BSBSTR601 Manage innovation and continuous improvement Assignment Task 1 |MU

Introduction to your task:

You are to participate in the continuous improvement process to improve waste management performance. As the manager, work through each of the development, implementation, and review phases logically. To do this effectively, you will need to engender a culture that supports innovation and continuous improvement and involve your staff in the process of change through a proactive communication strategy that underpins the desired values and actions.

You are to develop an organisational culture that supports continuous improvement, considering management analysis to evaluate the management systems and performance in critical areas of an organisation. First, you need to plan what you will do and the sequence in which you will do it. Before you begin read the continuous improvement policy (attachment 1) recently developed for this process. To ensure a successful start to developing an organisational culture that supports continuous improvement you need to actively identify systems, devices, and applications with the potential to meet current and or future needs. Read the business plan (attachment 1) and review, analyse, evaluate, and integrate the facts and ideas constructing the meaning from the text to identify opportunities for improvement

Throughout the task, you will evidence your ability to manage and promote innovation and continuous improvement for an organisation or work area on at least one occasion.

You must:

• identify opportunities for improvement consult with stakeholders
• promote the value of creativity, innovation and sustainability and recognising successes
• support testing and trialling of new ideas
• undertake risk management and cost-benefit analysis for options
• plan for and implement improvements using organisation’s processes for approvals, project management and change management
• facilitate contributions to and communications about continuous improvement and innovation
• capture insights, experiences and ideas for improvements and incorporate them into the organisation’s knowledge management systems
• and future planning.

When you see this icon, your assessor will observe you perform this part of the task using the assessor observation checklist. Your assessor will observe you demonstrating your ability to perform all parts applicable to this assessment. A satisfactory outcome outlined in the observation checklist is required for each criterion to pass this section successfully. Refer To appendix 9

Your task:

1.1  You are to develop an organisational culture that supports continuous improvement taking into consideration management analysis to evaluate the management systems and performance in critical areas of an organisation. First, you need to plan what you are going to do and the sequence in which you will do it. Before you begin read the business plan (attachment 1) continuous improvement policy (attachment 2) recently developed for this process. To ensure a successful start to developing an organisational culture that supports continuous improvement you need to actively identify systems, devices, and applications with the potential to meet current and or future needs. Read the business plan (attachment

1) and review, analyse, evaluate, and integrate the facts and ideas constructing the meaning from the text to identify opportunities for improvement

1.1.1 Building a culture of continuous improvement begins with adopting a strategy that works for your organisation. This strategy must be aligned with the existing business model, workflows, and culture of the organisation (refer to business plan attachment 1). Additionally, all the major stakeholders (classmates as directed by your assessor) needs to be bought into the strategy for it to be effective. Have an end goal in mind. Figuring out exactly where you want to head and the behaviours necessary to go there is the first step in developing a continuous improvement culture. Ensure the end goal is attainable since goals that are too out of reach can lead to hopelessness and in action. Discuss with the continuous improvement advisory committee (as outlined above)  your organisations existing culture and the business model (refer to attachment 1 business plan). Once you have established the current state determine:

• What the future of the company can look like in the best-case and most optimistic scenario
• What the company can realistically achieve in the next 5 years.
• Your target for the future that lies somewhere between the realistic and optimistic vision of the company.
• What are the key performance indicators for the company?
• What does performance look now versus in the future state?
• How much of an improvement should the company make on a monthly and annually basis to achieve the targets?
• What are the behaviours that you want to promote in your company?
• What are the core competencies of your team today?
• What are the core competencies do your team needs to have in the future state?
• What type of leadership is necessary in the future state?
• How can you promote and develop leaders within your organisation to be prepare for the future state?

1.1.1.1 To ensure that there is a commitment from everyone in your organisation to the process of continuous improvement, consult and seek advice from stakeholders (classmates as directed by your assessor listed below) to identify opportunities for improvement aligned to the targets (appendix 1). Identify relevant team members and communicate ways of working objectives, expectations, and desired outcomes. Ensure that all team members are involved. Each person in the organisation has a role to play.

