Implement continuous improvement systems and processes

This lo

1. Implement continuous improvement systems and processes?

o 1 Implement systems so team members can actively participate

o Communicate continuous improvement processes and obtain feedback? 11

1C

o Ensure effective mentoring and coaching? 22

o Summary?25

o Learning checkpoint 1: Implement continuous improvement systems and

processes

2. Monitor and review performance?

o 2A Use systems and technology to monitor and review progress ? 34

o 2B Improve customer service through continuous improvement? 50

o 2C Formulate and communicate recommendations for adjustments? 56

o Summary?61

o Learning checkpoint 2: Monitor and review performance ? 62

3. Topic 3: Provide opportunities for further improvement?

o 3A Inform the team of improvements? 68

o 3B Document work performance? 76

o 3C Manage records, reports and other data? 82

o Summary?85

o Learning checkpoint 3: Provide opportunities for further improvement? 86

o Final assessment?

Topic 1 Implement continuous improvement systems and processes

Frontline managers need to facilitate continuous improvement by ensuring that systems and
processes in their areas of responsibility are implemented properly and understood by all.
Individuals and teams who report to frontline managers need to be encouraged to
participate in the organisation’s continuous improvement processes through mechanisms
such as mentoring and coaching, open communication and feedback on performance.
Continuous improvement implements systems and processes that support and encourage
employees to work constructively and, to the best of their ability, make decisions, take
responsibility for their actions and use their initiative.

Continuous improvement practices in the workplace stem from the Japanese concept of
Kaizen, which means change for the better (kai meaning alter, renew, reform and zen
meaning good). Many organisations have systems in place to help and encourage individuals
and teams to improve their performance over time and look for ways to improve an activity
or procedure. In this topic you will learn how to:

 1A Implement systems so team members can actively participate

 1B Communicate continuous improvement processes and obtain feedback

 1C Ensure effective mentoring and coaching

1A Implement systems so team members can actively participate

A key responsibility of a team leader is to encourage and support each member of the team
to function effectively by taking responsibility, making appropriate decisions and offering
ideas to enhance the team’s work practices. This will be easy to do if there are systems and
processes in place that allow team members opportunities to work independently and
exercise initiative. It is up to the team leader to see that systems are developed and
implemented to promote continuous improvement.

Formal and informal systems Continuous improvement systems and processes can be
formal, such as an organisationwide quality assurance system that is externally audited and
involves regular review meetings and surveys, or informal, such as processes where team
members are encouraged to contribute ideas through a suggestion box. The degree to which
processes are systemised is not as important as finding the most effective means to
encourage and support staff to work in a way that will benefit their organisation. Most
managers use a combination of both formal and informal systems. They draw from and
implement standard operating procedures, use their management skills to create a culture
focused on continuous improvement within their own teams, and devise systems that
support this culture.

Use a variety of organisational systems Managers need to use a variety of systems or

processes to encourage individual and team effectiveness through improved participation,
responsibility and initiative. They also need to select an appropriate system or combination
of systems to suit different workplace situations. Here are some types of organisational
systems that are used to create and encourage effective workplace participation.

 Organisational systems

 Organisational procedures and policies.

  Team discussions.

 Web-based communication systems such as emails, social networks, and newsgro

ups.

 Forums

 Meetings

 Newsletters

 Reports

 Suggestion boxes

Reports often include statistics or numerical information. When including this type of
information, remember that different readers respond to different methods of presentation.
For example, statistics on customer complaints can be presented in a graph, table or
paragraph format. To use reports effectively:

 make sure the report is appropriate for the intended audience and remember
that it may be passed on to others

 structure the report clearly

 try to keep the report as brief as possible

 link the content of the report to organisational, individual or team objectives.

