BSBSTR601 Student Assessment Tasks (1)(1)
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Date
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Student Must Fill this Section
Unit Code / Title BSBSTR601 - Manage innovation and continuous improvement
Qualification Code / Title: RII60520 Advanced Diploma of Civil Construction Design Due Date: 10/03/2024 Student Name: Dikshya Shah Cohort/Batch: 2023 Campus:
Imperial Institute of Sydney
Student ID: 230327 Term: 1 Year: 2024 Privacy Release Clause: “I give my permission for my assessment material to be used in the auditing, assessment validation & moderation Process”.
Authenticity Declaration: “I declare that:
The material I have submitted is my own work;
I have given references for all sources of information that are not my own, including the words, ideas and images of others”.
Student Signature: Dikshya Shah Date: 27/02/2024 Assessment Outcome Assessor Name: Attempt and Tasks Satisfactory Not Yet Satisfactory Date Assessor Signature Initial attempt
Re- attempt/Re-
assessment
Assessment Task 1
Assessment Task 2
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 2 | Page Assessor Feedback to Students Assessment Outcome: Competent Not yet Competent Assessor Name: Assessor Signature and date:
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 3 | Page Information for Student:
This assessment is to be completed according to the instructions given below in this document.
Should you not answer the tasks correctly, you will be given feedback on the results and gaps in knowledge. You will be entitled to one (1) resubmission in showing your competence with this unit. Each onward attempt will incur a resubmission fee.
If you are not sure about any aspect of this assessment, please ask for clarification from your assessor.
Please refer to the College re-submission and re-sit policy for more information.
If you have questions and other concerns that may affect your performance in the Assessment, please inform the assessor immediately.
This is an Open book assessment which you will do in your own time but complete in the time designated by your assessor. Remember, that it must be your own work and if you use other sources then you must reference these appropriately.
Student must submit the completed Assessments on Moodle Re-assessment of Result and Academic Appeal Procedures:
If a student is not happy with his/ her results, that student may appeal against their grade via a written letter, clearly stating the grounds of appeal to the Chief Executive Officer. This should be submitted after completion of the subject and within fourteen days of commencement of the new term. Re-assessment Process:
An appeal in writing is made to the Academic Manager
providing reasons for re-assessment /appeal.
Academic Manager
will delegate another member to review the assessment.
The student will be advised of the review result done by another assessor.
If the student is still not satisfied and further challenges the decision, then a review panel is formed comprising the trainer in charge and the Academic Manager
or if needed, an external assessor.
The Institute will advise the student within 14 days from the submission date of the appeal. The decision of the panel will be deemed to be final.
If the student is still not satisfied with the result, he / she has the right to seek independent advice or follow external mediation option with nominated mediation agency.
Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-enrol in that subject. The cost of reassessment will be borne by the Institute. The external assessor will base his/her judgement based on principles of assessment. These principles require assessment to be reliable, fair, practical and valid. Academic Appeals:
If you are dissatisfied with the outcome of the re-evaluation process, you have a right to appeal through academic appeals handling protocol.
To appeal a decision, the person is required to complete the IIS’s Request for Appeal of a Decision Form with all other supporting documents, if any. This form is available at the admin office. The completed Request for Appeal form is to be submitted to the Student Support Officer either in hard copy or electronically via the following contact details:
Student Support Officer: IIS Head Office at Leve 3, Suite 302, Macquarie St, Parramatta, NSW 2150 Email: info@IIS.edu.au
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 4 | Page
The notice of appeal should be in writing addressed to the Chief Executive Officer and submitted within seven days of notification of the outcome of the re-evaluation process.
If the appeal is not lodged in the specified time, the result will stand, and you must re-enrol in the unit.
In emergency circumstances, such as in cases of serious illness or injury, you must forward a medical certificate in support of a deferred appeal. The notice of appeal must be made within three working days of the concluding date shown on the medical certificate.
The decision of Chief Executive Officer will be final.
Student would then have the right to pursue the claim through an independent external body as detailed in the students
’ complaint / grievance policy.
