BSBSTR601 - Manage Innovation and Continuous Improvement assignment help

BSBSTR601 - Manage Innovation and Continuous Improvement

Student Guide & Assessment Tasks

Assessment Structure

This assessment booklet contains:

PART 1: Assessment Information

• Unit application and purpose
• Performance and knowledge evidence requirements
• Assessment conditions, context, and resources
• Assessment tasks overview
• Administration and recording requirements

PART 2: Assessment Tasks

• Assessment Task 1 (AT1): Knowledge Test
• Assessment Task 2 (AT2): Project and Case Study

Assessment Information

Purpose of Assessment

To determine competency in unit BSBSTR601 - Manage innovation and continuous improvement.

Context and Conditions

• Demonstrate adequate skills and knowledge evidence for each assessment task
• Access to suitable facilities, equipment, and resources
• Assessments conducted at ASLI classroom (Level 2, 123 Lonsdale Street, Melbourne, VIC 3000)
• All assessors must satisfy requirements for applicable VET legislation, frameworks, and standards

Resources Required

• Computers with internet and MS Office Applications
• ASLI learner's resource for BSBSTR601
• Access to ASLI simulated business environment
• Organizational policies and procedures (provided separately)

Performance Evidence

Candidates must demonstrate ability to:

• Manage and promote innovation and continuous improvement for an organization or work area on at least one occasion

Including:

• Identify opportunities for improvement
• Consult with stakeholders
• Promote value of creativity, innovation, and sustainability
• Support testing and trialing of new ideas
• Undertake risk management and cost-benefit analysis
• Plan for and implement improvements using organizational processes
• Facilitate contributions to and communications about continuous improvement
• Capture insights and experiences for knowledge management systems

Knowledge Evidence

Candidates must demonstrate knowledge of:

• Cost-benefit analysis methods
• Knowledge management systems
• Continuous improvement systems and processes
• Creativity and innovation theories and concepts
• Organizational learning principles
• Quality management and continuous improvement theories
• Risk management concepts
• Supply chains, operational, product, and service systems
• Gap analysis methods
• Changing trends and opportunities in workplace

Assessment Tasks Overview

Assessment Task 1: Knowledge Test

Task Resource Requirements

• Student Assessment Booklet
• Pen
• ASLI learner's resource for BSBSTR601

Instructions

• Open/Closed book assessment
• Answer all questions
• Submit electronically or paper-based
• Assessor may verify authenticity through questioning

Planning the Assessment

• Time required: 4 hours
• Answer all questions satisfactorily
• Complete assessment and submit by due date
• Submit with completed assessment cover sheet

Evidence to Submit

• Completed knowledge test with all questions answered
• Completed and signed cover sheet

Knowledge Test Questions

Question 1

a. What is a cost-benefit analysis? b. List three (3) key parts of a cost-benefit analysis process. c. Describe the cost-benefits analysis process.

Question 2

a. What is a knowledge management system? What is it used for? b. When would you use the following types of knowledge management systems? i. Customer support system ii. Expert support system iii. Document management system iv. Database management system c. List three (3) benefits of knowledge management.

Question 3

a. What is Continuous Improvement (CI)? b. Outline the PDCA (Plan-Do-Check-Act) process for CI. c. Outline the DMAIC methodology for CI.

Question 4

a. What is root cause analysis? Provide an example of the root cause analysis method. b. What is Kaizen? c. What is Total Quality Management? d. What is quality management?

Question 5

a. What is lean management? b. List and briefly explain the eight (8) wastes of lean.

Question 6

What is ISO 9001?

Question 7

a. What is the difference between creativity and innovation? b. What is disruptive innovation?

Question 8

a. What is brainstorming? b. Outline the design thinking process. c. Define the following categories of innovation adopters: i. Innovators ii. Early Adopters iii. Early Majority iv. Late Majority v. Laggards

Question 9

a. What are the 8 steps of Strategyn's framework called 'The jobs map'? b. Define the following types of innovation: i. Incremental ii. Radical iii. Sustaining iv. Disruptive

Question 10

a. What is organizational learning? b. List two (2) characteristics of a learning organization. c. Why is it important to create a shared vision in a learning organization?

Question 11

a. What is system thinking? b. What is personal mastery? c. What are mental models?

