Implement_Continuous_Improvement_Henri Sant-Cassia

8/7/2019 Implement_Continuous_Improvement_Henri Sant-Cassia

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Implement ContinuousImprovement / Promote

Innovation in a Team

EnvironmentBSBINN301A/BSBMGT403A


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Contents

Contents............................................................................................2

Description.........................................................................................5

Employability Skills............................................................................5

This unit contains employability skills................................................5

Application Of Unit.............................................................................5

Performance criteria..........................................................................6

Assessment........................................................................................8

Outcomes...........................................................................................9

Promote Innovation in a Team Environment....................................10

Workbook Part 1..............................................................................10

Section 1..........................................................................................11

Introduction: What is innovation?.................................................12

Creativity......................................................................................12

Why Change?................................................................................12

Timing...........................................................................................14

Evaluating and reflecting on the teams needs............................14

Promoting Innovation within the Organisation..............................16Finding Information in the Workplace...........................................18

Bringing People into the Mix.........................................................19

Making Suggestions & Cross Fertilising Ideas...............................20

Acknowledge, Respect & Discuss Keys to Contribution.............21

Feedback......................................................................................22

Logistics........................................................................................23

Implementation............................................................................23

Teams...........................................................................................24Size............................................................................................24Team Roles................................................................................24

Section 2..........................................................................................27

Ground Rules................................................................................28

Team Based Innovation................................................................30

Communication......................................................................... 30Feedback......................................................................................30

Planning and Scheduling Activities...............................................31

Personal Reward & Stimulation Tips.............................................32

Section 3..........................................................................................34

Implement Continuous Improvement / Promote Innovation in a team environment2


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Modelling Behavior.......................................................................35

Seeking External Stimuli & Ideas..................................................35

Sharing Information......................................................................37

Challenging and Testing Ideas......................................................38

Ongoing Discussion......................................................................38

Section 4..........................................................................................40

Debriefing.....................................................................................41

Using Feedback to Generate Debate............................................43

Discussing Innovation Constructively...........................................43

Building Future Activity & Communicating Key Issues.................43

Indentifying Success.....................................................................44

The Challenges of Being Innovative..............................................46

Implement Continuous Improvement.............................................. 47Workbook Part 2..............................................................................47

Section 1..........................................................................................48

Introduction: Continuous Improvement Systems..........................48

Quality..........................................................................................49

Productivity & Quality...................................................................49

Total Quality Management............................................................51

Encouraging Participation.............................................................53

Taking the Initiative & Assuming Resposibility.............................57Communication.............................................................................58

Getting Feedback..........................................................................59

Monitoring.....................................................................................59

Mentoring & Coaching..................................................................61

Section 2..........................................................................................63

Monitoring and Reviewing for Improvements...............................64

Improving Customer Service.........................................................66

Questions to Ask...........................................................................67

Continuous Improvement Techniques.......................................... 69

Recommending Adjustments........................................................69

Section 3..........................................................................................71

Further Improvement....................................................................72

Informing the Team of Success.................................................... 72

Documenting Work Performance & Managing Records................73

Warnings.......................................................................................75

Summary.........................................................................................................77



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Additional Reading...........................................................................79



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Description

Implement Continuous ImprovementThis unit describes the performance outcomes, skills and knowledgerequired to implement the organisation's continuous improvement

systems and processes. Particular emphasis is on using systems andstrategies to actively encourage the team to participate in the process,monitoring and reviewing performance, and identifying opportunities forfurther improvements.

Promote Innovation in a Team EnvironmentThis unit describes the performance outcomes, skills and knowledgerequired to be an effective and pro active member of an innovative team.

Employability Skills

This unit contains employability skills.

Application Of Unit

Implement Continuous ImprovementFrontline managers have an active role in implementing the continuousimprovement process to achieve the organisation's objectives. Theirposition, closely associated with the creation and delivery of products andservices, means that they have an important role in influencing theongoing development of the organisation. At this level, work will normallybe carried out within routine and routine methods and procedures, whichrequire planning and evaluation, and leadership and guidance of others.

Promote Innovation in a Team EnvironmentThis unit applies individuals who play a pro active role in demonstrating,encouraging or supporting innovation in a team environment. Theindividual may be a team participant or a team leader. The team may'make itself' or be constructed by others. It may have core members andmembers who participate at certain times or for particular purposes. Itmay be permanent or temporary, or come together at different times towork on specific projects.

The team could consist of a team of contractors/freelancers, permanent

staff, clients and service providers, or any combination of these groups. Itmay operate within an organisation or across several organisations - orsimply across a group of individuals. The key focus of the unit is on whatmakes for an innovative team, what keeps it working well, how thestructure of work can make a difference and what skills and knowledgeare needed to maximise opportunities for innovation. Where a greaterfocus on team leadership is required this unit should be combined withunits such as BSBLED401A Develop teams and individuals.

Unit SectorNo sector assigned



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Performance criteria

Element Performance criteria

Promote Innovation in a Team Environment

1. Create opportunities to maximise innovation within the team1.1 Evaluate and reflect on what the team needs and wants to achieve 11-171.2 Check out information about current or potential team members workin the context of developing a more innovative team

18-19

1.3 Bring people into the team or make suggestions for team membersbased on what needs to be achieved and the potential for cross fertilisingideas

19-21

1.4 Acknowledge, respect and discuss the different ways that differentpeople may contribute to building or enhancing the team

21-25

2. Organise and agree effective ways of working2.1 Jointly establish ground rules for how the team wil operate 26-282.2 Agree and communicate responsbilities in ways that encourage andreinforce team-based innovation

29

2.3 Agree and share tasks and activities to ensure the best use of skills andabilities within the team

30

2.4 Plan and schedule activities to allow time for thinking, challenging andcollaboration

30

2.5 Establish personal reward and stimulation as an integral part of theteams way of working.

31-32

3. Support and guide colleagues3.1 Model behaviour that supports innovation 343.2 Seek external stimuli and ideas to feed into team activities 34-353.3 Pro-actively share information, knowledge and experiences with otherteam members