• Senior management is typically responsible for laying down the Policy on Continuous Improvement (attachment 2). There is no doubt that senior management (your assessor and classmates as directed by your assessor) expects resourced processes.
• Set up a Quality Improvement Team, consisting of key managers and supervisors (at least three classmates as directed by your assessor). Their role will be to agree and prioritise areas for improvement and decide on targets.
• The Quality Action Teams, led by you (key manager), to undertake the task of collecting and analysing the data, providing the solutions, and implementing them.

1.1.1.1.1 To ensure that there is a commitment from everyone in your organisation to the process of continuous improvement, consult and seek advice from all stakeholders (as listed above). With your continuous improvement advisory group identify and establish strategies to monitor and evaluate performance and sustainability of key systems and processes (as you have outlined in appendix 1)  to develop an organisational culture that supports continuous improvement. To start the process, you have scheduled a continuous improvement planning meeting with your continuous improvement advisory group (classmates as directed by your assessor outlined above) Use the targets developed (appendix 1) to guide the meeting and demonstrate your ability to:

1.1.2 Consult and seek advice from stakeholders (as listed above), to identify opportunities for improvement. To do this communicate the goals established (from appendix 1) to everyone at the meeting. Get buy-in from key stakeholders (classmates as listed above and directed by your assessor) and communicate the message across your organisation. The feedback from your stakeholders is especially important and will allow you to refine your targets (appendix 1). Hand out your set goals to your team and allow everyone present to have access to it. Only by having a shared vision and shared understanding of the mission can the whole organisation move towards achieving the goals.

1.1.2.1 When communicating ensure you:

• Recognise the importance of building rapport to establish positive and effective working relationships

–   develop mutual trust

–   Be an astute observer. Rapport is often established by finding some common ground with another person—a shared interest, value, or perspective

–   Ask questions.

–   Provide your undivided attention.

–   Be prepared to be patient.

• Collaborate the advisory group to achieve joint outcomes, playing an active role in encouraging innovation and facilitating effective group interaction

–   Get everyone on the same page. The most important thing you can do to collaborate is to get your team  to work with you on the same goals.

–   Set expectations.

–   Use technological tools.

–   Be open about everything.

–   Hold effective team meetings.

• Identify and establish strategies to monitor and evaluate performance and sustainability of key systems and processes

–   Set guidelines for feedback.

• Seek and respond to advice and feedback from stakeholders (classmates as listed above and directed by your assessor), to identify opportunities for improvement, innovation, and learning

–   Process Improvement Engagement and Communication Strategies

–   Communicate “why” the process improvement is required.

–   Drive employee ownership of the solution.

–   Develop reference materials, train effectively, and track competence.

–   Ensure leaders walk the talk.

• Communicate effectively with member of the continuous improvement group and:

–   Take the time to think before speaking.

–   Be slow to speak and quick to listen.

–   Speak to help the listener.

–   Speak with straightforwardness.

–   Use appropriate body language and posture

–   Use appropriate verbal, vocal, and visual communication skills

–   Be firm and tactful

–   Make good use of questions

–   Record important matters

1.1.2.2 Identify and establish strategies to monitor and evaluate performance and sustainability of key systems and processes. The aim of the meeting is to plan for and implement improvements using organisation’s processes for approvals, project management and change management. To ensure this discuss and agree on the following points. Consult with your advisory group with an aim to seek agreeance on processes for:

• The continuous improvement framework strategy to be used . Every continuous improvement program needs a process. A process or a framework for improvement is an operating model and set of procedures that when executed correctly will lead to the development, analysis, and adoption of improvement ideas.
• The process to educate and spread awareness. Discuss ways to empower your team to embark on this journey and educate them on the process and the benefits of continuous improvement. Determine in your discussion a training, mentoring and coaching program to introduce continuous improvement concepts and tools to your team. Include a process that outline ways to:

–   Communicate with and mentor team members on ways of working that contribute to continuous improvement taking into consideration processes to:

identify and encourage curious minds.

Motivate and use team-building skills.

Command over new tools, technologies, and processes in the market.

