2025_EML Capstone Projects

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independently and not for vendors. However, this led to an overwhelming amount of inconsistency that

required higher than expected assistance to each location that limited resource availability to the

project. This outcome led to the recommendation of aligning vendors and locations together in the

training plan. Additionally, the number of employees involved was reduced to lower costs and increase

efficiency as training would focus on training the trainer. After the selected employees finish their

training, they have the ability to conveniently train employees at their location. This approach would

lead to a deeper focus of training with a faster adoption of grasping the new process.

The change management application focused on the risk associated with employees' resistance

to adopt the new processes. A PDCA continuous improvement plan was the preferred method because

it is a continuous cycle that ensures the digital process is implemented, monitored, and refined to any

changing needs. The training process and pilot testing timelines were extended because there were

unexpected outcomes that generated since the training was done independently and not jointly. Vendor

integration retained a significant challenge, with some suppliers struggling to adapt. To improve the

training process a help desk should be implemented directly to the project team to assist employees

with the new process. However, training and support were not adequately managed with these

decisions and led to an increased sense of frustration among employees that did not fully understand

the new process. As the training did not initially support all employees, it led to a slow adoption overall.

Monitoring and execution for tracking project KPIs included overwatching training sessions

during the hands-on and real-time demonstrations by store managers, vendors, and the project team.

The real-time simulated expected scenarios that employees would encounter. The revised training plan

called for feedback from employees which would identify gaps in the training at different locations for

the specific circumstances. The active participation and overwatch of training helped understand how

employees were interacting with the new process and it reinforced key concepts immediately. Lastly,

the project team employed an agile and scrum framework, using sprints to accelerate the delivery of