36

3.4 Challenge and test ideas within the team in a positive and collaborativeway

37

3.5 Pro-actively discuss and explore ideas with other team members on anongoing basis

37-39

4. Reflect on how the team is working4.1 De-brief and relect on activities and on opportunities for improvementand innovation

40-41

4.2 Gather and use feedback from within and outside the team to generate

discussion and debate

42

4.3 Discuss the challenges of being innovative in a constructive and openway

42

4.4 Take ideas for improvement, build them into future activities andcommunicate key issues to relevant colleagues

42

4.5 Identify, promote and celebrate successes and examples of successfulinnovation

43-44

Implement continuous improvement

1. Implement continuous improvement systems and processes1.1 Implement systems to ensure that indiviuals and teams are activelyencouraged and supported to participate in decision making processes,

46-50



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assume responsibility and exercise inititiative1.2 Communicate the organisations continuous improvement processes toindividuals and teams, and obtain feedback

51-55

1.3 Ensure effective monitoring and coaching allows individuals and teamsto implement the organsiations continuous improvement processes

56-59

2. Monitor and review performance

2.1 Use the organisations systems and technology to monitor and reviewprogress and to identify ways in which planning and operations could beimproved

61-62

2.2 Improve customer service through continuous improvement techniquesand processes

63-65

2.3 Formulate and communicate recommendations for adjustments tothose who have a role in their develoment and implementation

65-66

3. Provide opportunity for further improvement3.1 Implement processes to ensure that team members are informed ofsavings and productivity/service improvements in achieving the businessplan

69

3.2 Document work performance to aid the identification of futures

opportunities for improvement

70-74

3.3 Manage records, reports and recommendations for improvement withinthe organisations systems and processes

71-75



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Assessment

In this instance, assessment is conducted in one part:

Task 1 What you know and what you do

an assessment of knowledge through an open book shortanswer questionnaire with a requirement to attach samples ofworkplace evidence

Your facilitator will discuss the assessment with you.



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Outcomes

When you have completed this unit you will be able to:

Evaluate and reflect on what the team needs and wants to achieve

Check out information about current or potential team members work inthe context of developing a more innovative team

Bring people into the team or make suggestions for team membersbased on what needs to be achieved and the potential for crossfertilising ideas

Acknowledge, respect and discuss the different ways that differentpeople may contribute to building or enhancing the team

Jointly establish ground rules for how the team wil operate

Agree and communicate responsbilities in ways that encourage andreinforce team-based innovation

Agree and share tasks and activities to ensure the best use of skills and

abilities within the team Plan and schedule activities to allow time for thinking, challenging and

collaboration

Establish personal reward and stimulation as an integral part of theteams way of working.

Model behaviour that supports innovation

Seek external stimuli and ideas to feed into team activities

Pro-actively share information, knowledge and experiences with otherteam members

Challenge and test ideas within the team in a positive and collaborativeway

Pro-actively discuss and explore ideas with other team members on anongoing basis

De-brief and relect on activities and on opportunities for improvementand innovation

Gather and use feedback from within and outside the team to generatediscussion and debate

Discuss the challenges of being innovative in a constructive and openway

Take ideas for improvement, build them into future activities andcommunicate key issues to relevant colleagues

Identify, promote and celebrate successes and examples of successful

innovation Implement systems to ensure that indiviuals and teams are actively

encouraged and supported to participate in decision making processes,assume responsibility and exercise inititiative

Communicate the organisations continuous improvement processes toindividuals and teams, and obtain feedback

Ensure effective monitoring and coaching allows individuals and teamsto implement the organsiations continuous improvement processes

Use the organisations systems and technology to monitor and reviewprogress and to identify ways in which planning and operations could beimproved

Improve customer service through continuous improvement techniquesand processes

Formulate and communicate recommendations for adjustments to those



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Section 1


1. Create opportunities to maximise innovation within the

team1.1 Evaluate and reflect on what the team needs and wants to achieve1.2 Check out information about current or potential team members

work in the context of developing a more innovative team1.3 Bring people into the team or make suggestions for team members

based on what needs to be achieved and the potential for crossfertilising ideas

1.4 Acknowledge, respect and discuss the different ways that differentpeople may contribute to building or enhancing the team



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Introduction: What is innovation?

Innovation is the translation of that idea into a better product,service or method of production. Many people have new ideas butthe difficult part is generating the ideas into innovative new ways ofcompleting a task.

Creativity occurs when an organisation encourages exploration byits employees of new ways of doing things. Not all organisationsprovide such an environment, as they may be uncomfortable withthe process of change. The change itself can be described as theunfreezing of the status quo, moving to a new (changed) state andrefreezing the new change so it becomes the new status quo.

People are most innovative when losing is not an option. Times ofcrisis are one of these instances. For example, during times of war,technology advances at an amazing rate.

However, innovation shouldnt be confined to times of crisis.Innovation means taking risks and risks are much safer to take whilethe environment is under control.

Creativity

Creativity is the generation of a new idea. Innovation is theevolution of that idea into a better product, service or production

method. We constantly have ideas, yet few ideas are ever seen tofruition. Creativity must be fostered in an organisation. Employeesmust be encouraged to think outside the box. Many organisationsare uncomfortable with change, and innovation by nature requireschange. However, innovation can only come about when change isan acceptable part of the organisations work environment.

Why Change?

Changes are often necessary to meet challenges. There are many

reasons for change:

Advancing technology Technology changes quickly, andchanges must be made to keep pace

Changing industrial securities and strategies

An evolving society Customers are more sophisticatedand demanding. They also require more customisation,quality and customer service

Competitors Your competitors are improving products andprocesses, so you need must to keep pace.



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Activity:What does innovation mean in your workplace?____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Can you think of up to three ideas for innovations whichmight benefit your organisation?__________________________________________________________________________________________________________________________________________

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



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Timing

The change process must match the needs of your organisation.The best time to enact change is when the risk of failure wontdisrupt business and time necessary for implementation wont give

competitors a head start. Change management is a bit likemarketing. The best time is when youre busy; if you begin whenbusiness is in decline, then it is too late.