Example: manager’s reports help team focus. Nick is the manager of a customer
service team that uses reporting to communicate information, track trends and
identify areas where the company can improve its service. He has designed templates
for his team to use when they are preparing reports, which they do on a fortnightly
basis. Each report is two pages long. When a new team member starts, he spends
time with them explaining the importance of good reporting. He shows how the
template works and gives them examples of useful reports and ones that were not as
effective. Each fortnight, Nick uses his team members’ individual reports to compile
his own report to present to management.

Although the reports take each team member an hour to prepare, no-one minds
writing them. Nick makes sure the reports are the focus for their team activities and
goals and underpin all continuous improvement and operational activities. Nick
provides his team members with a copy of the management report each fortnight so
they can see how their reports are used and why they are so important. He makes
sure he follows up issues raised in the reports and addresses individual or team
concerns in an appropriate setting such as in team or one-on-one meetings.
Suggestion boxes An informal way to encourage team members to participate in continuous
improvement is to instigate a suggestion box. The box should be centrally located. The team
leader should encourage any ideas and make no judgment about what is included.
Suggestions that go in the box could be anonymous or people could sign them if they want
to. In this way, everyone should feel able to say what they want. It is important to act on the
suggestions by opening the box regularly and discussing the issues that arise. Steps for using
a suggestion box:

 Ensure people know that they do not have to use their name.

 Encourage all types of ideas.

 Check the box regularly.

 Discuss each suggestion with the team.

 Follow up each suggestion.

Mechanisms discussed earlier, such as team discussions, forums, meetings, newsletters and
web-based communications are all useful ways to ensure information is delivered to the
right people and that avenues are established to send and receive feedback. When providing
two-way feedback, thank those who give regular feedback and tell them why it is so useful,
and show how feedback has had an impact on your work. In most cases, sharing valuable
ideas with others in an organisation and ensuring originators of ideas are acknowledged
properly will help build team morale. Here are some continuous improvement tips.
Continuous improvement tips:

 Know the reasons for implementing the continuous improvement process.

 Ask why a particular process has been chosen over others.

 Inform an individual about their role in the process, and what is expected of
them.

 Inform work colleagues on how, where and when they can provide feedback in
relation to the effectiveness of the process.

 Explain how the feedback will be used and who will review the feedback.

Key points for effective feedback

 When asked to provide feedback, try to provide constructive criticism or praise

regarding the performance of a team or individual, as this will help them become
more proactive in solving problems on their own.

 Don’t forget that listening carefully to what people say and taking action on issues
is essential to providing constructive two-way feedback.
  Management consultant Michael Armstrong, in Performance management: key
strategies and practical guidelines, has developed guidelines for managers for
providing effective feedback in a continuous improvement environment. Here are
eight of Michael’s key strategy recommendations.

Key strategies and practical guidelines

 Build feedback into the job

 Provide feedback on actual events

 Make feedback an integral part of everything you do and make sure that if it is in
relation to any specific activity or task, it is provided within 48 hours.

 Back up any criticism with examples and evidence; don’t assume you know the
reason for any negative behaviour.

Employees will need to understand how the change will benefit them. Here are some ways
to obtain and evaluate feedback.

 Obtain ideas: Obtain feedback on current systems, processes, services or

products Informal system

 Ask employees for their concerns and ideas and keep a note of them

 Share any concerns and suggestions with the team

 Seek and analyse feedback on product and service quality from customers

 Ideas for improvements are made informally and written up on a specific

form as part of the company’s continuous improvement process
documentation.

 The form should be structured to include areas on ‘issues being

experienced’, ‘summary of suggestion’, ‘why this will improve the current
processes’ and ‘implementation resources and steps’

 Evaluate ideas: Evaluate ideas for modification or improvement to systems.

 Use information obtained from feedback: Once you have received and evaluated
feedback you will need to use it to improve the performance of your team. If the
feedback generates a change in the way the organisation operates, this
information may need to be shared with those who will be affected. For example,
sending a letter out to customers explaining a change and how it will help the
organisation deliver better service will minimise problems the team might
experience with customers in the future. Here are some steps for making
effective use of feedback.
Informal system

 Team discussion: Manager considers idea and determines whether possible

benefits outweigh resources needed

Formal system

 Cross-functional team meets quarterly to discuss and present ideas and review
organisation processes. Cross-functional quality team speaks with other teams
and individuals working in the divisions they represent.

