Tool Control Process Improvement Project

ToolControl Process Improvement Project

ToolControl Process Improvement Project

Aproject is defined as a system of dependent activities whosecompletion would result in the delivery of the predicted businessvalue that endorsed the introduction of the project (Wysocki, 2014).Most projects as such are initiated after a certain problem isidentified. In project management, the first phase of any project isusually the problem identification phase. The problem was identifiedafter management concerns over rising replacement cost of tools(Badiru, 2011). The problem statement being the G18 tool controlprogram was only achieving approximately 70% tool accountability,which is below the organizational objective of 100% toolaccountability. This resulted in annual losses of $Y in toolreplacement costs, and poor quality performance as measured by anumber of audit findings and quality escapes.

Thetools used in this organization are the key assets since, theorganization solely depends on the use of such tools by the employeesto manage and complete a project. The tool control processimprovement projects aim at ensuring less loss of tools in theorganization and thus minimize the additional costs of replacingthem. The replacement costs have adversely affected the organizationsince more money is required to replace some of these tools and asthe years go by, the more expensive the tools become, the more moneyis required to cover these expenses. Some of the benefits associatedwith the project are as follows (Project management Institute, 2013):

  1. Increased efficiency and effectiveness in achieving the organization`s quality objectives.

  2. Improvement and development of an organization`s ability to deliver the desired output.

  3. Steady and predictable results through a system of aligned processes

  4. Reduced costs of replacing lost tools.

  5. Increased trust and association between the organization and its employees.

Afterthorough research and consultations with other similar organizations,the management came up with a solution which would be the developmentof a new inventory management system. The project concepts and plansused in carrying out the project process to achieve the new systemare as follows:

  1. The scoping process

Thisinvolves development and approval of the goal and objectives of theproject. The organization came up with a team of relevant individualswho will be asked with undertaking the project mandate. The task theteam undertook was to come up with the project objective which is toestablish effective tool control processes and procedures to assure100% tool accountability and reduce tool inventory replacement coststo less that 1% of the total annual dollar value of the tool budgetby 31 Jan 2017. After the key objective was introduced, the team wentahead and documented the requirements needed to carry out the projectincluding a summary of the project description. The team leader wentahead and presented the project to the key stakeholders of theorganization and after some relevant discussion, the project wasapproved and given a go ahead.

  1. Planning

Thisis most important part of the project since it involves schedulingand preparation of the project. The key objective in this stage is toprepare and document the project plan which involved the following

  • Listing down all the work that needed to be done by the team, every member was assigned a task which he/she would undertake.

  • Next, an estimation of the project duration including the total cost of the works and resources required to complete the project.

  • Drafting the project schedule inclusive of the risk management plan.

Afterall the above was completed the project plan was presented to themanagement, seeking for approval so that the project would beofficially launched.

  1. Project Launching

Thisprocess involves the recruitment of the selected team andestablishing the team operating rules. The first step was to recruitthe team members on how to undertake the tasks assigned to them. Therecruitment process involved a review of the previous inventorysystem compared to the new inventory system that was to be developed.The team consisted of the software developers and analysts who wouldbe involved in the designing, testing, and implementation process.Next, the team laid down all the operating rules and penaltiesinvolved if a member decided to go against the rules. Thecommunication procedure was also discussed, showing who to report toif need be. The project was launched officially and the team beganits work.

  1. Monitoring and control

Theteam designed a project performance and reporting system thisinvolved documenting the tasks to be accomplished within certaindeadlines such as the designing of the new inventory system. The teamwould then report their project status daily to the team leader so asto ease the monitoring process. In some various occasions’adjustments had to be done on the system such as, integration of thesecurity system with the new inventory system so as to try andcapture any system mishaps that may arise. Some of the problems thatarose during the testing and implementation integration of theorganization management system with the inventory system, creation ofuser-friendly interfaces etc. the team agreed that more time will berequired so as to give the correct output as required by themanagement.

  1. Closing process

Thisis the last and closing process of the project. In this phase, theteam presented the whole system to the management and stakeholders,explaining how the new inventory system would work, its efficiencyand effectiveness. The final project report was handed over themanager in charge and approved of the system as the team waited forthe post-implementation audit by the system auditing team.


Badiru.A, (2011). Project management: systems,principles, and applications. CRCpress P9 19 – 25

ProjectManagement Institute. (2013). A guide to the project management bodyof knowledge (5thedition). Newton square, PA The project management institute, Inc.ISBN-13:978-1935589679.

Wysocki.R (2014). Effective project management (7thEd.). Indianapolis: Wiley publishing. ISBN-13:978-0470042618