Implementation Plan Duane Borchick CMGT/445 February 24, 2014 Randall Hutton

Implementation Plan for Progressive Conversion

Project Stakeholders: Corporate: Jeff Carew, Appleton, WI. (920) 750-5100, Operations Manager Mike Kersten, Troy Wallace, Appleton, WI. (800) 637-7310, Converting Sales Eric Glassco, Appleton, WI. (800) 637-7310, Web Sales Hazleton Site: Scott Hons, Hazleton, PA. (570) 579- 1793, Operations Manager Tim Klesh, Hazleton, PA. (570) 579-1793, Production Manager Kevin Frey, Hazleton, PA. (570) 579-2876, First Shift Supervisor Cheryl Jones, Hazleton, PA. (570) 579 1729, Second Shift Supervisor Mike Johnson, Hazleton, PA. (570) 579-2877, Third Shift Supervisor Bob Gresh, Hazleton, PA. (570) 579-1791, HR Manager Mike Demshock, Hazleton, PA. (570) 579- 2875, Maintenance Lead

Project Description Progressive Converting is an innovative paper converting mill that has been in business for 20 years. It currently has plants in four states and runs millions of feet of paper converting it into sheets of all sizes for their various customers. With the increasing technology there has become a need to upgrade the machines and network at their Hazleton Site. The challenges that will be faced are the converting of the older analog systems to a newer digital system. Since the lines all use the older analog system there will be a need to do a total upgrade to a digital system for each machine. Each Machine currently runs on a Windows 98 system and is found to incompatible with the newer windows versions. The shipping and receiving will be given a Red Hawk System which will be used for the tracking of processing rolls and then finished product. The system will make it easier to track rolls and product through the warehouse. This will make identifying the proper rolls and product easier for the shipping department to process rolls and ship product. With the implementation of the newer system the plant will run more efficiently and have less incorrect rolls being processed. It will also help to identify where the product is to be shipped so to cut down on the time it takes to find it.

Measurable Organizational Value (MOV)

The goal of the project is to increase the productivity of the Hazleton Plant and cut the cost associated with the time in processing rolls and shipments. It will help to cut down on the amount of claims that are being set to the plant and in turn will cut down the profit lose associated with such claims. With the use of the Red Hawk System the company will be able to track jobs from the start to the finish of the job. The system will allow the operator to see what job is next and then check the rolls being placed for accuracy. The upgrades to the network and line will also increase the productivity of the lines and keep the waste down to a minimum. The Return on Investment (ROI) will be in the profit that is attained from the proper use of paper and the time saved from start to finish of a job. The System will allow the operator to ensure that the rolls are correct and the product is labeled right.

Project Scope The scope of the project is to increase the serviceability of the plant to its customers. The project will increase the accountability of the plant and its operators to the point that any mistakes will be found before they become an issue or claim. The scope will include the setting up of system and its implementation. The running of the Red Hawk System and it accuracy in the placing of product. Training of the operators in the use of the systems and the time allotted to the upgrades. Outside of the scope will be the hiring of the contractor for the upgrades and system. Deliverables will be the Red Hawk system and the line Upgrades. The trained Operators and Drivers.

Project Schedule Summary Project Start Date: May 1, 2014 Project Finish Date: June 30, 2017 First Month: Installation of the wireless system for the Red Hawk System Second Month: Red Hawk System start up Milestone: Inventory easier to follow Third Month to Ninth Month: Jagenburg Sheeter is up graded and put on line Milestone: line runs smoother and is easy to track job through the system Tenth Month to Sixteenth Month: Jagenburg Winder is upgraded and put on line. Milestone: Line runs with little waste and issues as well as inventory being right Seventeenth Month to Twenty Third Month: Pasband 1 Is up graded Milestone: line is run to tolerances that are below the customers accepted point.

Twenty Fourth Month to Thirty First Month: Pasband 2 Is up graded Milestone: line also runs tolerances below standards

Thirty Second Month to Thirty Eight Month: Milltex machine is up graded Milestone: line runs efficiently with less time needed to restack paper. Thirty Ninth Month to Forty Fifth Month: A n F line is upgraded Milestone: Paper is winded right with no need to re-wind. Forty Sixth to Forty Eight Month: Cart lines are addressed with shipping Milestone: cartons are properly stacked and banded along with shipped on time. No truck delays

At every six month interval a project review will be do. Reports will be generated to stakeholders.

Project Budget Summary Total budget is to include all training costs as well 2.5 million will be spent over the 4 year period Each line upgrade will be at a maximum of 300,000 dollars Training will be at a cost of 200,000 dollars Plant repair will be at 200,000 dollars

There will be several phases throughout the project. Each phase will use 300,000 for upgrades and 25,000 for plant repair.

Quality Issues For the project the quality requirements will be the improvement of the paper sent to customers. The time it takes to complete the job will be decreased by 20 percent. The claims will decrease by 85 percent with the 15 percent claims being because of unexpected issues with shipping.

Resources Required The people needed for the task will consist of contractor for the upgrading of the machines. The use of three IT technicians to help install the newer software and hardware.

Technology will includes software and hardware from IBM. New desktop units from Dell such as a 17 in monitor, keyboard, and hard drive. The use of Windows 8 and the use of Office 365 will be installed to generate reports and monitor the system.

Assumptions and Risks There will be a plus or minus 10 percent for the upgrades because of price increases. The key risk involved will be the train of employees to use the newer Red Hawk System and the system s for the machines. Time constraints will be in the contractors availability to be at the facility to do the upgrades. There will also be a time issue with the purchasing of the material for upgrades. Compatibility will be a concern in that some systems will need to be replaced to a newer version to be compatible with the newer software.

Project Administration All reports will be generated through Emails to all holders. At each week ending a meeting will be held to go over reports and the projects timeline. Any issues will be discussed at this time and a resolution will be given. Tim Klesh will be the project manager and will be responsible for the meeting. The management plan will be one that is to key the project on track. It will handle all issues quickly and give prompt answer to issues which come up. The plan will cover the training of the employees to the new system. Quality management plan will do testing of all the machinery at intervals throughout the installation and at the end of the installation. Each phase will pass the testing before moving to the next phase. Each plan can change as the need arises with the approval of the team and its leaders. HR plan will proceed as it has. It will, however, include a test to gauge the computer knowledge of the person being considered for the job.

Implementation and Maintenance along with Closure Plan

Since all data and software and hardware are being upgraded a complete change out is involved. A backup system will be set up for the transition stage. Downtime will be scheduled for each machine where the other machines will pick up the slack. A phase in system will be used to bring the new system online so as to help with the debugging if necessary. Maintenance will consist of the three men on first shift and an added maintenance of two more on second and third shift. Each will have a course in basic computing and electronics. As the last phase begins the maintenance teams will begin to handle issues with the system under the watchful eye of the installers. This will ensure the easy of transition to the system.

Approval

Each stakeholder will be expected to sign off on each phase as it is completed. When the project is completed totally they will assess the project and do a final sign off.