 Quality management.

 Best practice and benchmarking

Summary
A key responsibility of a team leader is to encourage and support team members so they can
function effectively as a member of the team by taking responsibility, making appropriate
decisions and offering suggestions and ideas to enhance the team’s work practices.

Managers need to use a variety of systems and processes to encourage participation such as
organisational procedures and policies, web-based communication devices, forums,
meetings, newsletters and reports.

Every organisation will have its own system of audit, review, feedback and evaluation to
systematically review and improve products, services and procedures.

Formal processes such as quality management, best practice and benchmarking may be put
in place.

Part of maintaining continuous improvement is the feedback process. Building feedback

loops into everything a team does helps managers and teams cope with the challenges of a
changing workplace and to proactively seek further change. It should always be a two-way
process.

Mentoring and coaching are useful techniques to help team members implement
continuous improvement processes. Mentoring can help people discover and develop their
potential. Coaching provides encouragement, direction or motivation as team members
work towards the achievement of particular goals.

Learning checkpoint 1 Implement continuous improvement systems and processes This

learning checkpoint allows you to review your skills and knowledge in implementing
continuous improvement systems and processes.
1) What are the benefits to an organisation if teams and individuals are proactive in the
continuous improvement process?

2) Explain the role of mentoring and coaching in the continuous improvement process.

3) Explain how you could encourage team members to participate in the workplace
decision-making process, exercise initiatives and take responsibility for their actions.

Review the use of telecommunication devices

A review of computer and telecommunications procedures can be undertaken annually or

more often depending on your information requirements, your organisation and the industry
you work in. The review process builds on the idea that requirements and desired outputs of
systems and technology are compared with outputs and other information they actually
produce. The comparison will highlight gaps between what you need and what you have.
You can then assess how critical it is to have these gaps filled based on how much more
effectively your team’s performance could be reviewed and monitored.

Use telecommunication devices

Find out what your organisation’s policy is on telecommunications devices. For example,
some organisations routinely issue all staff at a certain level or in particular job roles with
mobile phones; others may ask that individuals use their own phones and reimburse them
for work-related calls. Ensure your staff understand your organisation’s policies and
implement these in the most effective way possible. If you have a team of staff who are
based at different sites, and physical meetings with all team members are not possible most
of the time, find out what telecommunications tools your organisation has that can help you
communicate with your team as you monitor and review performance. Here are some
questions that could be posed about using particular telecommunication devices.

Telephone conferencing - Using a telecommunications system

 Can you use telephone conferencing to conduct meetings so that remotely

located personnel can be included in team discussions?

 Would more effective use of a telecommunications system enable you to better

manage your team, gather and provide feedback, communicate more effectively,
and encourage and reinforce continuous improvement initiatives?

Using email - Access to information

 How well do you and your team members use your organisation’s email system?
  If you and your team are not in an environment where all members can use email
systems, how do members of the team without access to email keep up to date
with information?

Identify ways to improve planning and operations

Once information about current or potential problems has been collected and analysed, you
need to take action by identifying ways in which operations and planning can be improved.
Depending on the issue, there are several ways that planning and operations can be
improved within an organisation. Here are two examples.

2C Formulate and communicate recommendations for adjustments

Central to the process of continuous improvement is adjusting or changing work practices so

that processes and systems, activities and tasks are completed more efficiently. Problems,
potential problems or shortcomings in performance should be identified and analysed to
better understand the causes and effects of these issues within a team or organisation. The
goal of any manager involved in the process of continuous improvement is to then identify
possible methods of improvement. Here are several methods that can be used to identify
areas of improvement. Methods to identify areas of improvement:

 Reflect on the task

 Collect data

 Reflect on how to perform a task more effectively, based on observation and

experience.