Evaluating and reflecting on the teams needs

A team could need have needs based on a number of reasons:

To solve a problem, or resolve an issue. To take a decision. To make a report. To plan a new product or project. To deal with customers.

What the team needs and wants to achieve may relate to:

Addressing particular customer feedback.

Conceiving and implementing a particular project.

Developing new services or products.

Generating ongoing ideas within the work unit.

Improving budgetary performance.

Improving or changing work conditions. New ideas that impact beyond the workplace (e.g. that have a

broader social or community impact).



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Activity: Find and review two of your teams possible needs.Why have they got such needs?



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Promoting Innovation within the Organisation

An appropriate environment is necessary for successful change.Factors necessary include:

Developing an acceptance of change Employees mustbelieve that changes will benefit both them and theorganisation as a whole. Employees and managers need to beinvolved in the decision-making process. If an employee ispart of the decision making process, she will be able to seethe advantages and disadvantages of the impending changeand measure the consequences of the change. This helpswith staff buy-in.

Encouraging new ideas Managers within the organisationmust make it clear that new ideas are welcome. Any feelingof lack of interest from the managers will stop the flow ofideas.

Interaction Interaction between different work groups andlevels allows for the exchange of information.

Tolerate failure Many new ideas wont work out. Withouttrial and error, we will fall behind the competition.

Provide clear goals and objectives All employees mustknow the goals and objectives of the organisation, so thateveryone is working toward a common goal.

Recognition People must be recognised for new ideas andjobs well done.



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Activity: How is innovation promoted at your organisation?What more could be done? What holds innovation back?



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Finding Information in the Workplace

Information about current or potential team members' work mayrelate to:

Interests. Lifestyle preferences. Past jobs. Technical strengths. Work preferences. Working styles.

Workplace information takes many forms. Most records will beeither held on paper or in some electronic form, however rememberthat some data may be processed verbally, or may never have been

recorded at all.

Common types of workplace information include:

Budgets and financial management systems

Customer information software or records

Databases

Personal digital assistant (PDA)

Product and service information

Project management software

Record management systems

Spreadsheets.



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Bringing People into the Mix

Different ways that different people may contribute may relate toindividual strengths around:

Creating positive energy within the team

Fundamental literacy strengths (e.g. particularly strong in visualliteracy, written or spoken communication) Generating ideas Networks or spheres of influence Particular ways of thinking Powers of persuasion Problem-solving capacities Specific technical skills or knowledge

Its clear that the creation of ideas within an organisation isdependant on the flow of people and information between thecompany and the environment. For example, if a company is notaware of a change in the competitive market, i.e. new technologyhas made a product cheaper, they are unlikely to see it as analternative and a reason for change (thus removing one of themotivations for change).

Outside information, whether it is from new employees, customers,and consultants or from a website article may provide the source ofalternative approaches or technologies used by suppliers,

competitors or similar organisations.



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Making Suggestions & Cross Fertilising Ideas

New ideas are mutations created when two or more old ideascombine. For instance, Virgin Atlantic Airways is what happens when

you cross an entertainment company with an airline business.

Virgin itself is also a good example of mutation and adaptation. Themusic retail business was created when a postal strike threatenedto shut down the fledgling mail order record company. VirginAtlantic was the result of an unsolicited approach from outside thecompany. Virgin Blue (a low-cost airline in Australia) is a similarstory.

Activity: What could you blend with your organisation? Think in

radical terms and try to find a situation in which your organisationand the other party would benefit.



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Acknowledge, Respect & Discuss Keys to Contribution

Organizations are complex structures with manyinterdependencies. We must rely on others to help getthings done and meet our objectives, and that meanscooperation and collaboration are often the key to our

success. While there is evidence that human beings baseour actions on self-interest in an effort to maximize personalbenefit, ample evidence also supports the proposition thatour natural inclination is toward cooperation. The challengeyou face in the workplace is to ensure the conditions thatcreate and sustain cooperation and collaboration are inplace.

Cooperation and collaboration are facilitated by clearcommunication, shared goals and clearly defined roles.These conditions help encourage and motivate people tofocus on the group's best interest without feeling that theyare minimizing or trading off their own interests in theprocess. Once in place, however, cooperation is a delicatestate. People will still have disagreements and differentpoints of view about how and when things should happen.Your ability to effectively and constructively influenceothers and gain their support is critical to maintainingcooperation. The loss of cooperation is also caused bymistakes and miscommunication and it can be undermined ifnaturally occurring and healthy disagreements are not well

managed.

We do know that when you act in a cooperative manner itcauses others to reciprocate with cooperation. What it oftencomes down to is a willingness to break the cycle ofcompetition with one person or group taking the risk of thefirst step.



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Feedback

Feedback is essential and helps improve work processes in severalways.

Individual Feedback

Clear and direct evaluation directed at the individual helps theemployee know if their work is meeting standards or requiresimprovement. Similarly, feedback from an employee to a supervisorcan result in innovation.

The feedback process is generally seen in formal performanceappraisals but can also happen in informal conversations. Feedbackshould be positive and used constructively. If feedback is negative,it can be viewed as threatening and can be counterproductive.

Constructive feedback should be based on good communication,trust between the parties, with focus on specific, factualcomponents. Be careful to not surpass the amount of informationthe recipient can handle.

Group Feedback

Group feedback is often more effective than providing feedback tojust one person. Many innovative ideas are produced in groupenvironments because of the wide range of skills found in the groupsetting.

Feedback is important in getting results within the team. Without asound understanding, a team of four individuals may interpret themessage four different ways, which will take the team in fourdifferent directions. Because of this, team members need tocommunicate with one another and feedback is an essential part ofthis communication.



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Logistics

Innovation is dependent up on the flow of information betweenemployees and organisation and to some extent the environment.Outside information, whether from new employees, customers andconsultants, or from the Internet, can provide information about

alternative approaches or technologies used by others in theindustry.

Implementation

When deciding which changes should be implemented within anorganisation, several things should be considered.

The innovation being considered needs to be in-line with theorganisations goals. For example, a company focused onmanufacturing should be focused on making, as making iscore, and repairs are not.

