Developing an Operational Plan - Assignment Example

Manage Operational Plan Student’s Name: Code + Course name Professor’s name University City, State Date Part 1: Research and development of an Operational Plan 1.1 Locate or obtain access to an *[organisation’s Strategic or Management Plan] and identify two Key Result Areas (KRAs) that help define the purpose of the organisation. The two KRAs for Apple Inc. that help define the purpose of the organisation include environmental responsibility and leveraging ability to design and develop. 1.2 Now, narrowing in on your area of responsibility identify one KRA that helps define the purposes of your operations. Environmental responsibilities is my area of responsibility. The area requires the organisation to be innovative by utilising renewable energy in its stores and offices. Extending the use of renewable energy from corporate offices into in-store locations is one area that requires innovation. The KRA also requires the elimination of toxic substances from the products and the production process. 1.3 Conduct a SWOT analysis on one of the KRAs within your area of responsibility. Note: the SWOT analysis will produce optimum outcomes if other stakeholders, such as your team members are involved in the process of conducting the SWOT analysis. Environmental Responsibility Strengths Weaknesses Threats Opportunities Availability of high-quality resources Limited understanding of modern technologies Implications of international sanctions to the operations of the organisation Existing potential for establishing production units for value added commodities Top priorities for the environment, safety, and health Existence of old technologies and equipment in some sections Serious restrictions on the use of outdated and harmful technologies in some markets Existing opportunities for the identification of better technologies of harnessing mass solar power Accessibility to inexpensive energy products Overdependence on specific technologies in some markets Stricter environmental rules that insist on the use of environmentally friendly technologies Non-exhaustion of sources of renewable energy providing room for further exploration Valuableness of the bi-products High installation costs Public belief that hardware chips are toxic to the environment and human life Focusing on renewable energy meant for future generations Existence of an experienced labour force Poor infrastructure facilities in certain areas Reluctance of equipment suppliers to be environmentally responsible Availability of low cost labour from developing countries Rising living standards of potential customers Lack of access to land inhibits the harnessing of solar energy Growth rate of alternative products Opportunity of improving environmental infrastructure in affected areas 1.4 For the KRA that you have identified list two Key Performance Indicators (KPIs) that will assist in better defining the goals and objectives for an Operational Plan for your area of responsibility. The two KPIs include Emissions of volatile organic compounds to air Emissions of metals to air, water, and land 1.5 Write a goal (SMART) that is aims to achieve one of the KPIs. The emissions of metals in the air should reduce by 20% before 2020. 1.6 List the types of key stakeholders that will consult with to develop an operational plan to achieve your goal. The stakeholders of the operational plan include: Chief Sustainability Officer responsible for the overall management of facilities Deputy Chief Sustainability Officer Principal Project Planner Sustainability Manager Professor of Environmental Sustainability Sustainability Coordinator Residential Coordinator 1.7. Describe the process of how you will, or have consulted with to develop an operational plan to achieve the goal. In order to reduce metal emissions into the atmosphere, the organisation would focus on halting the process of mining the earth by recycling materials. Establishing the closed-loop supply chain would prevent the continuous disposal of metals into the soil, air or water since the organisation would be reusing already existing metals. 1.8 Using the model described by Cole (ref Chapter 17), develop an Operational Plan, in consultation with other key stakeholders, to achieve your identified goal. With the help of stakeholders, the operation plan would commence with training all existing and new employees on environmental compliance. Topics under the training would include air quality and the fugitive emission control component. The Environmental Manager will be responsible for the training. The training will cover all shifts. Therefore, employees in the day and night shifts will receive the training. The other topics in the training will include the use of water in controlling dust and engine idling limits. The plan also entails subjecting employees to facility-specific tailgate training programs that cover both fugitive and site emissions. Supervisors and the site management will provide the training. The training will also cover all shifts. Besides the topics identified before, additional topics in the training will include the difference between non-point source and point source emissions, speed limit of equipment to reduce dust, and the reporting of potential issues such as the generation of heavy dust. Finally, the plan will also include training on air quality regulation specific to the different facilities and equipment of the organisation. Besides the topics mentioned before, additional areas for training on air quality regulation will include the implementation of the drayage truck rule and the cargo-handling rule. 1.9 Describe one Contingency Plan that could be implemented in the event of a breakdown in your main Operational Plan. In the event that the newly trained employees fail to report on potential sources of generating heavy dust that could compromise the operations of the company, the supervisor will take note of the operational lapse and report it to the Environment Manager that would adopt the correct option as soon as possible. This would reduce overdependence on employee reporting because of the high risk posed by reporting failures to the normal operations of the organisation. 