 Collect, analyse and compare data that reveals a potential or actual problem.

 Best practices - Compare your team’s or organisation’s practices with those of

other groups (best practice).

 Set targets - Set targets and standards that an individual, team or organisation
can strive to achieve (benchmarking).

 Quality system - Establish a formal quality system that enables easy comparison
and measurement between how something should be done and how it is actually
done (processes such as total quality management).

 Recognise poor performance - Recognise poor performance or lack of

achievement (of an individual, team or organisation) that is the signal of process
or system problems.
Topic 2 Monitor and review performance

Take action - Once you have identified a method, strategy or way to improve something
within your workplace, you will then need to communicate this to the appropriate person or
department. Taking action to ensure an improvement is identified will also require you to
feel confident enough to voice your concerns.

Taking action will often include:

 speaking to your manager about the issue

 deciding to research possible solutions and make a recommendation about

required changes

 conducting an anonymous staff survey to find out exactly how important the
issue(s) are and what suggestions they have for improving the situation.
  making recommendations.

Example: information gathered to support a change. A human resources manager quantified

the amount of time and money a problem was costing the organisation. Together, the
managers gathered data to support a change, including staff turnover rates, information on
how other organisations managed the problem, and industrial relations guidelines. Here are
some of the ways the managers gathered information to support change.

Presented information The managers arranged to make a brief presentation at the next
board meeting and distributed a summary of their findings to board members beforehand.
At the meeting they confirmed that the board members had read the findings and were
aware of the issues. The presentation summarised the findings and made the case for
change and more fully explained the costs and benefits involved with implementing the
recommendations. The board agreed to all the recommendations made because the
longterm benefits had been clarified and they knew the proposals had overwhelming staff
support.

Made recommendations An announcement was made to staff about the plans for
improvement, which included establishing a small on-site crèche, looking at a job-share
system or work-from-home schedule. The human resources manager was responsible for
implementing the plan, keeping to the budget set for the project and communicating with
staff and the board on the progress and effects of the program. continued …

There are aspects that may need to be addressed when making a workplace change, some of
which are provided below. Aspects to consider when making a workplace change:

 Preparing reports or papers on the problem, the opportunity to improve and the
potential changes

 Asking for and receiving staff feedback and ideas on how processes can be
improved or adapted

 Asking other key stakeholders (such as management groups, suppliers, owners

and distributors) for input and ideas

 Setting up, preparing an agenda for, attending and reporting on meetings

designed to discuss problems or issues

 Following quality systems and steps that are a part of a wider quality
management system •• Completing templates or forms that summarise the
problem, possible resolutions and your recommendations.

 Informing other managers, specialists and quality experts within your

organisation who are affected by any possible changes and can assess and review
recommendations.
  Seeking and evaluating feedback provided by other managers and staff on your
ideas and incorporating this feedback into your final recommendations.

 Reviewing recommendations for changes made by others and providing feedback

on how they could affect your team and the organisation as a whole.

 Creating, or assisting with creating, an implementation plan that helps other

managers and team members understand the impact of changes and the costs of
making changes

Decide on a solution - Ideally, after information has been gathered as to the cause and effect
of the issue or problem, a number of possible solutions or alternative procedures should
become apparent. How do managers make a choice between alternative courses of action?
Which of the possible solutions or ideas should be recommended?

A very simple way of deciding on which solution to recommend is to compare facts you’ve
gathered during your research. This is a straightforward method that many people use on a
daily basis to help them make decisions. Writing down advantages and disadvantages can
help clarify information and highlight the benefits of a particular course of action.

Decision tree analysis A decision tree analysis is another tool that can help you make
informed choices between more than one possible course of action. Decision trees are easy
to use and can be applied to a variety of situations. They are useful when trying to determine
which possible solution is the best to recommend.