Use creative ways to challenge the exiting processes, traditional mindset, and assumptions

–   Communicate with and coach team members how they can be innovative taking into consideration processes to:

Give employees a reason to care

Empower your employees to make decisions and take action

Not make staff jump through hoops.

Rethink competition.

Calm the naysayers.

• Discuss ongoing maintenance of a continuous improvement program that includes processes incorporating:

–   on-going training and development of employees,

–   development of leaders who believe in the process,

–   having corporate policies and incentives that are aligned with your improvement goals, and

–   recognising the people who are doing good work and showing them their contributions to the organisation.

• The process to make change everyone’s responsibility. Continuous improvement requires the participation of everyone in the organisation. This includes the executive suite, management, and line workers. Discuss with the advisory committee and agree on processes to:

–   Make the continuous improvement program effective

–   engage team members  in developing the culture

–   ensure team members are proactive in identifying areas for improvement.

–   endure all team members understand their role and contribution to the company’s continuous improvement program.

–   ensure goals of the improvement program are achieved.

–   share the responsibility of the program across the entire organisation.

• The process to enhance communication. A continuous improvement program will lead to changes. Changes are positive when it improves the efficiency of working processes. However, if the changes are not professionally managed or well communicated this can lead to disorder and chaos. Discuss with the advisory committee and agree on processes to:

–   Communicate changes by documenting standards and best practices

• Prioritise initiatives and not rush into too many changes at once. Discuss ways to keep track of the amount of effort that it takes to start, spread, and sustain initiatives. This will give you a good indicator of how many improvement opportunities your team can handle at any given time.
• The process to measure outcomes. A good continuous improvement program will yield positive outcomes. It is important to quantify these outcomes. The more positive results that arise from your continuous improvement efforts, the more energy and momentum that your program gains. Positive outcomes will encourage upper management to invest more into the program and pay more attention to it.
• The process to celebrate success and promote the value of creativity, innovation and sustainability and recognising successes. Continuous improvement is hard, so it is important to evaluate continuous improvement systems and processes and innovation on a regular basis. It requires team members to critically think about their work and examine potential ways of improving it. Discuss ways of:

–   sustaining the process

–   regularly sharing success stories

–   recognising those involved.

–   motivate team members to improve They are simply looking for recognition and praise for a job well done.

• The process to establish rewards for continuous improvement, innovation, and learning. Discuss ways to:

–   Encourage the Execution of Ideas

–   Create an Innovation Environment

–   Provide Tangible Incentives

–   Recognise Effort

–   Reward the Team as a Whole

• The process to create new habits. Creating a continuous improvement culture requires changing people’s habits. Habits are the set of things that people do subconsciously on a daily basis. They are in fact exceedingly difficult to change. Discuss:

–   The challenges to start and sustain a continuous improvement program

–   identify a set of desired behaviours and continuously reinforce them.

–   Processes for training and retraining team members,

–   Ways to helping people understand when their behaviours are misaligned with the continuous improvement efforts,

–   Ways to give positive feedback to those who exemplify the desired behaviours.

1.1.2.3 Record the recommendations for change to your targets outlined in appendix 1 as a result of your continuous improvement advisory group meeting. Record at least 3 recommendations for change as part of the consultation process

Complete the company continuous improvement targets and record of recommendations (appendix 1)

Your assessor will observe you facilitate a continuous improvement meeting with the established continuous improvement advisory meeting to change the culture in the organisation  (Appendix 1). Refer to assessor observation checklist appendix 9

1.2. Facilitate a brainstorming session  with your management team (classmates as directed by your assessor). You are to participate in a variety of spoken exchanges with your co-workers and stakeholders (classmates as directed by your assessor) when developing options for the continuous improvement plan (appendix 2).The aim of the brainstorming session is to document improved processes as agreed at the continuous improvement advisory group meeting earlier. With you team formulate a continuous improvement plan (appendix 2). It is essential to completing the continuous improvement plan (appendix 2) you:

