Project task: Case study This assessment task is in continuation with assessment task 2 and 3. The plan to implement the new inventory management system has been approved. The costs that are projected for its implementation are as follow:

Development costs

Initial trial $150,000

Implementation costs

1. Short term investments to consider:

Hardware Server/Client computer/Printer/Barcode scanner/RFID/Handhelds $2,000

Operating system/Database/Server licenses $3,000

Application software licenses $ 500

Consulting services such as system integration/staff trainings/customization $4000

2. Long term investments to consider:

Annual software licensing fees 1,000

Upgrade costs 5,000

Potential customization needs 1,000

6,000 Ongoing support/New staffs training

8,000 Anticipated savings

By implementing the above measures, the following savings have been budgeted:

savings of $300,000 per annum in inventory of plant and equipment technology being outdated.

savings of $200,000 million per annum in processing customer orders effectively Benefits and concerns During the trial, several advantages and concerns were identified. There were initial fears that staff would not be cope up to the new inventory management system besides the training being provided. Analysis during the pilot found that, after the first week, staff was very reluctant to learn and use new inventory management system.

Morale improved in a team environment. They employees intended to overestimate the percentages of stock on hand and did not wish to commit to large improvements. Managers feel it will take some time and training in understanding the new inventory system completely.

Many employees lack formal education, and some have limited English, which was also an area of concern when trying to involve them in what they perceived to be management decisions. This style of management is a huge change in the workplace.

Most employees were used to being lectured for making mistakes, rather than encouraged to participate in decision-making and feeling like they have some ownership of the process and outcomes. There is some reluctance and anxiety involved and a degree of resistance from some longterm employees, who feel they are being asked to do a management job and should be paid accordingly.

Management fear there could be some industrial relations implications. Other concerns revolve around productivity levels during the transition. It is understood that it will take some time for employees to operate at full productivity, as they will be working with the new inventory management system.

Follow up: Make the following assumptions:

The new program has been in place for eight weeks with the following outcomes:

Employee engagement has decreased. o Delays in processing orders have increased by 10% o Waste has increased by 10% o Error rates have fallen by 2% to 20% o 15 out of 300 staff have resigned since the new program was introduced, including two shift supervisors.

After 16 weeks: o Delays processing orders have improved and are now at pre-change levels o Error rates have remained steady at 20% o Staff levels have remained steady.

The following comments were raised at a staff forum held two months after the implementation. o

Employees understand the importance of sustainability, but have no idea how to apply sustainable practices to workplace or amend own work practices to make them more sustainable.

Task QUESTIONS : Considering the above given case study, you have to prepare an implementation plan that must address all the concerns outlined in the case study. To complete the implementation plan, you must refer to the outcomes from assessment task 2 as well to get information on implementation processes to be implemented.

Your implementation plan must include the following:

UST 1. Strategies to promote continuous improvement and sustainability (refer to assessment task 2 as these strategies were discussed there).

UST 2. Action plans for:

1. Transitions that happened in the company considering their impact on the workers.

2. Communication process.

In each action plan, include:

a. activities, objectives, measures (KPIs), timeframes

b. activities to promote the process and sustainability

c. activities to reduce any negative impact on people.

UST 3. Develop at least two contingency plans related to possible implementation issues you foresee in relation to activities in your action plans.

UST 4. Amend your action plans and contingency plans to address implementation failures.

UST 5. List at least four (4) learnings and their possible corrective actions for future work.

UST 6. Develop a schedule for evaluation and continuous improvement.

Include regularly scheduled:

a. evaluation activities, regularly repeated over a suitable timeframe

b. evaluation activities to capture learnings from all work activities

c. activities to embed learning into work processes.

UST 7. Determine the costs and benefits of innovation and send an email to your trainer/assessor. Ensure you keep a copy of all work submitted for your records.

Implementation plan Main body of the report covering following Topics in appropriate details

Action plans for: Transitions that happened in the company considering their impact on the workers.

Communication process Two contingency plans related to transition and communication action plans

Four (4) learnings and their possible corrective actions Amended action plans and contingency plans to address implementation failures

Evaluation and continuous improvement schedule

Costs and benefits of innovation.