The innovation needs to be realistic and relevant to theorganisation. Risk to the companys bottom line is somethingto consider. Change not only needs to be realistic, it must beable to be accomplished in a timely manner.

Once an idea is submitted to management, consideration tothe resources required for the change should be made.



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Teams

A well-rounded team includes a mix of several people and skills.The team should include:

Experts Individuals with ultimate understanding of thecurrent process

Customer Service Individuals who use the process and workclosely with customers

Technical Individuals with high technical skill

Objective Individuals completely objective about theoutcome

Customers Actual customers affected by the process

New Comers Individuals not familiar with the existingprocess

Make sure that the team works well together and that they are:

Creative Open-minded

Well-respected among peers, stakeholders and other businessleaders

Size

The recommended size for innovative teams is 3-12 members.Smaller teams (3-4 members) work faster and produce resultsquickly. Larger teams (7+) require additional facilitation and oftenrequire sub-teams. However, larger teams offer a greater functionalrepresentation, and in turn, a grater knowledge base.

You may consider using fewer than 5 people for the design teamwho report to a larger representative group periodically. Thisstructure enables the design team to move quickly but benefitsfrom the knowledge and insights of a larger group.

Team Roles

Role Responsibilities

Team Leader Accountable for project outcome Methodology selection

Project planning

Steering committee interaction

Budget management

Team leading.ProjectManager

Project scheduling and milestone tracking

Managing sub-team activities

Project monitoring and jeopardy itemidentification.

Facilitator Facilitates meetings Objectivity



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Order and focus to meetings.TeamMembers

Learning from others

Designing an overall solution

Implementing the design.



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Section 2


2 Organise and agree on effective ways of working2.1 Jointly establish ground rules for how the team will operate2.2 Agree and communicate responsibilities in ways that encourage

and reinforce team-based innovation.2.3 Agree and share tasks and activities to ensure the best use of skills

and abilities within the team2.4 Plan and schedule activities to allow time for thinking, challenging

and collaboration2.5 Establish personal reward and stimulation as an integral part of the

teams way of working.



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Ground Rules

It is important to establish and enforce ground rules for the team.Ground rules can relate to:

boundaries or lack of boundaries for team activities

confidentiality copyrights, moral rights and intellectual property

communication schedule

roles and responsibilities

time lines

communication methods.

Ground rules help to even the playing field for all team members.For example, once mutually agreed upon ground rules are in place,everyone is free to think about the project at hand rather than worry

about how often to communicate, what their coworkersresponsibilities to the project are, and any confidentiality issues.

To be effective, ground rules must be clear, consistent, agreed uponand followed. Rules should be consulted upon and enforced throughteam process checks. They should be revised and added asnecessary.



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Team Based Innovation

Team-based innovation can be encouraged in several ways,including but not limited to:

accessing training and learning opportunities

balancing guidance and structure with creativity equitable workload sharing

follow through of ideas

supportive communication

Communication

Good communication is at the root of a successful innovative team.With established communication guidelines and ground rules,communication can flow more easily between both team members

and the team and organisation as a whole.

Feedback

Communication within the team should never be only in onedirection. Feedback from managers to team members and viceversa is an important part of the teams overall communicationstrategy.



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Planning and Scheduling Activities

Take the time to learn more about the importance of planning andscheduling for your organisation.

Identification

Planning and scheduling are closely related; they're both processesthat apply to almost every element of starting and running abusiness. For example, when you create a business plan and writedown each section of how the business will run, you areparticipating in the planning process. You must also write acomplete schedule to go along with that plan so that you know whatto work on each day as you work toward the opening day of thebusiness. For work projects, you must establish a project plan andwell-defined goals, then set a corresponding schedule foraccomplishing those goals.

Significance

There are a couple of important reasons why planning andscheduling are important for your business. For one, a solid plan andschedule helps keep costs down and allows you to operateaccording to a budget. For instance, if you take the time to create aplan for an online advertising campaign, you'll be able to narrowdown your target audience and avoid the unnecessary cost of

advertising to people who aren't interested in your products.Creating a schedule for running your online ads may also allow youto take advantage of price promotions offered by the advertisingservice. You can also set strict ad budget restrictions based on yourplan. Having a plan and schedule also helps make your businessgoals seem more realistic and achievable.

Types

In addition to general planning and scheduling activities, manybusinesses must also prepare specific schedules and plans. For

instance, a manufacturer must create an operations plan andschedule for the production process. Companies that have to ordersupplies and raw materials on a regular basis need an orderingschedule. If the company utilizes shift workers, there must also be aschedule detailing the availabilities of employees and needs of thebusiness.



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Personal Reward & Stimulation Tips

Here are some ways to show your appreciation to employees andcoworkers.

Praise something your coworker has done well. Identify the specificactions that you found admirable.

Say "thank you." Show your appreciation for their hard work andcontributions. And, don't forget to say "please" often as well. Socialniceties do belong at work. A more gracious, polite workplace isappreciated by all.

Ask your coworkers about their family, their hobby, their weekendor a special event they attended. Your genuine interest - as opposedto being nosey causes people to feel valued and cared about.

Offer staff members flexible scheduling for the holidays, if feasible.If work coverage is critical, post a calendar so people can balancetheir time off with that of their coworkers.

Know your coworkers interests well enough to present a small giftoccasionally. An appreciated gift, and the gesture of providing it, willlight up your coworkers day.

If you can afford to, give staff money. End of the year bonuses,

attendance bonuses, quarterly bonuses and gift certificates say"thank you" quite nicely. TechSmith staff receive a percentage oftheir annual salary for their end of year bonus.

Last, but not least, provide opportunity. People want chances fortraining and cross-training. They want to participate on a specialcommittee where their talents are noticed. They like to attendprofessional association meetings and represent your organizationat civic and philanthropic events.



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Activity: How would your team be best rewarded?

Activity: Without reference to money, how would you like to berewarded at your organisation?