Question 12

a. What is a risk? b. What are the three (3) key steps in the risk management process? c. What is the difference between likelihood and impact in risk management? d. List the main four (4) risk treatment options. e. What is contingency planning?

Question 13

a. What is a supply chain? b. What is supply chain management? c. What are the four (4) main elements of a supply chain? d. Briefly describe the following elements of a supply chain: i. Customer relationship ii. Demand management iii. Order fulfillment iv. Product development

Question 14

a. What is Gap analysis? b. What are the key steps of a gap analysis process?

Question 15

a. Why is it important to determine and evaluate changing trends and opportunities in the workplace? List two (2) reasons. b. What areas could trends and opportunities cover? Name three (3).

Assessment Task 2: Project and Case Study

Task Resource Requirements

• Simulated workplace environment
• Computers with internet and MS Office Applications
• ASLI learner's resource for BSBSTR601
• Learner's notes
• Organizational policies and procedures (provided separately)

Instructions

• Conducted in ASLI-simulated workplace environment
• Project-based assessment
• Complete learning diary progressively
• Identify improvements and implement innovative processes

Planning the Assessment

• Time required: 16 hours
• Provide all evidence as required
• Complete and submit by due date
• Submit with completed assessment cover sheet

Evidence to Submit

• Completed Learning Diary
• Completed CI review report
• Meeting summary (consultation with team about CI review report)
• Brainstorming method of choice
• Completed Coaching plan
• Completed Brainstormed solution list
• Shortlisted solutions
• CI process of choice with justification
• Completed Cost-benefit analysis
• Completed CI intervention plan
• Email to team
• Email to BoD
• Completed Survey
• Completed Action plan
• Completed 5 Whys analysis
• Strategy to manage emerging challenges and opportunities
• Completed Contingency plan and message to announce CI achievement
• Completed Contingency plan to manage increase in budget needs
• Completed assessment task with all questions answered
• Completed and signed cover sheet

Scenario Overview

Your Role: Business Consultant (BC) and experienced program manager

Task: Lead a cross-functional team to identify, implement, and evaluate opportunities for improvement and innovation

Cross-functional Team:

• HR Manager
• Marketing Manager
• Client Services Manager

Requirements:

• Review MMI Company Profile (Company Overview)
• Review HR manual, policies, and procedures
• Undertake additional research on education industry and call centers
• Review information and data provided about the call center
• Determine innovation and continuous improvement opportunities

Company Overview - MMI

Operational Overview

• State-of-art facility in Melbourne to be replicated in Sydney
• Systems in use:
  • Student Management System (MMI system)
  • Learning Management System (Moodle)
  • CRM System
  • Accounting Management System (MYOB) - does not interface with other systems
  • Share drive
  • Share points
  • Zoom
  • Project Management Application (Wrike)
• Trainers work on-site in Melbourne and around Australia
• Senior management to stay in Melbourne
• Melbourne campus handles administrative tasks
• Call Centre to stay in Melbourne
• Virtual teamwork practices between Melbourne and Sydney
• Website tailored to international students to be developed
• Sustainability policy and practices to be developed

Organizational Culture

Mix of Market and Hierarchy Culture:

Market Culture:

• Built on competition dynamics
• Goal-oriented focus
• Leaders are challenging and demanding
• United by goal to succeed
• Value drivers: market share and profitability

Hierarchy Culture:

• Founded on structure and control
• Formal work environment
• Strict institutional procedures
• Leadership based on organized coordination
• Values: consistency and uniformity

Concerns:

• Organization is top-heavy
• May not suit strategic objectives for growth
• Board of Directors invested in change process
• Intervention needed for departmental managers and teams
• Need for culture more suitable for innovation, sustainability, and agility

Operational Issues

• 15% increase in complaints about cultural sensitivity (last 6 months)
• Delays in marketing objectives due to team composition (2 part-timers, 1 contractor)
• 30% increase in corporate events (past 6 months)
• Increasing pressure on Call Centre
• COVID-19 decreased sales by 20%
• Company still maintains reasonable margin of new enrollments online

Sustainability

Board of Directors focus: Three pillars - planet, people, profit

Current State:

• Interest in sustainability training from induction
• Outdated policies and procedures
• No corporate social responsibility policy or strategy
• Board willing to invest $30,000 in philanthropic initiatives annually
• Some managers think sustainability = environmental sustainability only
• Most documents printed
• Plastic cups used in kitchenette
• No recycling bins on campus
• No sustainable procurement policy
• No local community support initiatives
• Thermostats on overnight
• No energy/water consumption review plan
• No waste management strategy
• Flexible work arrangements offered but not encouraged
• Staff want wellbeing program
• Company financially sustainable
• Board willing to invest $45,000 for CSR initiatives + $15,000 for environmental sustainability

Workforce Overview

Issues Reported:

• High turnover in academic department (30% yearly)
• Need for succession plan for management roles
• Gender unbalanced (70% men, 30% women)
• External recruitment focus, few advancement opportunities
• Staff survey findings:
  • Lack of advancement opportunities
  • Top-heavy management
  • Silo mentality
  • Not enough room for innovation
  • Lack of well-defined sustainability policy
  • Generic diversity policy
• HR practices focused on administrative duties
• Training on HR practice needed for management
• Staff lament lack of communication from top
• Sense of working in silos

Marketing

Website:

• Old-fashioned look, austere
• Not responsive
• Mobile version navigation difficult
• Heavy use of text
• Infrequent updates

Other Marketing:

• Social Media: FB page rarely updated, LinkedIn not in use
• Print advertisement: Industry magazine
• Referrals: Education agents paid 15% commission
• Discounts: 10% offered twice yearly
• Yearly marketing budget: $75,000
• Small team, not experienced in digital/social media marketing

Call Centre

Established: 6 months ago under Client Service Management

Purpose:

• Respond to current and potential student inquiries (inbound calls)
• Support relationships with education management (inbound calls)
• Support promotional campaigns (outbound and inbound calls)

Team:

• 5 full-time Agents
• 2 part-time Agents
• Operating hours: 7 days/week, 9am-5pm

Calls escalated to:

• Client Services Team (complex inquiries)
• Academic Team (student support)
• Marketing Team (contracts and enrollments)

Call Centre - Efficiency

Process: "One and done" approach

• Agent answers call
• Talk time with caller
• Wrap time (after-call tasks)

Performance metrics:

• Average call duration: 10 minutes

Factors impacting performance:

Talk time:

• Ability to control conversation
• Complexity of caller requests
• Caller's knowledge level
• Efficiency finding information
• Process efficiency

Wrap time:

• Ability to multitask (talk and type)
• Process efficiency
• Keyboard/PC skills
• System efficiency

Call Centre - Recruitment

Agent Requirements:

• At least 1 year call centre experience
• Typing speed: 60 WPM with zero errors
• Computer skills and CRM knowledge
• Basic literacy and numeracy
• Organizational abilities
• Administrative skills
• Good communication (written and verbal)
• Polite phone manner
• Good customer service skills
• Issue: Complaints about cultural intelligence

Call Centre - Turnover

• Last 3 months: 12% turnover
• Increased demand for coverage
• More lenient HR recruitment practices
• Decreased quality of recruited agents
• Contract Agents hired for temp work

Call Centre - Customer Service

Process for difficult calls:

1. Agent deals with problematic caller
2. Agent listens to entire story, keeps calm
3. Agent apologizes for problems
4. Agent ensures understanding
5. Agent tries to solve issue (has authority to compensate)
6. If caller unhappy, forwards to Supervisor
7. Supervisor takes charge

Call Centre - Handling Calls

Issues:

• Supervisor in separate office from Agents
• Supervisor often absent (meetings/managing two teams)
• Supervisor often busy when calls escalated
• Limited in-house software affecting:
  • Call times could be reduced with advanced technology
  • Associated costs
  • Customer satisfaction decreasing
  • Automatic call distributor often malfunctions

Agent Capabilities:

• Access single view of customer (CRM, Student Management, Learning Management)
• View customer contact/inquiry history
• Obtain status of escalated inquiries
• Issue: Requires opening different screens (not on one page)
• Causes distraction during difficult calls
• Decreased support ability

Additional Issues:

• System doesn't allow real-time reporting to management/marketing
• Agents write individual weekly reports via email
• Agents offer compensation in 65% of cases (increasing costs)
• Agents poorly trained in handling difficult conversations
• No counseling options available for Agents

Call Centre - Multi-skilling

Definition: Agent capable of many different call types

At MMI:

• Takes training to develop multi-skilled agents
• No progression plan implemented
• No clear career progression opportunities

Call Centre - Operations

Industry Trends:

• Moving toward flexible work practices
• Flexible working hours
• Increased part-time employment
• Shorter shifts for peak periods
• Workforce management tools

Shift Considerations:

• Understanding impact of shift length on productivity
• Long operational hours impact performance
• Appropriate shift rotation needed
• Full-time staff: one weekend/month
• Most weekend work allocated to part-time staff
• 8-hour shifts: adequate breaks needed
• Part-time staff: maximum 4-5 hour shifts, 20 hours/week max

MMI Issues:

• Staff turnover forced management to:
  • Roster best Agents 2-3 weekends/month (causing resentment, lowered morale)
  • Employ more contract Agents (reduced product knowledge)
  • Impact on service quality:
    • Customer satisfaction dropped to 75% (from 90%)
    • Team building activities decreased (from 4/month to 1/month)

Call Centre - Workforce Management

Rostering Software Benefits:

• Available for purchase: Specialized rostering software uses call data to calculate staffing needs
• Increase staffing efficiencies
• Cost savings
• Accurate staffing to match calling patterns
• Reduced roster construction time
• Analysis of Agent work time
• Ability to review and adjust staffing regularly

Currently: MMI does not use workforce management software

Call Centre - Performance Management and Reporting

Approach should reflect:

• Quality objectives
• Customer-facing nature of role
• Regular feedback from live calls
• Operational objectives
• Business objectives

Other factors affecting performance:

• IT systems performance
• Business processes effectiveness
• Physical work environment

Facility Feedback:

• State-of-art facilities
• Staff feedback:
  • Aesthetically pleasing but lacking ergonomic accessories
  • Agents prefer Supervisor in same room
  • Good sound absorption fillers, blocking screens, sound masking
  • Appreciate break rooms (kitchenette, comfortable room with TV)

Training Issues:

• Supervisor has double jack headset
• Coaching time limited
• Supervisor often doesn't follow up on training needs
• No simulated work environment for trainees to practice

Call Centre - Industry Standards vs MMI

Call Centre - Evaluation of Individual Agents

Metrics:

• Average calls per hour/day
• Threshold percentage of clerical work
• Average call transaction time

Quality Assessment:

• Call monitoring
• Callback evaluations
• Customer surveys
• Monthly statistics

Training Strategies:

• Induction training covering:
  • Customer Service skills
  • Call Handling skills
  • Communication skills
  • IT Systems familiarity
  • Business processes and context
  • Management training for supervisors

MMI Training:

• Reasonably good induction for Agents
• Supervisor requires additional training:
  • Coaching and mentoring staff
  • Complaint resolution
  • Self-leadership
  • Project Management

One-to-one Training:

• Remote (silent) call monitoring facilities
• Double jacking: Coach sits with Agent using double headset
• Observes 5-10 calls
• Feedback after each call
• Regular double jacking recommended: 1 hour/month

MMI Issues:

• Supervisor has double jack headset
• Coaching time limited
• Supervisor often doesn't follow up
• No remote call monitoring facilities
• No simulated work environment for practice
• Team meetings sporadic (average 1 every 3 months)

Call Centre - Quality Assurance

Call Monitoring:

• Strategy to ensure quality standards
• Measure customer interaction quality
• Identify training needs
• Methods: double jacking, silent monitoring, automatic recording

Automatic Call Recording:

• Digital voice recordings for analysis
• Track calling patterns
• Analyze call content and voice tones

Purpose:

• Development tool (not disciplinary)
• Call centre manager and team leaders: 10 call observations/staff member/month

Checklist Dimensions:

• Initial greeting
• Customer acknowledgement
• Use of courteous statements
• Displayed empathy
• Kept customer informed
• Listened effectively
• Quality of voice tone/pitch
• Effective use of questions
• Use of positive words
• Reaffirmed call outcomes/action
• Ending of call
• Call resolution/outcome
• Overall professionalism

