Implementation Of Innovative Of AC Gilbert Essay


Discuss about the Implementation Of Innovative Processes of AC Gilbert.


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.


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.

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, Jim?nez-Jim?nez and Mart?nez-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).

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, 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).


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.


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., Jim?nez-Jim?nez, D. and Mart?nez-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.

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.

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