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Section 3

Support and guide colleagues

3.1 Model behaviour that supports innovation

3.2 Seek external stimuli and ideas to feed into team activities3.3 Pro-actively share information, knowledge and experiences with otherteam members3.4 Challenge and test ideas within the team in a positive and collaborativeway3.5 Pro-actively discuss and explore ideas with other team members on anongoing basis



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Modelling Behavior

Setting an example is vital. By leading from the front, staff andcolleagues will be able to see the behavior they are required toadopt. They can model their actions on your own.

Therefore, it is important to remain:

Collaborative

Equitable

Fair

Fun

Hardworking

Reflective

Responsible

Sympathetic

Seeking External Stimuli & Ideas

The organisation is just a part of a wider world which is brimmingwith ideas. Finding inspiration outside the workplace is a critical partof the thinking needed for innovation.

Sources could include:

Australia or overseas

Colleagues outside of the team

Family and friends

Internet

Journals

Networks or technical experts

Other organisations



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Activity: Where else could you find source of innovation outsideyour organisation?



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Sharing Information

The goal of sharing information is to provide information to others,either proactively or upon request, such that the information has animpact on another person's (or persons') image of the world, i.e., it

changes the person's image of the world, and creates a shared, ormutually compatible working, understanding of the world.

Information sharing includes providing information, confirming theinformation has been received, and confirming that the informationis jointly understood. Information sharing is an importantcomponent of information behaviour. It is an essential activity in allcollaborative work, and helps to bind groups and communitiestogether.

When working together group, or team, members must continuallyprovide information to others and to some degree mutuallyunderstand and use information others provide. When information isnot effectively shared, collaborative group work fails.

This could be done by:

Printed report sent by post Emailed results sent to a group using a mailing list A presentation at a meeting Information posted online for customers

It is vital that information is in an appropriate format for the chosenmeans of dissemination. Handwritten reports will need typing intoelectronic format to use email, whereas a long set of data mightneed to be put in a graph to be presented to a group at an agm.



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Challenging and Testing Ideas

To assure yourself that a business idea can meet the necessarygoals in these fourareas, many questions need to be answered. You will have to investtime and effort to collect information.

Good sources of information include:

Community Futures Organizations; local Chamber of Commerce; local Business Improvement Associations; libraries; existing businesses; Yellow Pages; purchasing agents; company annual reports; market research reports; trade association literature; trade journals; informal contacts in the industry; specialized cooks related to the trade; statistics compiled by both provincial and federal governments;and provincial and federal government publications.

Additional information may be obtained by:

conducting surveys observing business activities observing business facilities becoming a customer of potential competitors conducting telephone interviews conducting personal interviews carrying out test marketing trials producing sample products.

Ongoing Discussion

Every process in the organisation relies on continuous improvement.Keep the discussion going as often as possible.



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Activity: Take one your innovation ideas for your organisation.Work it through and assess how you would test and model the newidea to see if it is viable and useful.



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Debriefing

How can you inspire constant learning and improvement for yourteam? If experience and mistakes are the best way to learn, howcan you help the people on your team learn the most from theeveryday experiences of business? Debriefing is the answer.

At work, some traditional managers think that debriefing theirpeople is all about telling them what they did wrong and tellingthem to "be like me." Mental health practitioners have a saying: "Allinterventions should increase choice." I think this also applies todebriefing. Dont make me wrong; give me choices.

So if you want to leverage the learning value of the daily events inyour organisation,your challenge is to overcome any negative associations withdebriefing. You want your people to associate debriefing with beingacknowledged and empowered.

To achieve this, it needs to be okay for people to make intelligentand responsiblemistakes. If its not okay to make mistakes, and mistakes are deniedor covered up, your team misses out on learning. Making it safe foryour team to "make mistakes and learn" means your people can letgo of blaming each other for self protection and get on withimproving things.

Of course, one of the most powerful ways for you to achieve this"make mistakes and learn" atmosphere is by taking a leadershiprole. It is important to openly discuss your own mistakes, relatethem to what you learned, and tell how you improved. Anexcellent leadership response to a reported mistake can be, "Ithappens. What did you learn?"

Debriefing works best when it is not threatening or obtrusive. Withpractice, yourdebriefing can be conversational and unobtrusive. Your people willthink youre just chatting and congratulating them for their own

improvement ideas. In this way, you can even debrief events youdidnt witness.

Without debriefing mistakes and inefficiencies that have existed inpast projects will remain in future projects. It is better to recognisemistakes from a project that is finished then to make them in onethat id in progress



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Activity: Plan out a format for debriefing your team, putting theemphasis on contructive approaches.



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Using Feedback to Generate Debate

Feedback from all areas of the organisation, customer base andmarket can inform debate and generate discussion.

Areas which provide feedback include:

Numerical feedback or financial data.

Customer surveys.

Working groups or discussion panels.

Market testing or trials.

External reports or consultants.

Opinions from management.

Discussing Innovation Constructively

Innovation is such a limitless topic that it is important to focusdiscussions. Some tips for doing so might include:

Have a plan for discussions.

Elect a chairperson to keep things moving.

Set time limits for people to speak.

Focus the discussion by setting limits up front.

Be practical in your approach.

Building Future Activity & Communicating Key Issues

Many innovations cannot be accomplished in a day, most takemonths and years to come to fruition. It is important therefore tothink forwards and to assess what could be done over the longhaul.

Building innovation into every aspect of your work in theorganisation means:

Moving ideas forwards, generating new ones and monitoring theperformance of existing schemes.

Keeping colleagues informed of key issues. Dont bog them downwith the detail or complex issues keep them focused on the maintargets and ideas. Often, condensing innovative approaches intomanageable chunks is the true test of an ideas viability.



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Indentifying Success

What went well?

This allows people to start off feeling acknowledged, safe and

valid. It is just asimportant to recognise the things that have been done well as thosethat are weak. Deal with all the positives before moving to thethings that did not go so well.

What didnt go well?

Once the "What went well?" section is dealt with you need to moveonto those things that did not go as well as they could, or shouldhave. This does not mean things were done wrong, although thismay be the case, it means things that could have been donedifferently. It is important in this section to avoid people attackingother individuals. Any comments should be made in a constructiveand objective manner. This potentially will be the facilitatorsgreatest challenge.

