BSBFLM409B IMPLEMENT CONTINUOUS IMPROVEMENT

1
BSBFLM409BIMPLEMENT CONTINUOUS IMPROVEMENT
2
WORKSHOP STRUCTURE

• SECTION 1 IMPLEMENT CONTINUOUS IMPROVEMENT
  SYSTEMS AND PROCESSES
• SECTION 2 MONITOR AND REVIEW PERFORMANCE
• SECTION 3 IMPLEMENT OPPORTUNITIES FOR FURTHER
  IMPROVEMENT

3
ASSESSMENT

• Assessment for this unit will be based on
• Your workshop participation and contribution
  levels.
• The completion of the learning activities during
  the workshop.
• Completion of a final assessment task which will
  be explained at the end of the training.

4
UNIT OVERVIEW

• Definitions and descriptions of continuous
  improvement the processes, systems and
  philosophies
• Planning for continuous improvement
• Management processes and activities which support
  and encourage employee involvement in continuous
  improvement activities
• Communicating continuous improvement goals
  objectives and targets to all involved personnel
• Providing mentoring and coaching to improve
  productivity
• Using technology and organisational systems to
  monitor operations and identify improvement needs
  - data collection and information analysis
  tools
• The relationship between continuous improvement
  and customer service
• The need to accurately record and store
  continuous improvement information
• Using continuous improvement procedures to
  maximise productivity, minimise wastage, minimise
  errors and increase profits

5
SECTION 1IMPLEMENT CONTINUOUS IMPROVEMENT
SYSTEMS AND PROCESSES

• In this section we will discuss the methods you
  can use to
• Actively involve team members in decision making
  processes
• Encourage team members to assume responsibility
  and authority
• Communicate the organisations continuous
  improvement processes to individuals and teams
• Initiate mentoring and coaching support for
  individuals/teams so that the organisations
  continuous improvement processes are supported by
  all employees.

6
CONTINUOUS IMPROVEMENT

• Continuous improvement means
• Managing people not labour
• Developing a quality-oriented culture
• Supporting employee development
• Encouraging creativity and innovation
• Promoting change.

7
E. DEMINGS PDCA CYCLE
8
QUALITY REQUIREMENTS

• Quality is not determined or defined by the
  producing company
• Quality is determined by the customer

9
QUALITY APPROACHES

• Quality control
• Quality assurance
• Total quality management (TQM)
• Lean manufacturing.

10
INVOLVEMENT IN QUALITY MANAGEMENT

• Increases organisational effectiveness
• Reduces costs due to less waste and rework
• Offers the potential to charge higher prices
• Increases profitability
• Enables the organisation to maintain a
  competitive advantage.

11
FOR INTERACTIVE DISCUSSION

• What makes your company different from the one
  down the street?
• Why should a client choose to do business with
  your company rather than your competitor?
• Why do organisations need a point of difference?
• How does this relate to quality and continuous
  improvement?

12
ACTIVITY 1

• In groups
• Discuss 
• Record
• Present 
• 15 minutes

13
QUALITY MANAGEMENT PRINCIPLES

• Management activities that will contribute to
  continuous improvement are

• Manage time and set priorities
• Lead from the front, by example
• Involve employees in decision-making processes
  and process design
• Be prepared to negotiate
• Audit organisational culture

• Develop teams
• Improve communication within your business
• Identify, manage and encourage conflict/ new
  ideas and creativity
• Recognise and reward employee contribution
• Develop effective control systems
• Manage, monitor and appraise performance

14
FOR INTERACTIVE DISCUSSION

• What does the phrase higher discretionary input
  mean in terms of workplace contribution?
• Under what circumstances do employees choose to
  increase their discretionary input?
• How does this affect organisational success

15
FOR INTERACTIVE DISCUSSION

• Transpose the body system concept into an
  organisational situation. What happens if one of
  the systems does not work efficiently? What if
  one breaks down or they do not communicate with
  each other? What if you make changes to one
  aspect of the system?

16
FOR INTERACTIVE DISCUSSION

• What are the advantages and disadvantages of
  teams in the workplace?

17
ACTIVITY 2

• Individually
• Discuss with whole group
• 10 minutes

18
SECTION 2MONITOR AND REVIEW PERFORMANCE

• In this section we will discuss strategies for
• Using the organisations systems and technology
  to monitor progress and identify potential
  improvements
• Strengthening customer service through the use of
  continuous improvement techniques and processes
• Adjusting plans and communicating changes to
  those who have a role in development and
  implementation.

19
PROCESSES
The central elements of continuous improvement
are

• all work is a processes or part of a process
• all processes exhibit variation
• variation contributes to waste.
• Processes can and should constantly be improved.
• Stable, capable processes will meet customer
  requirements.

20
WASTE REDUCTION

• Waste products and wasted time contribute to an
  organisations overheads.
• Waste can be reduced by using the skills and
  knowledge of everybody in the organisation,
  especially those who work in the process and who
  know most about it.

21
ACTIVITY 3

• In groups
• Respond
• Record
• Present 
• 25 minutes

22
PROCESS VARIATION

• In nature no two things are absolutely identical.
  
• Processes are subject to variation - common cause
  variation and special cause variation.

23
ACTIVITY 4

• The Red Bead exercise 
• 20-30 minutes

24
THE SIMPLE SIPOCC MODEL
Feed- forward/feed- back/concurrent control
25
PROCESS CONTROLS

• Three basic methods of control are
• Feedback post event
• Feedforward preventative or preliminary
• Concurrent continuous screening.

