Gimenez-Espin,
Jiménez-Jiménez and Martínez-Costa 2013).
Activities related to the promotion
The implementation of the new process will be promoted to the employees by
motivating them for the new changes in their work process and the profitability related to the
implementation. The process implementation will be sustainable in nature if the employees
are trained properly before the process is implemented in the production line.
Activities to reduce negative impact
The negative impact of the process will be reduced with the training provided by the
supervisors who will be present in during the training implementation. The production lines
will be stopped for a duration of 48 hours to facilitate re-tooling for the training purposes.
Communication
Activities, objectives and the timeframes
The staff will be communicated regarding the training process by the supervisor who
is assigned to each team. The objective of the communication process will be to educate the
staff regarding the processes of the new production lines so that they can adapt to the changes
that have occurred due to implementation of the new processes.
Activities related to the promotion
The changes in the processes will be promoted by the supervisors so that the
employees take part in the process willingly and thereby use their expertise to adapt to the
new line of production (Kibira et al. 2017).

5IMPLEMENTATION OF INNOVATIVE PROCESSES
Activities to reduce negative impact
The supervisors will take that the changes in the process are properly communicated
to the employees and the changes can be implemented successfully.
Two contingency plans related to the implementation
The implementation plan is associated with risks related to the problems that can take
place during the changes in the production line.
The two contingency plans that can be implemented in case of emergency are as
follows:
The major risk associated with the implementation of the plan is the failure of the new
production line and delayed production. This will affect the productivity and revenues of the
company. The company needs to arrange an alternative unit for production where the
production can be continued if there is a failure.
The other major risk associated to the implementation process of the changes is the
injury of an employee that can occur while training. This situation can be handled by
arranging for emergency services like ambulance and doctors on site (O’Neill, Sohal and
Teng 2016).
Analysis of the implementation and failures
The implementation of the changes in the production has depicted a failure as is
evident from the data that is available. The production of the factory has gone down by 6%
and the delays have increased in the line of production by around 10%. However, the error
rates have gone down by around 2%. Some the staff have resigned due to the changes in the
program. After around 16 weeks of implementation the productivity has remained the same,

6IMPLEMENTATION OF INNOVATIVE PROCESSES
the delay in the lines of production have improved. The level of staff has been steady (Zeng,
Phan and Matsui 2015).
Amendment of the action plans and contingency plans
Transition
Activities - The training was found to be inadequate after the analysis of the failure
was done. The training supervisor should be replaced and adequate training should be
provided to the employees.
Objectives – The objectives of the implementation process are to increase the
productivity of the factory and thereby decreasing the error rates. The performance of the
employees will be measured based on the increase in the productivity levels, rate of decrease
of the waste and checking the staff turnover (Sabella, Kashou and Omran 2014).
Timeframe - The timeframe required for the next training will be set at three months.
Activities related to the promotion
The changes in the previous process will be promoted in such a way so that the
employees are able to understand their role in the sustainability of the organization. The shifts
of 12 hours can be reduced to 8 hours each and three shifts can be given each day. This will
reduce the tiredness of the employees.
Activities to reduce negative impact
The negative impact caused by the plans includes the injuries and the reluctance of the
employees to accept the new changes (Sahno et al. 2015).

7IMPLEMENTATION OF INNOVATIVE PROCESSES
Communication
The changes that are being made to the implementation process will be communicated
to the employees by the new training supervisor. The plans need to be communicated in such
a way so that the employees can understand their role in the whole process and thereby
execute the plan.
Changes in the contingency plans
The contingency plans can be changed so that the new changes can be addressed. The
extra production that is maintained should also be in shifts. The emergency situations can be
handled by appointing doctors in a shift basis (Varasquin, Vieira and Balbinotti 2015).
Schedule for evaluation and improvement
The employees will be evaluated by the supervisor based on their performance and
efficiency. The timeframe required for evaluation will be set at three months on a regular
basis. The employees will learn about sustainable processes and their role in the process. The
supervisors need to keep track of the performance of the employees.

8IMPLEMENTATION OF INNOVATIVE PROCESSES
References
Elzahar, H., Hussainey, K., Mazzi, F. and Tsalavoutas, I., 2015. Economic consequences of
key performance indicators' disclosure quality. International Review of Financial
Analysis, 39, pp.96-112.
Gimenez-Espin, J.A., Jiménez-Jiménez, D. and Martínez-Costa, M., 2013. Organizational
culture for total quality management. Total Quality Management & Business
Excellence, 24(5-6), pp.678-692.
Kibira, D., Brundage, M.P., Feng, S. and Morris, K.C., 2018. Procedure for selecting key
performance indicators for sustainable manufacturing. Journal of Manufacturing Science and
Engineering, 140(1), p.011005.
O’Neill, P., Sohal, A. and Teng, C.W., 2016. Quality management approaches and their
impact on firms׳ financial performance–An Australian study. International Journal of
Production Economics, 171, pp.381-393.
Sabella, A., Kashou, R. and Omran, O., 2014. Quality management practices and their
relationship to organizational performance. International Journal of Operations &
Production Management, 34(12), pp.1487-1505.
Sahno, J., Shevtshenko, E., Karaulova, T. and Tahera, K., 2015. Framework for continuous
improvement of production processes. Engineering Economics, 26(2), pp.169-180.
Varasquin, A., Vieira, L.V. and Balbinotti, G., 2015. Use of Work Routines of Observation
Tool to Promote Continuous Improvement in a Production Line. Procedia Manufacturing, 3,
pp.5800-5805.

9IMPLEMENTATION OF INNOVATIVE PROCESSES
Zeng, J., Phan, C.A. and Matsui, Y., 2015. The impact of hard and soft quality management
on quality and innovation performance: An empirical study. International journal of
production economics, 162, pp.216-226.