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A measurable plan to monitor the human change elements of the project

1. The project is implementation of RFID tags at Target Companies
2. Please provide: Identify and explain a concise clear and measurable plan to monitor the human change elements of the Target project.

3. I am using Kotter's Eight-Step Model of change in the process.

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Question: A measurable plan to monitor the human change elements of the project

1. The project is implementation of RFID tags at Target Companies
2. Please provide: Identify and explain a concise clear and measurable plan to monitor the human change elements of the Target project.

3. I am using Kotter's Eight-Step Model of change in the process.

Kotter's eight step change model can be summarized as: http://www.businessballs.com/personalchangeprocess.htm
RFID, or Radio Frequency Identification, is the newest technology in the war against shoplifters. These small but ingenious devices are among the few technologies of today that can crush people?s privacy. These small chips will be put into merchandise sold in this world at one point officials think. Like Mary Shelley?s Frankenstein, the monster has a potential for good and a potential for bad. The bad for RFID?s is that this product could potentially pulverize the general public?s privacy. These RFID?s work as little bar codes except each one has a specific number and no two are alike. They carry information like the magnetic strip on a credit card. This information could be transmitted into a database on a network of some kind. As you leave the store, a computer could also identify where you live, what is in your house, and could identify every person.

Target meets with Suppliers - http://informationweek.com/story/showArticle.jhtml?articleID=26806887

Target Launches RFID Project - http://www.line56.com/articles/default.asp?ArticleID=5868

Target Using RFID - http://www.informationweek.com/story/showArticle.jhtml?articleID=164301344

Target Supply Chain - http://www.rfidjournal.com/article/articleview/1630/1/1/

Target Time Frame - http://www.consumergoods.com/cgt/pages/archives/articles/art_aug06_14.shtml

Target Organization Computer Integrated ? Target has implemented many technologies to ensure speed, efficiency and value in their operations. Since 2003, Target has added over 12,000 price scanners to allow team members to verify product availability, to facilitate price checks, and to locate those items anywhere in the store. In 2004, Target outfitted Automated Receiving Technology from NET Logistics to improve the productivity, accuracy, and speed within the supply chain. ART uses real-time information about where a product is needed and automatically labels shipping cartons appropriately. This system reduces human error and time. This web-enabled tracking system allows for end-to-end visibility to enable faster action if there is a break in the chain. Since February of 2005, Target has begun to implement Radio Frequency Identification. In a typical RFID system, individual objects are equipped with a small, inexpensive tag, which contains a transponder with a digital memory chip that is given a unique electronic product code. The interrogator, an antenna packaged with a transceiver and decoder, emits a signal activating the RFID tag so it can read and write data to it. When an RFID tag passes through the electromagnetic zone, it detects the reader's activation signal. The reader decodes the data encoded in the tag's integrated circuit (silicon chip) and the data is ...

Solution Summary

MS Word document - 8 Pages - 2610 Words - 26+ References - Including Kotter's eight step change model; Religion Reaction; Weave change into culture; Prescriptions; Passports; Transport Payments; Product Tracking; Automotive; Animal Identification; Patient Identification; Human Inplants; Replacing Bar Codes and Telemetry.

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Please refer to the Case 1 description of the hypothetical grocery delivery company.
Let's suppose the company has Taken Off, and is now a Big Deal in Silicon Valley. Thousands of otherworldly, overpaid people, many of whom could either find the time to go shopping themselves, or delegate the task to their PAs, have come to rely upon MyShoppingCart.com for groceries - and not just at 3:00 AM on Sunday morning.
The company's success has been due to its clean, beautifully intuitive shopping app, which works flawlessly on every device, and also to its awesomely fast delivery service. In one instance, which has become the stuff of local legend, a millionaire's trophy wife was horrified to discover that she was completely out of cocktail onions, and a party she was hosting was beginning in a half hour. She placed an order on her cellphone, and a motorcycle courier from MyShoppingCart had the onions in her hand in 17 minutes flat. (That $1.75 jar of onions did, of course, cost her $50, charged to her American Express card, but she didn't notice.)
But now the company has encountered a problem -- the warehouse. There are bottlenecks: it's taking too long for items to get from the receiving side of the shipping dock to the shelves. It's taking too long to pick an order from the shelves and get it out the door, in either a car trunk or motorcycle saddlebags. There's no minimum acceptable time for either activity; the emphasis is always on making things faster.
Obviously, it's impossible to know the particulars of what's going on. But how would you find out? Once you know, what sort of program would you put into place, to make things better? In particular:
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ASQ (2014). Plan-do-check-act (PDCA) cycle. Retrieved on 30 Nov 2015* from http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html
Moen, R. & Norman, C. (n.d.) Evolution of PDCA cycle. Retrieved on 30 Nov 2015* from http://pkpinc.com/files/NA01MoenNormanFullpaper.pdf
Murray, M. (2015c). Total quality management (TQM). Retrieved on 30 Nov 2015* from http://logistics.about.com/od/qualityinthesupplychain/a/TQM.htm
Murray, M. (2015d). Benchmarking in the supply chain. Retrieved on 30 Nov 2015* from http://logistics.about.com/od/qualityinthesupplychain/a/benchmarking.htm
Murray, M. (2015e). Continuous Improvement Tools. Retrieved on 30 Nov 2015* from http://logistics.about.com/od/qualityinthesupplychain/a/Continuous-Improvement-Tools.htm

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