26
FOR INTERACTIVE DISCUSSION

• What do you consider are the advantages and
  disadvantages of each of the control processes
  described above?
• Which control processes are used in your
  organisation?
• Are these sufficient or could improvements be
  made?
• What sorts of improvements could be made to your
  control processes?

27
CONSTRAINTS
Every workplace experiences circumstances in
which there are disruptions to workflow, due to

• organisational structure
• work culture
• management attitudes
• process variation
• ineffective or inappropriate systems or
  procedures
• changes in the external environment
• supplier inefficiencies
• poor customer feedback and complaint management
  systems etc

28
DESIGN QUALITY

• Continuous improvement should be applied to
  processes, process design and to the systems used
  to manage and support people in the workplace.

29
ACTIVITY 5

• In groups
• Respond 
• Record
• Present 
• 30 minutes

30
ACTIVITY 6

• How sharp are you?
• Individually
• 5-10 minutes

31
HOW SHARP ARE YOU?

• Being very tired, a child went to bed at 700
  oclock at night. The child had a morning piano
  lesson, therefore wound and set the alarm clock
  to ring at 845. How many hours and minutes of
  sleep could the child get?
• Some months (like October) have 31 days. Only
  February has precisely 28 (except in a leap
  year). How many months have 30 days?
• A farmer has 18 pigs, all but 7 died. How many
  were left?
• Divide 50 by 1/3, and add 7. What is the answer?
• What is the number of active cricket players on
  the playing field during any part of an inning?
• What four words appear on every denomination of
  US currency?
• If a physician gave you 5 pills, and asked you to
  take one every half hour, how long would your
  supply last?
• If you had only one match, and entered a cold,
  dimly-lit room where there was a kerosene lamp,
  an oil heater, and a wood burning stove, which
  one would you light first?
• Two women play checkers. They play five games
  without a draw game and each woman wins the same
  number of games. How can this be?
• What word is mispelled in this test?

32
ACTIVITY 7

• Count the fs
• Individually
• 4-5 minutes

33
ACTIVITY 8

• Individually
• Discuss after recording
• 15 minutes

34
PROBLEM SOLVING
35
FOR INTERACTIVE DISCUSSION

• What systems and procedures are there in your
  workplace that make it easy to document and to
  use information?
• How does technology assist you in managing
  information?

• Is your technological support
• up to date
• user friendly
• accessible to all?

How can, or should it be improved?
36
SECTION 3IMPLEMENT OPPORTUNITIES FOR FURTHER
IMPROVEMENT

• In this section we will discuss
• Savings, cost reductions, service improvements
  and methods of communicating them to team members
• Documenting performance and using relevant
  information
• Managing records, reports and recommendations.

37
FLOW CHARTS
38
FOR INTERACTIVE DISCUSSION

• How can flow charts assist you in your work
  practice?
• Do you currently use flow charts? Why/why not?

39
ACTIVITY 9

• Individually and with partner 
• 40 minutes

40
OTHER MEASUREMENT TOOLS
41

• Example
• Problem Customer complaints re having to wait in
  the phone queue for more than 3 minutes.

42
PARETO CHART
Figure 3 Pareto chart
43
(No Transcript)
44
AFFINITY DIAGRAM
45
LEWINS FORCE FIELD ANALYSIS
46
QUALITY CIRCLES

• The concept of Quality Circles, as a continuous
  improvement and innovation tool, originated in
  Japan.
• They are, effectively, action or results oriented
  discussion groups.

47
CONSISTENCY

• Quality means getting it right the first time.
• However, it does not mean getting it right once,
  
• it means reliably and consistently getting it
  right over an extended period of time.

48
VISIBILITY

• Simple, visible measures of what is important
  should be posted where all employees can see
  them.
• Emphasise measures associated with revenue
  generation.

49
MEASUREMENTS

• Measure what is important.
• Measure the right things.
• Keep it simple.

50
ACTIVITY 10

• Individually
• Record
• Discuss with group
• 15 minutes

51
CRITICAL EVALUATION

• Try asking whether this job, task or process is
  even necessary.

52
FOR INTERACTIVE DISCUSSION

• What problems are likely to arise when a
  significant part of the workforce is replaced by
  external suppliers of previously internally
  produced goods and services?

• To what degree can the use of external suppliers
  increase the risk of security leaks at difficult
  times, such as when the launch of a new product
  or service is being considered?
• Do managers risk losing control when dependent on
  external suppliers for essential tasks such as
  computer and payroll services?
• Are there tasks, activities or processes in your
  organisation which would be more cost effective
  if they were outsourced?
• How could this improve performance in your
  organisation?

53
ACTIVITY 11

• Discuss in groups
• Respond
• Record
• Present 
• 35 minutes

54
SUMMARY

• Quality can be defined in a range of ways but it
  is the customer's view that is paramount
• The costs of poor quality are often hidden but
  data collection, process monitoring and effective
  record keeping can assist with identification
• Poor quality means loss of competitive advantage
• Quality improvements increase profitability
• A range of quality management tools can be used
  to monitor and control processes

55
SUMMARY

• Products/service processes and process design
  must meet customer quality expectations
• Productivity improvement stems from the
  involvement of all personnel in continuous
  improvement activities
• Systems, technology, leadership styles, the
  management of workplace relationships and
  organisational awareness of employee needs will
  have a positive impact on employee support for
  continuous improvement
• Improvements, changes and the results of changes
  must be communicated to all employees
• Quality and continuous improvement are essential
  to business success

56
ASSESSMENT

• Assessment for this unit will be based on
• Your workshop participation and contribution
  levels.
• The completion of the learning activities during
  the workshop.
• Completion of a final assessment task which will
  be explained at the end of the training.