EXECUTIVE SUMMARY
TO: Cliff O’Connor, CEO AcuScan, Inc.
FROM: TOM GRECO
SUBJECT: ACUSCAN OPTIMIZATION PROJECT
DATE: 5/5/2008
CC: GEN 480 STUDENTS
Purpose and Scope of Document
The purpose of this executive summary is to provide an overview of the status of the AcuScan Optimization Project, known as “Operation Optimize.” The objectives of the project are to increase revenues and grow market share by transitioning AcuScan into retail markets. Entry into this target market area is to be accomplished through the development and introduction of a new retinal scanning product suitable for retail environments. Based on existing AcuScan iScanner optical scanner technologies currently used in security applications, the new product will
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Failure of this project would adversely impact the company, resulting in additional shrinkage of both its markets and revenues. In order to avert the potential negative impact on its business, AcuScan must take immediate action to bring this project back on track and focus resources on its successful completion.
Recommendations and Actions to be Taken
The Organizational Development department strongly recommends that the optimization project be placed on track with the implementation of a Total Quality approach, starting with the formulation of a work team consisting of representatives from each impacted department. As a team, the following actions need to be taken:
1. Establish communications guidelines.
2. Identify deliverables.
3. Identify challenges to completion.
4. Define ground rules for team interaction.
5. Gather input and ideas from each department.
6. Identify resource requirements.
7. Analyze alternatives.
8. Define a development and implementation strategy.
9. Develop an action plan.
10. Establish time lines for deliverables.
11. Formulate metrics strategies.
12. Acquire necessary resources.
13. Implement the action plan.
14. Evaluate progress on a weekly basis.
15. Modify action plan as needed to stay on track.
It is further recommended that the project team be identified and deployed immediately
in order to expedite the process of
Dayton, L. (1999). Critical success factors in total quality management systems: A practitioner-based study of united states quality programs. (Doctoral dissertation, University of Sarasota)Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/docview/304552688
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“A company starting on a quest for quality looks to others for guidance. Through the years, various important initiatives have been devised. Although all have strengths and weaknesses, all can give suggestions and guidance to a company that wants to establish its own, unique improvement program.â€Â(Ledolter
It is behind schedule by 8 weeks; it was scheduled to be completed in 10 weeks. The sponsor is desperate to accomplish something on this project. The budget is limited to the original amount, and all soft predecessors have already been removed.
This paper seeks to review the five phases and other key elements and outcome expectations with the purpose of providing clarity to the organizational focus. It then demonstrates some of the implications and accomplishments
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