• Are clear on what you hope to achieve as part of the continuous improvement process.
• Collaborate with your management team (your assessor and classmates as directed by your assessor)  to achieve joint outcomes,
• play an active role in encouraging innovation and facilitating functional group interaction.
• Deliver the focus areas for improvement outlined as targets from appendix 1
• Integrate information and ideas from the business plan  (Attachment 1) and targets agreed  from appendix 1
• Identify and establish strategies to monitor and evaluate the performance and sustainability of critical systems and processes
• Collect data and analyse areas for improvement in supply chains, and operational and service systems
• Identify performance measures and assessment tools and techniques and evaluate their effectiveness
• Analyse performance reports and variance from plans (business plan attachment 1 and organisation continuous improvement targets from appendix 1)  for key result areas of the organisation
• Identify and analyse changing trends and opportunities relevant to the organisation
• Identify and confirm learning opportunities for team members
• Communicate complex relationships between ideas and information, matching your style of writing to the purpose and audience (management team as directed by your assessor)

Finalise the Continuous Improvement Plan template (appendix 2)

Your assessor will observe you participate in the brainstorming meeting with your management team and completing the continuous improvement plan (appendix 2). Refer to assessor observation checklist appendix 9

1.3 The next step of the continuous improvement process is to implement innovative processes outlined in appendix 1, appendix 2 and the business plan (attachment 1) . Write a Kaizen Report (appendix 3) to document and summarise continuous improvement activities. Use the report to share improvements and best practices across your organisation. Best Practice is that practice that has been proven to achieve the best results. It represents creative solutions to common problems and has the potential to be replicated internally and externally. When documenting best practice consider:

• best practices in not only to find creative solutions to problems, but also to allow new ideas and insights to emerge within the company.
• the way to share lean and continuous improvement successes, accomplishments, and innovations currently in place throughout the company and beyond.
• developing and sharing best practices, that everybody can benefit from
• successes of others and performance gaps.
• promoting involvement and participation of employees that will directly impact their motivation.
• implementing existing best practices and integrating them into your processes, to ensure quality and performance will continue to rise, safety will increase, costs will be reduced, and employees will be more aware and skilful; and therefore, more productive.

1.3.1 Document the initial condition or problem, and the solution to the problem, and the benefits obtained after implementation. Other information can also be included such as:

• Drawings and before and after photos.
• The most closely related process and sub-process.
• A reference number (non-duplicative).
• The dates of submission and approval.
• The name of the individual who developed the best practice.
• The name of the individual who should be contacted for more information concerning the best practice.
• Any other information useful to communicate and replicate the best practice.

1.3.1.1 Ensure Kaizen activities (appendix 3) are written clear and simple so that every team member can easily understand them. Additionally, Kaizen reports with photos and drawings tend to capture more attention.

1.3.1.2  Prepare the report (appendix 3) to be distributed at the upcoming scheduled team and management meeting. The designed template will help you create a continuous improvement charter that will serve as an agreement between management and your team (classmates as directed by your assessor). A continuous improvement charter provides an overview of a project, including team roles and responsibilities, goals, benefits, and constraints. Creating a detailed continuous improvement charter will help define your goals and its expected outcome and provide a high-level roadmap to follow.

1.3.1.2.1  You are meeting with your quality improvement team, consisting of critical managers (assessor) and supervisors (at least three classmates as directed by your assessor). You will be consulting on the Kaizer Report (appendix 3). The purpose of the meeting is to have your critical management team to agree and prioritise areas for continuous  improvement activity and decide on targets and the Quality Action Teams, led by you (key manager) – Refer to Kaizer report (appendix 3) and as a group complete the evaluation: Data Collection Plan (appendix 3 ) . Your role is to undertake the task of collecting and analysing the data (refer to appendix 1, 2, 3), presenting the solutions, as outlined in the report (appendix 3) .

