What is BSBMGT516 Continuous Improvement, CI?
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This elaborates on the skills and knowledge necessary to manage the system or a process of continuous improvement and related processes. Particular importance is provided on the development of the present systems and the analysis of information generated to monitor and adjust performance planning, and to manage opportunities for future improvements. It applies to the persons who take a leading role in managing a specific and continuous improvement process for the purpose to achieve objectives of any organisation.
The role of Managers is to establish ways and means by clearly identifying the goals of the performance of the team members and to make sure these are satisfied with expectations. This is feasible using developing plans related to performance improvement, by providing training and rewarding individual recognizing their contribution.
Managers should apply a range of action plans to make sure that the team members are encouraged to take part in the continuous improvement process. Examples are, brainstorming, mind mapping, root cause analysis, and effect reward and recognition programs.
To bring about a continuous improvement angle to business, a business house must practice communication between management and staff as well as between the organisation and other stakeholders. This also includes strategies, meetings and forums, policies and newsletters, reports, and web-based communication tools.
All improvement processes must meet sustainability as earmarked in the environmental policy of the organisation. Aspects to be addressed are:
- resource and energy efficiency,
- waste treatment and reduction,
- green purchasing and
- green office program.
For the CI process, Mentoring is considered as a relationship between two persons where a more experienced person supports the development of a less experienced one. It is an informal procedure in which the mentor provides advice, listens to others ideas, helps junior staff adjust to changes, and to see possible solutions to challenges.
Insights and experiences gained must be properly documented in an organisation’s Data Bank or knowledge management system (KMS) to ensure they are readily accessed by the relevant people.
Development of strategy
Performance monitoring is a vital part of the CI, continuous improvement system. Review if undertaken should elaborate to address the implications of various organisation’s activities, including their impact assessment and the performance of the business. This is a compulsory management responsibility.
A monitoring process
This consists of four steps that management should take when monitoring and reviewing the procedure is in progress in a continuous improvement set up. These are outlined below.
Four steps of the monitoring process are:
- Collect information performance evaluation and other factors.
- Analyse the information to find out what is causing the problem or issue and Identify areas where improvements could be made.
- Taking an action that will solve the main problem and prevent future repetition.
Sources for the information collection
Following features to be considered at the time of data collection:
- charts and
- other data generated by computer systems.
In the event when an organisation can deliver a quality product or service, it is said to be ‘in control’. For this to happen, there need to be effective operating systems in place, a focus on quality input and output, and well-trained staff supporting all aspects of the organisation’s operations.
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Amendment of current monitoring strategies
Management may require that current monitoring and review processes need improvement. For achieving these, adjustments of the existing systems may be necessary. In that case improvement efforts should focus on multiple strategies currently in use and decide to take modification if necessary.
- A customer service chart to be made for staffs.
- Survey may need rewriting to monitor customer expectations.
- Updating of databases so the team can record the rate of returns in a better way.
- Arrange for customers’ feedback, on the business products
Workplace Health and Safety, WHS
- Monitoring WHS may be done as ad hoc and may be formalised by carrying out regular audits.
- WHS audits may need to be improved to focus on specific areas
- A WHS induction checklist should be prepared for monitoring
- Improvement of budget data
- Improve presentation of sales figures.
- Setting targets.
- Identify new or different sources of product information.
Communicate with internal stakeholders
About any new monitoring strategies you plan to be needed should be informed to your teammates
Use a variety of appropriate strategies to communicate with the team which includes:
- Team meetings
- Individual one-on-one meetings
- Communication via the extranet
- Information disseminated in newsletters, on notice boards, via email.
Communicate with external stakeholders
In a continuous improvement program, an organisation carries the risk of becoming too inwardly focused. As a result, external stakeholders may get low priority.
External stakeholders must be provided with specific site inductions before they can visit the site or by distributing formal written instructions.