1.10 Describe How You Will Gain The Appropriate Approvals For Your Plan. In order to gain appropriate approvals for the plan, the first step will involve communicating the benefits of the plan to the decision-makers of the organisation. Apparently, the decision-makers of the organisation will consider the benefits as the incentives for approving the plan. Some of the convincing arguments will stress on the role played by the plan in reducing metal emissions in the organisation in accordance with the environmental responsibility of its operations. Having understood that the plan covers a central section of the vision and objectives of the organisation, the decision-makers will approve the plan definitely. I will also communicate the costs versus benefits associated with the plan and its potential of preventing the organisation from incurring massive losses as fines after violating emission laws. 1.11 List the methods you will use to ensure your team understands the plan. In ensuring that my team understands the plan, I will use supervisors and field managers to communicate the plan to both existing and new employees during both night and day shifts. The explanation will include practical illustrations of identifying instances of high dust generation and prevention of metal pollution. Direct communication with the employees will be the best mode of communicating the plan to the employees. 1.12 Describe the systems and technology you will use to document and report on progress of the plan. In documenting and reporting the progress of the plan, I will use the Project Management and Reporting System (PMRS) that integrates the schedule, management of the contract, electronic management of the content, earned value and control of cost, and estimation of costs. I will also use the Project Electronic Content Management (ECM) to enable document filing and retrieval and the management of the workflow and records. Part 2: Resource Acquisition 2.1 List resources that you will require the implement your Operational Plan In order to implement the operational plan, human resources suffice to be one of the resources that I require. This includes the project team as well as individuals holding higher echelons within the organisation that will be instrumental in communicating the plan to employees. As mentioned earlier, I also need documenting and reporting systems. These are the Project Management and Reporting System as well as the Project Electronic Content Management System. I also need physical resources associated with the control and mitigation of metal and dust pollution as well as adequate financial resources to purchase the material requirements. 2.2 Identify any resources that you do not currently have but will be needed to achieve your goal Currently, I do not have the latest physical resources of detecting concentrations of dust and metals that are potentially harmful. The equipment is effective to the plan since it will be necessary in the automation of the metal pollution and dust control process. 2.3 Outline a strategy for obtaining any identified additional resources. In the quest to identify the latest resources in mitigating dust and metal pollution, I will consult with industry leaders in the field. The rapid evolution of technologies implies that they will be the best source of information regarding the best solutions to the problem. 2.4 Outline a strategy for obtaining any identified Human Resources in accordance with organisational policies and procedures. Institutions of higher learning such as universities will provide the best source of a professor in Environmental Sustainability and matters associated with metal and dust pollution. The plan will also contact manufacturers of metal and dust mitigating technologies for a professional in the sector that will play the role of a consultant in the plan. 2.5 List two or more components of your operations that you would call your Intellectual Property. I would consider the successful development of an automated system of mitigating and controlling metal and dust pollution as a personal intellectual property. With the knowledge that I gained in programming, I have also developed a program that reads values from the installed systems to inform on the best course of action. I wold also call the program my intellectual property. 2.6 Describe how your Intellectual property can be used it to sustain your competitive edge. With the help of my intellectual property, I will be able to modify the code based on its initial performance in the organisation to address additional needs and enhance its efficiency. In the event of its successful performance within the organisation, I am confident that it will attract other decision-makers from different organisations that would be interested in the services of the program. This would in turn increase my competitive edge in the market. 