MMI: Does not perform effectively scheduled call monitoring

Call Centre - Customer Callback Strategies

Benefits:

• Identify customer satisfaction levels
• Identify areas for improvement
• Public relations exercise
• Provide Agents with skill/task variety

Process:

• Contact 1-5% of customers from previous day
• Number depends on call volume
• Rotational basis for Agents
• Use call evaluation assessment form

MMI: Difficult to implement due to increased workload and limited Agents, but management welcomes recommendations

Call Centre - Mystery Calling

Process:

• Well-planned and structured strategy
• Independent organization recommended
• Free from bias

Key Decision Criteria:

• Determine purpose and objectives
• Establish customer scenarios
• Design evaluation form
• Agree on times and days
• Decide on call frequency
• Determine reporting format

MMI: Board of Directors keen on trialing

• Budget allocated: $28,000
• Implementation plan must include:
  • Selection of best company
  • Schedule for initiative
  • Development of evaluation form

Call Centre - Benchmarking

Timing: After 12-18 months of operation

Process:

• Compare critical processes against "Best in Class" call centers
• Detailed analysis of key operating procedures
• Understanding of efficiency achievements
• Time-consuming process

Key Task: Ensure benchmarking partners have significant resemblance

MMI: Board of Directors interested in comparing performance to best in business

Call Centre - Processes and Procedures

Operations Manual:

• Should specify all important processes and procedures
• Regularly updated
• Basis for quality accreditation (e.g., ISO9000)
• Documentation integral to quality accreditation

Should be:

• Developed in electronic format
• Utilized by all Call Centre staff
• Used for training and performance management

MMI Issues:

• Policies and Procedures provided in paper form
• Not reviewed/updated since first developed
• Improved processes not documented in CI register

Call Centre - Strategies to Reduce Transaction Costs

Advanced Technologies:

• Interactive Voice Response (IVR) units
• Voice recognition
• Rostering software
• Automatic call monitoring
• Sophisticated CRM databases

Other Efficiencies:

• Efficient resourcing through workforce management
• Effective performance management

MMI: Board of Directors interested in exploring cost reduction strategies

Call Centre - Generic Workflow Process

[Reference to workflow diagram in original document]

Sustainability

Latest Report Findings:

• Company financially sustainable
• Virtual teams trialed (last 3 months):
  • Operate well
  • Productivity dropped 5%
  • Management may reconsider work-from-home option
  • Research best practices for engaging virtual teams
• Lack of involvement with community projects (social sustainability)
• Financial performance monitored bi-monthly by Finance Manager
• Sustainable work practices monitored by individual departments against targets

Leadership and Management

Issues Reported:

• Lack of leadership skills in Client Service Manager
• Teams work in silos
• Little collaboration among departments
• Heavy management from top (Board of Directors)
• Little autonomy for departmental managers
• Quality Circle Meetings held bi-monthly
• No appropriate follow-up on agreed actions

Supply Chain

[Reference to supply chain diagram in original document]

• Learning material provided by individual departments
• Escalated inquiries resolved by relevant department
• Issue: Severe delays on escalated calls

Task 1: Learning Diary

Task Requirements

Complete a learning diary about your work as BC in CI and innovation management throughout Task 2. This will help identify strategies to improve your performance.

Learner Diary Template

Section 1: Identifying improvements in the Workplace

Reflect on your performance in Task 2, focusing on:

• Analysis of internal and external business environment
• Independent research
• Completing CI report (report writing)
• Gap analysis
• Identification and prioritization of improvement needs

What did you do well, what could you improve?

Section 2: Consulting with stakeholders

Address:

• Presenting reports, information, and data
• Facilitating discussion
• Negotiating agreed outcomes

Provide an example of each.

What did you do well, what could you improve?

Section 3: Mentoring team members

Mentoring team members on ways of working that contribute to CI.

Address:

• Did you choose the right topics? Why?
• What other topics would be useful to support team members in working with CI collaboratively?
• Were you confident when mentoring team members? Would you improve your knowledge of the topics?

Section 4: Using innovation methods and techniques

Address:

• How did you facilitate the meeting with the team when brainstorming solutions for the CI need?
• Did you choose the right brainstorming method? Would you use it again in the future? Why?
• How did you support team members to be more innovative? Provide an example.
• Was the coaching session well received?
• What did you do well? What could you improve?