For each of the two points above ask the following questions foreach:

Why did things happen?

This elicits reflection and interpretation of the experience. It is ineffect looking for the contributing factor to what went or didn't gowell. Again it is important to not allow things to degenerate into ablame session. The facilitator must listen and if need be reword thecomment to identify the contributing factor in a none personal way.

For example someone might say the contributor to a bad designwas "James gave me a pathetic brief that he came back andchanged three times". A better way of putting that would be to say"The initial brief was incomplete and there were a number of whatappeared ad hoc changes. This is more effective as it allows us to

pick up on the ad hoc issue which may lead to another issue.Blaming people will not lead to anything constructive.

What will we do differently and better next time?

This helps them learn what improvements need to be made. It islooking for ways that things can be improved. It is important to tryand get all ideas regardless of how general they may be. Even ifsomeone suggests something that may appear very odd, dramaticor totally wild, still record it.

How can we use this?



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This helps people deliberately apply their learning to their work. Itmay be something that can be applied at an organisational level orsomething that would work at a team or individual level. It is aboutrecognising leverage and suggesting at a general level where thatcan be applied.



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The Challenges of Being Innovative

Challenges of being innovative may relate to:

Budgetary or other resource constraints. Competing priorities.

Organisational culture.

Problems with breaking old patterns of behaviour or thinking.

Time pressures.

Activity: What challenges can you forsee in your organisationas regards innovation? Why have they arisen?



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Implement Continuous Improvement

Workbook Part 2



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Section 1

Implement continuous improvement systems and processes

1.1 Implement systems to ensure that indiviuals and teams are actively

encouraged and supported to participate in decision making processes,assume responsibility and exercise inititiative1.2 Communicate the organisations continuous improvement processes toindividuals and teams, and obtain feedback1.3 Ensure effective monitoring and coaching allows individuals and teamsto implement the organsiations continuous improvement processes

Introduction: Continuous Improvement Systems

This unit will help you to examine quality management and changesprocesses and see how these can be implemented in anorganisation.

An organisation should implement systems that ensure individualsand teams are actively encouraged and supported to participate indecision making processes, assume responsibility and exerciseinitiative.

An organisations continuous improvement processes must becommunicated to individuals and teams, and feedback obtained ifthey are to be effective.

Effective mentoring and coaching will ensure that individuals andteams are able to implement the organisations continuousimprovement processes.

Continuous improvement processes may include:

Cyclical audits and reviews of workplace, team and individualperformance.

Evaluations and monitoring of effectiveness. Implementation of quality systems, such as International

Standardization for Organization (ISO).

Modifications and improvements to systems, processes,services and products.

Policies and procedures which allow the organisation tosystematically review and improve the quality of its products,services and procedures.

Seeking and considering feedback from a range ofstakeholders.



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Quality

Quality reflects the degree to which goods or services meet thedemands and requirements of the marketplace. It is an elusiveconcept whose definition differs according to the type oforganisation involved.

To an appliance manufacturer, for example, quality might mean thata very high percentage of the appliances produced meetpredetermined specifications. To an appliance repair business,quality might mean that products are repaired correctly withinstated cost and deadline parameters.

To a fast-food service firm such as McDonalds, quality applies toboth the food itself (taste, freshness, and so on) and the service(length of time to be served, friendliness of the cashier, cleanlinessof dining room, and so on).

Quality = Metting your customers needs and desires.

Productivity & Quality

Once you have found the needs of your customers and your staff,you need to begin attempting to find the most effective ways ofmeeting those needs and making the product or services that youoffer the highest possible quality. In order to improve overall quality

in an organisation, you need to have a real commitment frommanagement towards making these changes a reality.

The types of commitment you may need are:

Quality and its cost are inextricably related. All quality improvementmeasures have some degree of cost associated with them. In manyways, the justification of a quality improvement program oftencomes directly from the costs associated with any such system.Imagine for a moment that the cost of your quality system is 1.5million dollars, but it will produce 4 million dollars in benefits, the

cost is outweighed by the benefits. This is what you need to aim forin any quality control system.

The costs of any quality control system could be regarded as thecosts for not being a perfect organisation. You will find that thecosts of a quality system are often much larger than you mightimagine. They could include, for example:

Quality staff salaries.

Costs of QC inspectors.

Costs associated with defective products. Costs associated with scrap suppliers.

vel of Management Role in Quality Improvement



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Imagine that every dollar associated with a defective product isessentially a dollar wasted. If you can spend a few cents to improveprocesses to eliminate the need to waste that dollar, you putyourself in a more positive position.

Thinking from first principles, the less that is spent to make a

product, the more that you are likely to make in terms of profit. So,by spending a small amount on quality improvement you canreduce the number of defects and thus the amount of money spenton your overall production.



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Total Quality Management

Total Quality Management (TQM) is a management ideal that worksto try and develop a commitment to quality right throughout theorganisation, from the bottom of the organisation right up to thevery highest levels of management. This often means quite a major

change to the way that the organisations culture is developed.

There are five essential principles on which TQM is based. Theseare:

1. Get things right first time2. Make sure you focus on the customer3. Improvement comes about at a strategic level4. Improvements must be made continuously5. Ensure that the teams in the workplace are workingharmoniously.

The Implementation of TQM

When you are working on developing a TQM system, you need toexamine a number of key aspects of the organisation and the way itoperates. This includes:

What your customers think quality is.

How problems in the production process can be eliminated.

How quality of the product can be increased so that fewerproblems develop once.

How the product is with the end user.

How you can measure performance of your product andservices.

How you can define quality based on what the consumer ofthe product thinks.

How perceptions of your products have changed over time.

Achieving quality standards can be like having a seal that you can

use to display justhow good your organisation is.



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Activity:Can you think of process improvements and improvementsin quality which could benefit your organisation?__________________________________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

What steps would need to be taken to achieve them?_____________________________________________________________________

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______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



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Encouraging Participation

There is no way that an organisation can achieve high qualityresults in a highly competitive marketplace without staff who arehighly motivated towards achieving the overall goals of the

organisation - your people are your biggest asset. The individualswho work in your organisation can be your biggest competitiveadvantage as they have all the knowledge of your organisation andare central to the success of the organisation as a whole. It is forthis reason that empowering your staff is so critical to qualityimprovement.