2.7 What security do you have to protect your IP? Review your patents, trademarks and registered designs and comment on if you believe they go far enough to protect your business's competitive advantage. Firstly, I will use copyright protection to protect the computer program as my individual work. Prior to seeking copyright protection of the program, I will write its code on a paper. Since it is an invention, I will also use patents to protect the program. I qualify to become a patent holder since the program meets the three fundamental attributes of a patent: usefulness, not being obvious, and non-novelty. I will also use a distinctive trademark to distinguish my product from other related products in the market. Finally, I will use reserve the code as an individual trade secret in automating the process of mitigating and controlling metal and dust pollution. Part 3: Monitoring and Reviewing your Operational Plan 3.1 Identify key milestones in the implementation of your Operational Plan The key strategic milestones in the implementation of the operational plan include Establishing the sense of urgency of the project Securing the funding of the project Coordinating with other stakeholders and establishing the communication plan Releasing the implementation plan Identification of critical resources required for the plan Commencing the implementation Identifying the ‘jobs and skills’ required to run the plan Monitoring and evaluating the performance of the plan Handing over the plan to the organisation 3.2 Develop a checklist for monitoring the progress and effectiveness of your Operational Plan. Consider some monitoring factors such as; Progress Performance Budget Resources The checklist for monitoring the progress and effectiveness of the operational plan will include the following: Human health hazards Organisational capabilities Coordination and communication Surveillance Response of other stakeholders Preparedness of the organisation and its stakeholders Risk communication Human Resources Laboratory Requirements 3.3 Outline the methods you could use to monitor and review the implementation of your plan. (Consider Cole’s models, 4e-pg 554). Asking the right questions is the first success strategy in monitoring and reviewing the operational plan. This includes questions such as, Are we doing the right thing? Are we doing it in the right way? And Are there better ways of doing it? Monitoring and reviewing the plan’s implementation also requires checking on whether the stakeholders understand the objectives of the plan. The monitoring records will have robust data that will be used in measuring the outcomes of the plan. Evaluating on participant involvement is the other method of monitoring and reviewing the plan’s implementation. Finally, the monitoring and review will also determine the effective application of results throughout the implementation of the plan. 3.4 Identify an area where you are not achieving your desired outcome and recommend solutions to rectify this underperformance. Involving participants is one of the areas that I am not achieving the desired outcome. The challenge emanates from the fact that I am finding it difficult to gain direct access to the employees of the organisation because of the minimal support that I am receiving from the higher echelons of management. Cooperation from the management, field officers, and supervisors will rectify the problem and guarantee my access to other employees in the organisation. 3.5 One of your team members is not performing to the required standard. This is having a negative impact on the success of your plan. Describe the steps you will take to improve the performance of this staff member. In order to improve the performance of the staff member, I will endeavour on enhancing the ability of the individual. One of the first measures entails evaluating the resources available to the employee in order to determine whether the employee has the appropriate resources to carry out a specific task. In the event that the member does not have the resources required to carry out the job, I would avail the resources and eliminate other potential sources of frustration. This could also include retraining the employee on specific areas to enhance his understanding on the skill requirement, refitting the tasks of the employee by eliminating difficult tasks and reassigning them to other employees that feel comfortable handling the task. 3.6 Identify an area where resources are not fully being utilised. Develop at least 2 alternatives to the current system to improve efficiency and reduce wastage. Resources could include human, financial, technological, physical etc. The automated system of monitoring dust and metal emissions requires an operator of the system’s visual interface. However, the system also requires a physical employee and supervisor to carry out the physical monitoring process. Apparently, this is an area where the organisation is underutilising the employees. In order to reduce wastage, one of the ways includes allocating the supervisor to additional supervisory roles in other sections so as to reduce the total number of supervisors required in the organisation. The second option includes reducing number of ground employees by allocating the surveillance employee to additional roles on the ground. Reference List Cabinet Implementation Unit, 2013. Cabinet Implementation Unit Toolkit: Monitoring, review, and evaluation. Up Counsel, 2017. Intellectual Property Protection. Available from: https://www.upcounsel.com/intellectual-property-protection World Health Organization, 2011. IHR core capacity monitoring framework: Checklist and Indicators for monitoring process in the development of IHR core capacities in the states parties. Read More