1.3.1.2.2  Start the meeting by distributing the report and brief the management team (as outlined above and directed by your assessor) on performance improvement strategies and innovation as an essential element of competition. Facilitate useful contributions to and communications about continuous improvement and innovation based on the report findings (appendix 3). The consultation conference aims to discuss options and work through group suggestions to improve continuous improvement targets. With your team:

• Facilitate a climate in which creativity and innovation accepted as an integral part of achieving outcomes
• develop continuous improvement ideas
• Apply problem-solving techniques to identify risks, evaluate options and determine solutions
• Foster creative climate and organisational learning by promoting interaction within and between workgroups
• Promote the value of creativity, innovation and sustainability and recognise successes
• Encourage, test, and recognise new ideas and entrepreneurial behaviour where successful
• support the testing and trialling of new ideas
• Use creative techniques to generate or develop ideas
• Work through implications of suggestions to trial them
• Encourage the group to point out issues or potential problems during trialling
• Discuss ways to accept the failure of ideas and recognise successful ideas.
• undertake risk management and cost-benefit analysis for options

Note: When communicating with your team, consider the importance of taking audience, purpose and contextual factors into account when making decisions about what to communicate, with whom, why and how. recognise the importance of building rapport to establish positive and effective working relationships

1.3.1.2.3 Seek the team’s approval and final consent from your CEO (your assessor). Obtain consensus form all parties involved in the continuous improvement performance strategy Kaizer report  (appendix 3) and the evaluation: Data Collection Plan (appendix 3

Your assessor will observe you conducting a meeting with your quality improvement team (as directed by your assessor. Refer to assessor observation checklist appendix 9

Finalise the Kaizer report (appendix 3) and evaluation: Data Collection Plan appendix 3 with the aim of reaching consensus. Have the following persons sign off on the final document; People to sign off after consensus received include:

• CEO Name (your assessor)
• “Quality Improvement Team” representative Name
• “Quality Action Team” representative Name
• Team members
• Approvers and validators

1.4  With your Quality Improvement Team and Quality Action Team representatives (your assessor and classmates as directed by your assessor) undertake a cost-benefit analysis (appendix 4) for each option or idea approved for trial (information from appendix 3) relating to continuous improvements activity outlined in the Targets (appendix 1), Continuous improvement plan (appendix 2) Kaizer Report and the Evaluation: Data Collection Plan (appendix 3) and the business plan (attachment 1). There are three primary steps involved in performing a cost-benefit analysis:

• Step 1 – Identifying costs,
• Step 2 – Identifying benefits
• Step 3 – Comparing both.

1.4.1 When completing the cost-benefit analysis, ensure you:

• Select and interpret relevant mathematical details to analyse the performance of the organisation
• Perform the necessary calculations required to establish timeframes, cost-benefits and measures for continuous improvement and innovation processes

1.4.1.1  Conduct cost-benefit analysis (Appendix 4) and analyse the costs- benefits required to implement an improved continuous improvement goals. Determine your costing and benefits using the analysis information gathered such as targets recommended (appendix 1) and information gathered (appendix 2,3,and business plan attachment 1), concentrating on the focus areas of improvements that will form the cost-benefit analysis process. When conducting the cost benefit analysis use lateral and analytical thinking to evaluate options against needs, resources, and constraints. Before making decisions take into consideration:

• to organisational policies and procedures (Attachment 2)  relating to your role in terms of its contribution to the broader goals of the work environment.
• all potential costs, which may include equipment, payroll, training, travel costs, licenses, and other monetary expenses.
• non-monetary charges such as those related to productivity or risks and uncertainties that could affect project outcomes or the business.
• All costs needed to be assigned to a monetary value to complete the cost-benefit analysis.
• one-time expenses related to investment or operational expenses as well as recurring costs over the project lifecycle and beyond.
• Calculation of all monetary values for costs occurring over time in present value terms to create estimates that are as accurate as possible.
• what the costs may be if you choose not to undertake the project or if the project fails

1.4.1.2  When identifying benefits, it can be hard to determine accurate revenue projections, and certain intangible benefits may not have exact monetary values, so this step can be more challenging than identifying and monetising costs. Benefits can range from direct profits and increased production to enhanced employee satisfaction or reduced environmental impact. As with costs, the values assigned to benefits also need to be shown in present value terms for a more accurate analysis.

1.4.1.3  When comparing all the listed costs and benefits, you can compare the totals to see if the costs outweigh the benefits or vice versa. If the two sums are equal or remarkably close, you may need to check your calculations, make sure no costs or benefits have been overlooked, and conduct a revised analysis. As you compare costs and benefits, consider how long it will take for the benefits to repay the expenses. In addition to considering the difference between total cash flows, this timeframe may also inform your decision of whether the process  is a sound investment, or not worth the time and resources.