Having staff who are well coached and able to make effectivedecisions themselves without having to go through layers and layersof management is more likely to result in staff who are dedicated totheir work and the organisation as a whole. Quality improvementneeds to be encouraged, and one of the most effective ways ofencouraging it in your staff is to ensure that your staff are able tomake decisions independently and feel that those decisions will besupported by management when made.

Commitment Throughout the Organisation

TQM and a commitment to it are critical in achieving overallsuccess. In order to do this, ensure that your organisation iscommitted to quality from the very top to the very bottom. Your

floor workers and board of directors must be in complete agreementabout the need for quality to be increased.

Real improvements in quality come about when the organisationunderstands the need for it and is able to put into action thosecommitments. To this point, ensuring TQM is about:

Changing the culture so that quality becomes an importantpart of work.

Ensuring audits take place to ensure quality is continuallybeing worked on and improved.

Ensuring your staff are willing to work together on theachievement of quality standards the teams should bebrought together in a way that helps to increase.

Performance of the teams and organisations in the workplace

Attempting to find any issues that may stop quality frombeing achieved and finding ways to eliminate those issues.

Agents for Improvement

The use of change agents in an organisation is critical to ensuring

that your staff members are working on an efficient basis andensuring that any changes to organisational processes are bothaccepted and that they stick.



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Change agents may be current staff members or externalconsultants whose job has them working with your work teams toensure that change takes place.The change agent must have certain attributes that make them aneffective worker. In order to do this make sure you select change

agents who are:

Self-motivated.

Able to actively listen to people.

Are able to deal with difficult situations.

Will take risks.

Understand the importance of mistakes.

Will model good change behaviours.

Will not be defensive.

Are able to bring a team together.

Will forge relationships. Can bring a fresh perspective to staff members and

processes.

Other Factors to Improvement

There are a wide range of factors that can have a significant effecton the implementation of improvement within an organisation.Some of the most common are:

Organisational Culture and Values: The culture and values of anorganisation may assist improvement, but it also may hinder it.Sometimes an organisation can get so stuck in its own ways thatimprovement becomes hindered. It is the culture and values of theorganisation that can have the most significant impact onorganisational improvement. Resistance may be built from thisstrong culture; however it is not always bad. Sometimes the culturecan be a helpful one, particularly in a learning organisation, wherechange may be welcome. Before beginning to make improvementswithin an organisation, it is important to ensure you gauge theculture to determine the level of resistance, and work on ways of

overcoming this.

Environmental Pressures: As we mentioned earlier, sometimespressure to change comes from the environment itself. If a largeamount of pressure is placed on the organisation, it may find thatchange needs to come about much faster than they would like. Inthese cases, managers should ensure that just because pressure isbeing placed on them that they do not skimp on the development ofmanagement systems for change.

Management Style and Participation: The management styleadopted within the



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organisation is also likely to be a significant influence. Improvementprocesses require participation, and so without a strongparticipative culture and management style, change is unlikely tooccur. Authoritarian management will increase resistance tochange, so involve staff as much as possible using participativemethods.



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Activity: How could you encourage people in your workplace toparticipate? What kind of resistance might you meet?



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Taking the Initiative & Assuming Resposibility

"Taking the initiative" can mean many things--tapping innercreativity, tackling a persistent problem, capitalizing on

opportunities, or creating ways to improve customer services orcurrent work environment. By taking initiative in any of these ways,employees can elevate their visibility in the organization and greatlyenhance their chances for recognition, learning, advancement, payraises and bonuses, as well as have a more meaningful and excitingtime at work.Here are some ways any employee can take greater initiative in hisor her job, voiced in a way that you could give directly to youremployees or managers. It's one thing to tell your employees totake greater initiative, but another to provide them with easy andclear ways to do it.

Ways To Take More Initiative In Your Job

Thinking Outside the Box: Innovation--thinking outside the box--isthe spark that keeps organizations moving ever onward andupward. To think outside the box, look for new combinations, ask"what if" or develop "what-if" scenarios, consider approaches you'venever considered before, brainstorm with others, and be a championof new ideas.

Doing Your Homework: Preparation is often the key to success inany endeavor. You will be more successful in convincing others thatwhat you believe is the right thing, if you are armed and ready withthe facts. Taking the initiative to do your homework means doingthe basic research necessary to back up your claims, such asobtaining necessary information, determining costs and benefits,making calculations, and/or gaining buy-in from others who will beaffected.

Taking Action--Capitalizing on Opportunities: Taking action can oftenbe a scary proposition. It would be much easier to wait for your boss

to make the decision and take the responsibility to tell you what todo and when to do it. However, progressive companies realize thatthey need employees at all levels who are willing and encouraged totake chances and to make decisions--and be willing to takeresponsibility for their actions.

Making Improvements: One of the easiest--and most effective--waysfor employees to take initiative is to be on the lookout for ways toimprove the work processes, products, services, and systems thatare a vital part of how the organization does its business. In fact, thecloser you are to an organization's actual product, the greater thechance is that you have more daily contact with its real business--its



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customers, clients, products, and services--than do those who arehigher up the ladder.

Perseverance and Persistence: Employees who excel at takinginitiative usually must also persist in the support of the ideas andactions in which they believe. This type of initiative can, at times,

include overcoming the resistance of higher-ups or of entrenchedpolicies and systems that work to ensure the maintenance of thestatus quo. It often takes a certain degree of courage to takeinitiative in the first place. But to persist--even over the objectionsof your manager or others--takes even more commitment andcourage.

Taking initiative can be as simple as asking "what if." So, the nexttime you're doing a routine task, remember that it's the person whodoes the job who is in the best position to know how to do the jobbetter--whether this improvement means identifying new ways tocut costs, how to make improvements to the way products aredeveloped in your company, how a process might be streamlined, orhow to enhance the level of services your customer receives.

