Assessment Task 1 – Review performance and sustainability
Performance objective –
To demonstrate the skills and knowledge required to review, evaluate and analyse programs, systems and processes.
Assessment description –
Based on the case study provided, you will write a report in which you outline a performance and sustainability review strategy, evaluate the strategy, analyse performance reports and trends, and describe how you would seek advice from specialists to identify technological solutions.
Procedure –
1. Read the case study ‘AC Gilbert’ in Appendix 1.
2. Analyse the information provided and prepare a report addressing the following six (6) points.
i. Describe the key systems and processes used by AC Gilbert:
a. Supply chain
b. Operational systems
c. Product/service delivery
ii. Analyse the three key systems and processes and develop the elements of your review strategy: applying your knowledge of quality management and continuous improvement theory, develop performance and sustainability measures, assessment tools and techniques that you would use to evaluate the effectiveness of the three key systems and processes.
In your report, include if applicable:
a. Lists of key result areas (KRAs)
b. Lists of key performance indicators (KPIs)
c. A description of performance review processes
d. A sample service level agreement.
iii. Using the data provided for results up to 1966, for each of the three key systems, describe how each of your measures, assessment tools and techniques would monitor performance. Include specific examples or hypothetical cases to test the effectiveness of the elements of your review strategy. Write an evaluation of the effectiveness of your review strategy. Suggest improvements to your strategy.
Refer to quality management and continuous improvement theory.
iv. Using the data provided for results up to 1966, analyse the variances from plans and targets for the key result areas (KRAs). Include discussion on performance with regards to:
a. quality – design/manufacturing
b. sales
c. profit
d. supply chain performance (delivery)
e. business growth – staff and management performance and/or turnover.
v. Discuss trends relevant to the organisation. What trends did AC Gilbert fail to identify in the late 1950s?
Consider the strengths and weaknesses of the AC Gilbert Company prior to 1960. Discuss the following in your report:
a. market share
b. reputation
c. stability
d. profit
e. sales
f. ability to adapt to change
g. customer service standards
h. innovation
i. employee performance
j. production and manufacturing.
Apply creativity skills to identify missed opportunities to improve business performance. Describe at least one missed opportunity in detail. include an action plan for implementing the improvement in your report.
vi. Imagine the company did not close in 1967 and has somehow managed to continue operations until today. Discuss the possible use of advice from specialists. What specialists could be consulted to advise on and identify new technology or electronic commerce opportunities? Consider:
a. Internal – engineers, production staff, manufacturing staff, sales personnel, human resources personnel.
b. External – marketing consultants, advertising experts, engineers or designers, IT consultants.
3. Submit your report to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records
Assessment Task 2 – Develop options for continuous improvement
Performance objective –
To demonstrate the skills and knowledge required to develop options for continuous improvement.
Assessment description –
Based on the case study provided, you will develop a performance improvement strategy, brief a team of peers on the strategy, develop the strategy and encourage innovation within the group session, and incorporate results of consultation into strategy. You will develop risk and cost-benefit analyses which you will submit to your assessor for approval.
Procedure –
1. Read the case study ‘A. C. Gilbert’ (Appendix 1). Assume no improvements have been made and the company is still operating in the same way today as when it closed in 1967.
2. Consider the following scenario:
Your manager, as per organisational processes for continuous improvement, has asked you to develop a performance improvement strategy, brief the management team, develop the idea with the team, seek the team’s approval and seek final approval from your manager.
3. Develop a one page performance improvement strategy related to competitiveness Include:
a. strategic goals
b. description of proposed process or amendment to current process
c. brief explanation of how proposal will improve performance and competitiveness
d. KRAs, KPIs, targets.
4. Prepare to deliver 20-30 minute management team briefing and consultation session:
a. distribute your proposed strategies to team (team members may be other learners, or other group approved by assessor)
b. ask team to consider strategy, including:
i. pros and cons
ii. changes or improvements to strategy
iii. preparing to discuss changes or improvements at team briefing and consultation session
c. agree time for session (agree time with assessor to ensure assessor can observe session).
5. Lead session.
a. discuss options and work through group suggestions
b. use creative techniques to generate or develop ideas
c. work through implications of suggestions to trial them
d. encourage group to point out issues or potential problems during trailing
e. if and when applicable, accept failure of ideas and recognise successful ideas.
6. Summarise results of session and seek group’s approval for amended strategy.
7. Incorporate results of session into revised strategy.
8. Develop a risk analysis for strategy.
9. Develop a cost-benefit analysis for strategy.
10. Arrange a time to meet with assessor (as your manager) to discuss strategy, risk and cost-benefit analyses. Explain costs and benefits. Seek approval for strategy.
11. Submit documents to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records.
Assessment Task 3 – Implement innovative processes
Performance objective –
To demonstrate the skills and knowledge required to implement innovative processes.
Assessment description –
Based on part 1 of the case study provided, you will develop an implementation plan to embed a new process. Based on part 2 of the case study, you will need to amend your plan to ensure success.
Procedure –
1. Turn to the case study ‘implement an innovative process’ (Appendix 1).
2. Review ‘Part 1 – Implementation’. Examine all aspects of the new process to be implemented.
3. Develop action plans for 1) transition, and 2) communication. In each action plan, include:
a. activities, objectives, measures (KPIs), timeframes
b. activities to promote the process and sustainability
c. activities to reduce any negative impact on people.
4. Develop at least two contingency plans related to possible implementation issues you foresee in relation to activities in your action plans.
5. Review ‘Part 2 – Follow up’. Examine implementation issues and failures.
6. Amend your action plans and contingency plans to address implementation failures.
7. Develop a schedule for evaluation and continuous improvement. Include regularly scheduled:
a. evaluation activities, regularly repeated over a suitable timeframe
b. evaluation activities to capture learnings from all work activities
c. activities to embed learning into work processes.
8. Submit documents to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records.