Complete the cost-benefit analysis (appendix 4)

Your assessor will observe you undertake a cost analysis with your Quality Improvement Team and Quality Action Team representatives (your assessor and classmates as directed by your assessor). Refer to assessor observation checklist appendix 9

1.5 Once you have completed your cost and benefits analysis, you can use the identified  information to make a recommendation to either move forward with the continuous improvement plan or choose an alternative to create a plan of action that will support business objectives. Meet with your CEO (assessor) to communicate the costs and benefits of innovations and improvements discuss the cost-benefit analysis (appendix 4) report and seek approval to implement innovations through agreed organisational processes. Ensure your CEO (your assessor) signs off section 10 at the end of the cost-benefit research is approved.

1.5.1  Plan, organise and implement organisational strategies, systems, and processes to review and improve performance. It is time to implement innovative continuous improvement processes and communicate this to your team.

1.5.1.1 Firstly, create a designated implementation team (your assessor and at least three classmates as directed by your assessor): An implementation team is a team responsible for ensuring successful implementation of the continuous improvement innovation. While it is possible to move through implementation without creating a specific, organised body to oversee the processes, doing so heightens your chances of success. To implement innovative strategies, you should:

• plan for and implement improvements using the organisation’s methods for approvals, project management and change management
• capture insights, experiences and ideas for improvements and incorporate them into the organisation’s knowledge management systems and future planning.

1.5.1.1.1  To do this complete the implementation plan (appendix 5) with your designated implementation team (your assessor and at least three classmates as directed by your assessor) at the designated implementation session. Each section(appendix 5) should be detailed, combining the information from your plans created in (appendix 1-4). Incorporate the necessary research and data that makes your objectives actionable. Below is an ordered tutorial for writing each component of the implementation plan. Use the following guide when completing the implementation plan (appendix 5).

The sections include:

• Introduction: The introduction of your implementation plan explains the purpose, vision, and mission statement of your project or initiative. You should identify the high-level risk areas, include any assumptions, and describe how you will recognise the value stream in your proposed work.
• Management Overview: In this section, you describe how implementation will be managed, including who is driving it, the underlying roles and responsibilities, and critical points of contact. You should identify the strategy director, who is the person that develops and steers the strategy (this may or not be the same person who is leading implementation).
• Major Tasks: This is where you list and describe the specific tasks, actions, and targets in implementation. You should also note the status of any tasks that are already in progress.
• Implementation Schedule: You do not need to create a detailed, inflexible task schedule in your implementation plan. At this stage, it is appropriate to list the task order and predicted phase durations to outline and allot for all the many moving pieces.
• Security and Privacy: Discuss the privacy features and considerations of the software tools, processes, or information that you may use in the implementation. Address security issues and how to handle sensitive data (personal data, medical history, financials).
• Implementation Support/Resources List: Describe the various tools, activities, and departments that you require to support successful implementation. These might include hardware or software tools, facilities, and additional external human resources or services.
• Documentation: In this section, you must attach any other documentation that supports your implementation plan. Documentation could include information created in appendix 1-4, confirmation of adequate materials and resources, and a history of past successful projects (refer to attachment 1).
• Monitoring Performance: Define the metrics by which you will measure success. How and when will you review your progress?
• Acceptance Criteria: How will you define implementation “completion?” Defining implementation differs from performance monitoring because rather than defining metrics for milestones and appropriate implementation; here, you describe how you will know when you have buy-in from management on your implementation plan.
• Glossary: Define any key terms used in your implementation plan.
• References: Indicate where you received your information or list people who support your plan.
• Project Approval: If you need management’s approval before moving into execution, this section provides space for official signoff.

Complete the implementation plan (appendix 5)

Your assessor will observe you facilitate an implementation meeting using the implementation plan (appendix 5) as a guide. Refer to assessor observation checklist appendix 9

1.6 Once your plan is complete, publicise your plan. To maintain transparency with other teams and management (classmates as directed by your assessor). Make your implementation plan (appendix 5) available to direct teams and management (classmates as directed by your assessor) to keep your team accountable down the line.