Section 5: Implementing and evaluating the CI initiative

Address:

• Provide an example of how you applied problem-solving when addressing the scenarios in the assessment.
• What did you find most difficult when implementing the CI initiative?
• What would you add to the lessons learned report thinking about your reflection in this learning diary?

Section 6: Improvements

Develop a brief four-step action plan to address the opportunities for improvement identified in this learning diary.

Task 2: Identify Improvements

Task Requirements

• Read scenario and Company Overview
• Consider organizational policies and procedures
• Consult with cross-functional team for inputs and feedback
• Consult with CEO (assessor) for inputs and feedback
• Analyze performance reports and variances
• Identify and analyze changing trends and opportunities
• Perform independent research
• Conduct gap analysis
• Share analysis with team members
• Agree on improvement needs and opportunities
• Provide mentoring on ways of working that contribute to CI

Deliverables

• Develop CI review report using template
• Present CI review report to cross-functional team
• Mentor team on two topics relevant to CI
• Finalize report based on team feedback

Task 2.1: CI Review Report Template

Purpose of the Report

Brief statement on the purpose of the report.

Scope

The scope of the evaluation process (e.g., key organizational areas focused on).

STEEPLED Analysis - Overview

Perform a STEEPLED analysis focusing on trends, innovation, constraints, and competitive landscape. Include at least two points for each category. Be specific.

SWOT Analysis

Perform SWOT analysis focusing on innovation and continuous improvement factors. Identify at least 4 factors/section.

Changing Trends and Opportunities

Identify and analyze changing trends and opportunities relevant to the workplace (e.g., industry trends, sustainability practices, intellectual capabilities, operations). (50-100 words)

Supply Chain

Brief description and analysis of the organization's supply chain (downstream and upstream). Visual representation recommended. Highlight areas for improvement.

Operations

Analysis of operations and systems. Include analysis of:

• Organizational structure
• Professional development
• Leadership as key factors impacting operations

Perform quality gap analysis using service gap model. Identify significant gaps. Highlight areas for improvement. (100-200 words)

Monitoring and Evaluation Practices

Summarize strategies, tools, performance measures, and processes currently used to monitor and evaluate organizational performance and sustainability of critical systems and processes. Consider different types of sustainability. (50-100 words)

Gap Analysis

Conduct gap analysis for four (4) focus areas and identify improvement needs and opportunities.

Focus areas may include: technology, supply chain, operations, systems, leadership and management, HR improvements, or performance standards.

Recommendations

Based on your analysis, provide recommendations on how focus areas should be prioritized and recommend one key improvement/focus area.

Include one additional recommendation on more effective strategies to monitor and evaluate performance and sustainability of operational systems and processes.

Task 2.2: Cross-functional Team Meeting

Role-Play Requirements

Before commencing:

• Present draft CI review report developed in Task 2.1 to cross-functional team members (HR Manager, Marketing Manager, Client Services Manager)

During the task:

• Conduct meeting with cross-functional team members
• Deliver CI report review developed in Task 2.1
• Evaluate agreed recommendations
• Decide on priority area for improvement
• Mentor team on two topics of choice relevant to contributing to CI (examples: consultation, feedback, shared knowledge, cross-pollination of ideas, CI registers, training)

Role-play details:

• Your role: Business Consultant
• Other students' roles: HR Manager (x1), Marketing Manager (x1), Client Services Manager (x1)
• Duration: Approximately 20 minutes

Role-play script for Business Consultant:

• Deliver CI report review developed in Task 2.1
• Encourage cross-functional team to agree with recommendations
• Summarize meeting content
• Record details using Meeting Summary template

Role-play script for Cross-functional team members:

• Recommend changes if necessary
• Suggest areas of improvement
• Agree on changes to recommendations

Meeting Summary Template

Post-Meeting:

• Finalize CI review report based on consultation with team
• Submit final copy of CI review report

Task 3: Implement and Evaluate Innovative Processes

Task Overview

Implement innovative processes for continuous improvements.

