John Jones Simulation

John Jones a Production Manager at A. C. Gilbert, has developed an idea for improving Efficiencies in the manufacturing process at A. C. Gilbert. The idea came as a result of the innovative ideas program, and John has successfully trailed the program on one line in the processing plant. The program has been evaluated and found to be successful, and now in the process of implementing the program company-wide.

TRANSITION ACTION PLAN
Activities:
· Production staff and process workers will be divided into five different teams. Each team will be responsible for the manufacturing of five product lines. Team members will only work on the specialty line, and rosters will be altered to ensure adequate staff on each line during the 12-hour production
For instance, if the toy set production line is relatively good enough, then focus on other barbie production lines specifically instead of allocating the same resources to each one generally. Let the skilled people lead the change and educate new recruits as trainers in daily actual production line practices and in the oral reflection sessions.

COMMUNICATION ACTION PLAN
Activities:
· Provide training sessions to ensure the effective communication in the workplace from the top to the bottom. Increased trainings will improve the quality and accuracy of employees. Courses on corporate values, experience sharing, and both small and large group activities are topics for most effective communication-training programs. HR department should offer a wide variety of programs and most will tailor a program to company's strategic needs. Be certain that all employees, including managers, attend the training program, and look for a trainer who will actively involve all learners in his training class.

Objectives:
· to reduce staff turnover from an average of 32% per annum to 20% per annum, thus improving the skill levels and efficiencies of the plant and reducing costs in recruiting and training new
If someone complain the session was boring and way to simplistic, I will add reflective sessions as well. Effective managers conduct workplace communication reflection activities with their subordinates to debrief after a particularly difficult interaction or a highly successful meeting. By discussing what works well and what causes problems, managers generate documentation on the best practices they want used by their organizations. Then the participants identify unexpected or unique insights and how they expect this to change their future behaviours. This exercise typically generates thoughtful