Communication

Communication is essential because it enables staff to participate:

Systems may refer to:

Forums, meetings.

Newsletters and reports.

Organisational policies and procedures.

Web-based communication devices.

Participation in decision making processes may include:

Feedback in relation to outcomes of the consultative process.

Processes which ensure all employees have the opportunity to

contribute to organisational issues.



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Getting Feedback

Put simply, process consultation is the building of a helpingrelationship. Process consultation is the series of steps taken by achange agent to involve the organisation and individuals within it in:

The definition of the problem. The development of possible solutions.

The proposal for a final recommendation.

In this way, the people in the organisation take an active role in thesolving of their own quality issues, rather than relying solely on theexpert opinion. This direct involvement in the process will hopefullyenable the individuals to be more independent of the consultantwhen facing future issues.

Monitoring

Plans must be constantly monitored to ensure that targets are beingreached. Achievements and problems should be reported on aregular basis so monitoring can take place.

Remembering our earlier work on reviewing sales peformance, weneed to look at the same factors when assessing a sales plan:

Analysis of performance and adherence to the plan.

Notable signposts of improvements.

Customer satisfaction. Staff satisfaction.

Analysis of sales history.

Consideration of related product strategies.

Evaluation of competitors' or other companies'approaches

Innovative suggestions.



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Activity: Layout a draft monitoring form for feedback onprocess improvement, including boxes for areas your specificallyneed to check.



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Mentoring & Coaching

Mentoring and coaching may refer to:

Providing assistance with problem-solving. Providing feedback, support and encouragement.

Teaching another member of the team, usually focusing on aspecific work task or skill.

In order to implement the training mentioned above, the followingprocess should be undertaken:

1. Select a consultant, community college, or other training.2. Train management.

3. Select trainer, facilitator.4. Send trainer, facilitator to training.5. Trainer trains front-line supervisors.6. Trainer trains remaining employees.7. Establish a training committee.8. Orient short-term hires and new employees.9. Facilitator or trainer provides team training.10. Establish long-term, continuing program for training in qualitymanagement, leadership, communication, technical skills.11. Evaluate all training.12. Improve training.



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Activity:What major points would you need to coach the team on?____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

What materials would you need? Would you require external help?_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

_______________________________________________________________________________________________________________________________________



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Section 2

Monitor and review performance

2.1 Use the organisations systems and technology to monitor and reviewprogress and to identify ways in which planning and operations could beimproved2.2 Improve customer service through continuous improvement techniquesand processes2.3 Formulate and communicate recommendations for adjustments to thosewho have a role in their develoment and implementation



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Monitoring and Reviewing for Improvements

Monitoring and reviewing, as always, is critical. Here we are lookingto use our workplace technology to make assessments. Above all weneed to ensure customers are happy.

Management interest and support. Focus on customer satisfaction.

Identification of areas needing improvement.

Employee involvement.

Cooperative attitude between elements of the company.

Viewing every person who is on the receiving end of a processas a customer.

Fear driven from the company.

Correctly composed teams.

A system for selecting processes to be improved.

Training for all employees in quality awareness. Training for teams in team procedures and disciplined

problem solving.

Improved communications outside the company.

The structure approach to process improvement:

1. Problem is brought to the attention of the steering committee2. Steering committee forms a team to examine the process andmake necessary

recommendations for improvement3. Team meets, reviews its mission, and determines how often it willmeet4. Training is initiated for team members5. Team meets weekly for an hour or two to analyze the problemand develop a solution6. Solution is initiated on a pilot basis7. Results of pilot study are examined8. Solution is implemented company-wide

Technology may include:

Computerised systems and software such as databases,project management and word processing.

Telecommunications devices.

Any other technology used to carry out work roles andresponsibilities.

Customer service may be:

Internal or external. To existing, new or potential clients.



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Activity: What systems and technology could be used at yourorganisation to monitor a programme of continuous improvement?What other information might you need?



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Improving Customer Service

Still one of the best ways of accomplishing quality improvement isobtained by focusing on customers concerns, and by learning whatthose concerns are through owner/customer surveys.

Much can be provided by studying how your owner/customer feelsabout your service, your attitude, and whether you would berecommended to another owner/customer. Several areas to survey,and to take care to provide or honor, are listed here:

Safe operating procedures. Accident experience. Attitude. Professional competence of the project manager, superintendent,and project engineers. Technical competence of the work force. Overall responsiveness to owner/customer requests. Degree of communications. Planning. Administrative procedures. Appearance and conduct of the work force. Condition of equipment. Coordination and supervision of subcontractors. Appearance of the jobsite. Timeliness.

The six principal elements of owner/customer satisfaction are:

1. Your product/service delivery system.2. Your product/service performance.3. The general image of your company.4. Your peoples level of performance.5. The perceived price-value relationship of your product/service.6. Your competitors strengths and weaknesses.



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Questions to Ask

Successful TQM companies have asked their owner/customers thefollowing questions:

1. How well do we deliver what we promise?

2. How often do we do things right the first time?3. How often do we do things right on time?4. How quickly do we respond to your request?5. How accessible are we when you need to contact us?6. How helpful and polite are we?7. How well do we speak your language?8. How well do we listen to you?9. How hard do you think we work at keeping you a satisfiedowner/customer?10. How much confidence do you have in our products or services?11. How well do we understand and try to meet your specialrequest?12. Overall, how would you rate the appearance of our facilities,products, communications, and people?13. Can you list any specific instances where we have fallen down?14. Overall, how would you rate the quality of our service?15. What could we do to improve our service to you?16. Overall, how would you rate the quality of service provided byour competitor?17. How willing would you be to recommend us?18. How willing would you be to buy from us again?

19. Are we doing or not doing anything that bugs you?20. What do you like best about what we do?21. What parts of our service are most important for you?22. What parts of our service are least important to you?



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Activity:What improvements could be made to your organisationsproducts/services?__________________________________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

What improvements to your organisations image might beuseful?

___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

What is your customers greatest need?___________________________

Documents

Implement_Continuous_Improvement_Henri Sant-Cassia