Requirements

• Review CI review report
• Meet with team to brainstorm possible solutions
• Select one solution
• Coach team on how they can be more innovative
• Develop plan for CI intervention
• Communicate CI intervention plan to relevant stakeholders
• Implement plan based on given scenarios
• Evaluate CI Implementation

Task 3.1: Determine Solutions

Role-Play Requirements

Before commencing:

• Review CI review report
• Select brainstorming technique to use during meeting
• Develop coaching plan

During the task:

• Brainstorm ideas to address prioritized improvement need
• Deliver short 5-minute coaching session on how team members can be innovative
• List solutions brainstormed with team
• Shortlist two (2) solutions in consultation with team
• Select continuous improvement process to implement solution
• Perform cost-benefit analysis of two shortlisted solutions
• Select one solution based on analysis

Role-play details:

• Your role: Business Consultant
• Other students' roles: HR Manager (x1), Marketing Manager (x1), Client Services Manager (x1)
• Duration: Approximately 45 minutes

Role-play script for Business Consultant:

• Review CI report review developed
• Communicate and coach team members on how they can be innovative (e.g., brainstorming technique, ways to improve creativity, how to evaluate ideas)
• Brainstorm ideas to address prioritized improvement need

Role-play script for Cross-functional team members:

• Participate in brainstorming session
• Suggest solutions
• Help select CI process to implement solution

Brainstorming Method of Choice

Select a brainstorming technique to use during the meeting

Coaching Plan Template

Solutions

List the solutions brainstormed with the team (8-10)

Shortlist

Shortlist two (2) solutions in consultation with team. Consider:

• Board of Directors approved $50,000 budget for CI intervention
• Board approved maximum 8-month timeline for implementation and review
• Solution must deliver significant improvements (benefits) to selected need

Continuous Improvement Process

Select a continuous improvement process to implement the solution in consultation with the team (e.g., DMAIC).

Explain why you chose that process.

Cost-Benefit Analysis Template

Task 3.2: Develop CI Intervention Plan

Requirements

Develop plan for continuous improvement intervention based on business review report and meeting outcome.

Use template below to develop implementation plan for selected option in Task 3.1.

Innovation and CI Implementation Template

Scope and Objectives

Address:

• Scope of CI initiative (what is included and excluded)
• Objectives of implementation (List 3 SMART objectives)

Stakeholders

Register of stakeholders involved in CI intervention, including their role and responsibilities. (6-8 stakeholders)

Communication and Engagement

Address:

• Describe how stakeholders will be engaged in delivery of plan
• Outline high-level communication strategy to promote CI

initiative, inform all parts of progress, and support successful implementation (80-120 words)

Action Plan

Key operational activities needed to implement CI initiative. (5 activities)

Budget

Address:

• Based on estimated costs and resources, provide overall estimate of budget needed
• List five (5) key costs
• Include any contingency budget planned for unforeseen circumstances
• You can use a budget template or provide a summary

Risk Management Strategy

Identify high and medium level risks of CI intervention and plan for risk response. Risk response should be detailed. (5 risks)

Support

Develop strategy to support employees during implementation. Must include:

• Identify impact of changes and consequences for stakeholders
• Develop training strategy to support staff in implementation and achieving planned objectives (cost should be included in budget)
• Transition plan focusing on managing barriers to change and mitigating impact of resistance to change (cost should be included in budget) (150-200 words)

Rewards

Establish a reward strategy for continuous improvement, innovation, and learning. (50-100 words)

Evaluation

Develop strategy to evaluate CI initiative during and after implementation. Must include:

• How to regularly monitor implementation of CI initiative
• Evaluation methods to assess effectiveness post-implementation
• Approach to capture learning from activities to inform future work (mention what knowledge management system or processes will be used) (100-150 words)

Contingency Planning

Develop high-level contingency plan in event of non-performance of CI initiative (post-implementation). (50-100 words)

Task 3.3: Communicate the CI Intervention Plan

Requirements

Write two emails:

Email 1 - To Cross-functional Team:

• Share CI intervention plan
• Communicate objectives and expected outcomes
• Clarify expectations about their support for implementation
• Promote value of CI and innovation in workplace

Email 2 - To Board of Directors:

• Share and present CI intervention plan
• Communicate costs and benefits of innovation improvement
• Engage them to support plan
• Promote value of CI and innovation in workplace

Email Template

Task 3.4: Perform Implementation Activities

Scenario-Based Activities

Assume you are now implementing the CI intervention plan. The following scenarios occurred. Contextualize scenarios to reflect your plans and focus area as needed.