1.6.1 At the meeting (classmates as directed by your assessor), use the implementation plan (appendix 5) to focus on the process of implementation and foster the following behaviours within your team (classmates as directed by your assessor). Participate in a variety of spoken exchanges with co-workers and stakeholders (classmates as directed by your assessor) when implementing the continuous improvement plan. Your aim at the meeting is to develop a communication plan (appendix 6) to confirm objectives, timeframes, measures ensuring communication plans are in place to manage implementation to use throughout the implementation process. At the meeting:

• Facilitate a climate in which creativity and innovation is an integral part of achieving outcomes
• Promote continuous improvement and sustainability as essential to doing business (Relates to the Waste Management improvement)
• Address the impact of change and consequences for people and the implementation of transition plans (refer to implementation plan (appendix 5)- section “Management Overview”)
• Ensure objectives, timeframes, measures, and communication plans are in place to manage the implementation (complete communication plan with your team – appendix 6)
• Communicate costs and benefits of innovations and improvements to relevant groups and individuals
• Regularly evaluate continuous improvement systems and processes
• Create awareness that the current way is only one way of doing something and encourage staff to explores possibilities that challenge current approaches

Complete the communication plan with your team (Appendix 6)

Your assessor will observe you facilitate a communication plan meeting using the communication plan template  (appendix 6) as a guide. Refer to assessor observation checklist appendix 9

1.7 Then, conduct contingency planning activity (Appendix 7) with your quality team (classmates as directed by your assessor). It is essential to identify critical areas in which your transition and change plans are vulnerable to factors that will affect the performance of your continuous improvement plan. In your considerations, try to build reasonable “what if” scenarios  for at least two contingencies identified by your quality team. that reflect your best estimates of what could happen and what you would need to do in response. limit your modelling to two situations that might realistically occur. Enacting a contingency plan requires that you monitor your initiative implementation regularly, looking for the triggers (conditions) that will bring your contingency plan into action

1.7.1  Discuss with your quality team two identified risks related to the implementation plan (appendix 5). For each risk discuss the:

• Probability of the risk happening and rank each risk as high, low, medium
• Preparation process
• Response to the risks identified

Outline in the contingency plan (appendix 7)

Your assessor will observe you facilitate a contingency planning (Appendix 7)  meeting and identify two risks relating to the implementation plan (appendix 5). Refer to assessor observation checklist appendix 9

1.8  It has been some time since the implementation of the continuous improvement plan and unfortunately the plan has failed. Despite the best efforts, it identified that the following failures have contributed to the significant problems, staff are not aware of the innovation, how to use it and what to expect from it as a result of:

• Lack of stakeholder engagement and awareness.
• Failure to implement a culture of Continuous Improvement.
• The Business Management system does not support Continuous Improvement

1.8.1  It is essential that organisational learning takes place within a structured system, and that such failures are analysed and addressed. Risk informed failures should be openly accepted by management as a part of the process, if idea generation, innovation and continuous improvement are to continue. There will always be emerging challenges to consider and opportunities to take. So, it is imperative to confirm that learnings from activities are captured and managed using the below knowledge management system. Immediately:

• Follow up the failures by prompt investigation and analysis of causes
• Manage the emerging challenges and opportunities effectively
• Ensure that learnings from activities are captured and executed to inform future work
• Update the “Failure Modes and Effects Analysis (FMEA) section with at least one entry to address findings (Appendix 8)

1.8.1.1 Follow up failure by investigation and analysis of causes and manage the emerging challenges and opportunities by completing appendix 8 and:

• Conduct an internal communication SWOT analysis and then analyse the results and confirm the next steps
• Establish at least three training goals.
• Complete the Failure Modes and Effects Analysis (FMEA) section to prevent failures in a design or process. This FMEA template designed to help you follow a systematic approach to identifying, understanding, and preventing failures. Use the template to record the required actions to address at least one issue identified and the completion date.

Record your findings in the Training Strategy Plan/ Failure Modes and Effects Analysis (FMEA) to address the failings (appendix 8)