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3A

Inform the team of improvements

You should not only involve team members in the process of identifying opportunities for im
provements, but also ensure that team members are fully informed of the savings, productiv
ity or service improvements that have occurred as a result of these efforts. By comparing bu
dgets, sales targets and other numerical data, you can see how changes to a system, proced
ure or activity affect performance results. Savings (which represent a reduction in wasted fin
ancial resources) can be ascertained by comparing costs, expenditure or money in a bank acc
ount or cash box. Productivity and service improvements can be measured in similar ways th
at may involve comparing ‘before’ and ‘after’ data. Here are some ways to measure workpla
ce improvements, which can be communicated to your team.

 Productivity

 Completion of tasks on time (measured numerically or by percentage)

  Number of finished products completed (measured in time periods of a w
eek, month etc.) •• Hours worked (number of individual or total team)

 Service:

 Customer feedback (formal or informal)

 Proportion of repeat business or number of referrals

 Amount of follow-up required (hours)

Key performance indicators

Many teams have goals that summarise team objectives and represent standards the team o
perates by and strives to achieve. Often these goals are known as key performance indicator
s (KPIs), as they indicate whether a team is performing effectively in important areas. These c
an be measured and reported on, and the results shared with team members on a regular ba
sis. In a continuous improvement context, changes to processes, systems and activities have
an effect on these results. The impact of any change or adjustment in operations can be eval
uated by measuring and comparing performance before and after the change.

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Reinforce continuous improvement

One of the fundamental aspects of a continuous improvement program is that all

experiences are used as opportunities to learn, thus informing staff of improvements can be
used as a key learning opportunity. Managers need to encourage staff to reflect on how
individuals and teams have contributed to improvements, ask questions and discuss the
issues associated with how the change and subsequent improvement came about, and think
proactively about future changes. In this way, informing team members and communicating
information is not simply a one-sided process, but a valuable tool for managers to reinforce
continuous improvement practices.

Example: keep teams informed At the end of each quarter, Debbie (the office
manager) and her team of six support staff at a suburban solicitor’s office meet to
discuss the issues raised during the past three months and plan their activities and
goals for the coming quarter. Debbie and her team provide document management,
meeting support and event organisation and generally run the office for eight
solicitors. Although Debbie’s team has quality processes, service deliverables and
standards they work to, she and her team are fairly informal in the way they work.
 Usually before the quarterly meeting Debbie finishes the regular reports on the
team’s productivity and issues a survey to the solicitors, which is essentially a
customer feedback form.

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At the quarterly meetings, they talk through issues, discuss their individual work over the
past quarter, outline what they have learnt and then turn to goal setting. Debbie asks
questions such as, ‘What do you think we could have done to achieve better results?’ ‘Which
areas do you feel you’ve contributed to the most?’

Hold team meetings

Managers and their staff usually attend regular team meetings. These meetings provide an
opportunity to update team members on savings, productivity and service improvements as
well as general performance results; acknowledge the contribution of particular staff
members or the whole team; and instigate and encourage discussion on experiences,
learning and future continuous improvement activities. As the meetings can be formal
occasions and are attended by all team members, they are useful for making
announcements (such as performance results) or recognising achievement related to
continuous improvement. Minutes should be kept and distributed so that all members have
a written reminder of what was discussed at the meeting. Managers can spend a small
amount of time in regular team meetings reviewing improvements, but set aside a special
meeting on a less regular basis (for example, when results are reported on) to discuss
improvements and how further changes can be made for the better.

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Reward staff

Some organisations have formal programs in place where staff are rewarded for
participation in continuous improvement activities. Sometimes incentives or rewards are
managed on a team-by-team basis. Remember that different people are motivated by and
appreciate different types of reward. For some people the best reward you can give them is
acknowledgment of their efforts, either privately or within a team setting. Others will
appreciate more tangible rewards, such as movie tickets or a team lunch. Whatever you
decide to do, make sure it is consistent, within any budgets you have allocated for this type
of activity and appropriate to the contribution employees have made.