Scenario 1

Timeline: 50% implementation

Situation:

• Departments involved experiencing fatigue and stress
• Motivation for CI initiative fading
• One crucial communication activity delayed due to IT problems (won't be resolved for couple of weeks)
  • <Add achievement based on your plan>
• Three Call Centre Agents resigned last week

Required Activities:

Activity 1.1 - Design Survey

Design survey (6-8 questions with mix of open and closed questions) to investigate why departments are experiencing fatigue and stress.

Survey Form Template

Thank you for taking the time to complete this survey. The survey should take less than five (5) minutes to complete, and it will provide us with insights to improve the implementation of our CI initiative.

Activity 1.2 - Action Plan

Assume survey results provided the following information:

• Departmental managers not supporting staff with change
• Staff working overtime managing competing demands
• Wellbeing initiatives for staff not implemented
• Staff doesn't feel involved in providing feedback

Review your support strategy, focusing on transition plan. Develop action plan to implement initiatives to help with staff disengagement. (3-4 key actions)

Activity 1.3 - 5 Whys Analysis

Conduct 5 Whys Analysis to determine possible causes of Agent resignations.

Why did the Call Centre Agents resign?

Answer:

Why?

Answer:

Why?

Answer:

Why?

Answer:

Why?

Answer:

Activity 1.4 - Strategy for Emerging Challenges

Review 5 Whys Analysis and develop strategy to manage emerging challenges and opportunities.

Activity 1.5 - Contingency Plan for Communication

Develop contingency plan to announce CI achievement:

• Outline contingency plan
• Develop message to announce achievement (e.g., social media post using text and images)

Scenario 2

Timeline: 75% implementation

Situation:

• CI initiative running 10% over budget

Required Activity:

Activity 2.1 - Contingency Plan for Budget

Develop contingency plan to manage increase in budget needs.

Assume Board of Directors has not approved additional financial resources for CI initiative.

Outline contingency plan to keep initiative within budget and describe how it would be implemented.

Scenario 3

Timeline: 100% implementation

Situation:

• One key objective of CI plan not fully achieved (evaluation reports show performance 30% under expected targets)
  • Contextualize this scenario: <Add objective from your plan>
• When evaluating post-implementation results, planned improvement doesn't meet expected results with one or more of following occurring:
  • Productivity decreasing by 4%
  • Errors increasing by 5%
  • Customer satisfaction dropping by 8%
  • Staff turnover increased by 3%
  • Employees' dissatisfaction with leadership team grew by 20%
  • Select one indicator: <Add indicator>
• Overall, employees happy with innovative thinking skills learned
• Communication was frequent and effective
• Reward system worked well; organization wants to embed into HR practices
• CI initiative ran 18% over budget

Required Activities:

Activity 3.1 - Lessons Learned Report

Reflect on your work in this assessment, the scenarios, and how you addressed them.

Lesson Learned Template

Activity 3.2 - Email to BoD and Departmental Managers

Write email to Board of Directors and Departmental managers:

• Share content of lessons learned report
• Highlight learning needs for departmental managers
• Evaluate scenarios and their impact on CI initiative
• Communicate final costs and benefits of innovations and improvements (calculate based on impact scenarios had on planned targets)

Email Template

Observation Checklist

To be completed by the assessor

This checklist ensures the student demonstrates all required task deliverables during the project.

[Detailed observation checklist with 24 items covering all assessment requirements - each item to be marked as Yes/No with space for additional attempts if needed]

Competency Record Summary Sheet

Assessment Results

Comments:

Unit Outcome

☐ Competent

☐ Not Competent

Is re-assessment required: ☐ Yes ☐ No

Assessor Signature: ____________________

Student Signature: ____________________

Appendix 1

ASLI will conduct this assessment on its campus by setting a simulated business environment where conditions are typical of those in a working environment in this industry.

This includes access to:

• Workplace documentation and resources

Assessors of this unit must satisfy the requirements for assessors in applicable vocational education and training legislation, frameworks, and/or standards.