Practice task 7 Think about a time when you needed to inform members of your team, or a
team you have been involved in, of improvements or other important information. 1. How
did you communicate the information?

2. What tools did you use and why?

3. From your experience as a receiver of information, which tools or combination of tools
work best in different situations?

continued …

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Final assessment overview To demonstrate your competency using this final assessment you
must successfully complete three assessment tasks. Complete the following task

•• Part A – Questioning

Select and complete one of the following

•• Part B – Project: Implementing continuous improvement at BizOps Enterprises

You will demonstrate a sound knowledge of the unit requirements in your responses.

You will demonstrate your skills and knowledge by completing a scenario-based project. OR
•• Part C – Project: Implementing continuous improvement at work You will demonstrate
your skills and knowledge by completing a project in your workplace. Select and complete
one of the following

•• Part D – Observation Your work performance will be documented while being observed
by an assessor. OR •• Part E – Third-party report Your work performance will be
documented using a third-party report completed by a relevant supervisor.

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Unit release 1 (Aspire Version 1.1) © Aspire Training & Consulting

BSBMGT403 Implement continuous improvement

Final assessment tasks Part A – Questioning Purpose

You will demonstrate a sound knowledge of the unit requirements in your responses.

Instructions to the candidate

All questions must be answered satisfactorily for Part A to be completed satisfactorily. There
is no restriction on the length of the question responses, or time restriction in completing
the assessment. You must complete all questions unassisted by the assessor or other
personnel, but may refer to reference material as may be needed.

Resources required

The question responses section is the only resource required for this questioning assessment
to be completed.
Assessment conditions

Assessment must be conducted in a safe environment where evidence gathered

demonstrates consistent performance of typical activities experienced in the management
and leadership field of work and include access to: •• relevant workplace documentation
and resources •• case studies and, where possible, real situations •• interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.

Reasonable adjustment

If you do not wish to respond to the questions in written form, an interview may be used as
an alternative approach if negotiated with your assessor.

Candidate to complete Candidate name: Date of assessment: Assessment I declare that no

part of this assessment has been copied from another declaration: person’s work, except
where clearly noted on documents or work submitted. I declare that no part of this
assessment has been written for me by another person. I understand that plagiarism is a
serious offence that may lead to disciplinary action by my training organisation. Candidate
signature:

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Unit release 1 (Aspire Version 1.1) © Aspire Training & Consulting

Final assessment BSBMGT403 Implement continuous improvement Question 1:

Explain how change management techniques can support continuous improvement and
initiative.

Answer:

Marking:

Question 2:

Satisfactory

Unsatisfactory

Briefly explain how you can ensure effective mentoring and coaching allows individuals and
teams to implement the organisation’s continuous improvement processes.

Answer:

Marking:

Question 3:

Satisfactory
 Unsatisfactory

List two typical areas of need for coaching and mentoring to support continuous
improvement.

Answer:

Marking:

Satisfactory

Unsatisfactory

Unit release 1 (Aspire Version 1.1) © Aspire Training & Consulting

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Final assessment BSBMGT403 Implement continuous improvement

Record of outcome Training organisation name: Candidate name: Unit code and title:
BSBMGT403 Implement continuous improvement, Release 1 Assessor name: Assessor email:
Assessor phone number: Assessment tasks:

Satisfactorily completed Part A – Questioning Part B – Project: Implementing continuous

improvement at BizOps Enterprises OR Part C – Project: Implementing continuous
improvement at work Part D – Observation OR Part E – Third-party report

Declaration: In completing this assessment, I confirm that the candidate has demonstrated
all unit outcomes through consistent and repeated application of skills and knowledge with
competent performance demonstrated in multiple instances over a period of time. Evidence
collected has been confirmed as:Valid

Sufficient

Current

Authentic

Final result: Result date: Assessor signature:

Unit release 1 (Aspire Version 1.1) © Aspire Training & Consulting

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