Plagiarism: Plagiarism means to take and use another person's ideas and or manner of expressing them and to pass them off as your own by failing to give appropriate acknowledgement. This includes material sourced from the internet, IIS staff, other students, and from published and unpublished work. Plagiarism occurs when you fail to acknowledge that the ideas or work of others arebeing used, which includes: •
Paraphrasing and presenting work or ideas without a reference •
Copying work either in whole or in part •
Presenting designs, codes or images as yourown work •
Using phrases and passages verbatim without quotation marks or referencing the author or web page •
Reproducing lecture notes without proper acknowledgement. Collusion: Collusion means unauthorised collaboration on assessable work (written, oral or practical) with other people. This occurs when a student presents group work as their own or as the work of someone else. Collusion may be with another RTO student or with individuals or students external to IIS. This applies to work assessed by any educational and training body in Australia or overseas. Collusion occurs when youwork without the authorisation of the teaching staff to: •
Work with one or more people to prepare and produce work •
Allow others to copy your work or share your answer to an assessment task •
Allow someone else to write or edit yourwork (without rto approval) •
Write or edit work for another student •
Offer to complete work or seek payment for completing academic work for other students. Both collusion and plagiarism can occur in group work. For examples of plagiarism, collusion and academic misconduct in group work please refer to IIS’s policy on Academic integrity, plagiarism and collusion. Plagiarism and collusion constitute cheating. Disciplinary action will be taken against students who engage in plagiarism and collusion as outlined in IIS’s policy. Proven involvement in plagiarism or collusion may be recorded on students’ academic file an
d could lead to disciplinary actions.
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 5 | Page Assessment Requirements You are required to complete and pass every task in the assessment in order to be deemed competent. Assessment Schedule Task Due Date Student Signature Trainer Signature Comments Task 1-2 Week
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 6 | Page This resource is copyright. Apart from any fair dealing for the purposes of private study, research, criticism or review as permitted under the Copyright Act 1968, no part may be reproduced by any process without written permission. The information contained in this resource is, to the best of the project team’s and publisher’s knowledge true and correct. Every effort has been made to ensure its accuracy, but the project team and publisher do not accept responsibility for any loss, injury or damage arising from such information.
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Contents Introduction 8
Assessment Task 1: Knowledge questions 9
Assessment Task 1: Checklist 16
Assessment Task 2: Project Portfolio 17
Assessment Task 2: Checklist 26
Final results record 32
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Introduction The assessment tasks for BSBSTR601 Manage innovation and continuous improvement are outlined in the assessment plan below. These tasks have been designed to help you demonstrate the skills and knowledge that you have learnt during your course. Please ensure that you read the instructions provided with these tasks carefully. You should also follow the advice provided in the Student User Guide
. The Student User Guide provides important information for you relating to completing assessment successfully. Assessment for this unit BSBSTR601 Manage innovation and continuous improvement
describes the skills and knowledge required to sustain and develop an environment in which continuous improvement, innovation and learning are promoted and rewarded. For you to be assessed as competent, you must successfully complete two assessment tasks:
Assessment Task 1: Knowledge questions –
You must answer all questions correctly.
Assessment Task 2: Project –
You must work through a range of activities and complete a project portfolio.
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Assessment Task 1: Knowledge questions Information for students Knowledge questions are designed to help you demonstrate the knowledge which you have acquired during the learning phase of this unit. Ensure that you:
review the advice to students regarding answering knowledge questions in the Student User Guide
comply with the due date for assessment which your assessor will provide
adhere with your RTO’s submission guidelines
answer all questions completely and correctly
submit work which is original and, where necessary, properly referenced
submit a completed cover sheet with your work
avoid sharing your answers with other students. Assessment information Information about how you should complete this assessment can be found in Appendix A of the Student User Guide
.
Refer to the appendix for information on:
where this task should be completed
the maximum time allowed for completing this assessment task
whether or not this task is open-book. Note
: You must complete and submit an assessment cover sheet with your work. A template is provided in Appendix C of the Student User Guide. However, if your RTO has provided you with an assessment cover sheet, please ensure that you use that.
i
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Questions Provide answers to all of the questions below: 1. Outline two methods for conducting cost-benefit analysis.
Monetary valuation
Qualitative Analysis 2. List three ways that knowledge management systems can be established in an organisation.
Document Management Systems (DMS)
Intranet and Collaboration Platforms
Communities of Practice (CoPs) 3. Complete the table to identify and explain three types of continuous improvement systems/processes that can be used in an organisation. The first row has been completed as an example for you to follow. System or Process Explanation Continuous improvement plan This sets out actions to be taken into the future. Lean Manufacturing The term "lean manufacturing" refers to a methodical strategy for improving production efficiency and decreasing waste. Its primary goal is to find and remove steps that do not improve the end result. Some examples of lean principles include the 5S technique, Kanban systems, and Just-in-Time (JIT) manufacturing. Organisations may boost output, quality, and customer happiness by cutting down on waste. Total Quality Management (TQM) TQM, or Total Quality Management, is a systemic way to improve and maintain high standards throughout a whole business. It calls for an organizational-wide change in attitude towards a growth mentality that includes each and every worker. The four pillars of Total Quality Management (TQM) are customer focus, staff engagement, process improvement, and decision-making based on data. Its goal is to provide customers with high-quality goods or services that meet or beyond their expectations..
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Six Sigma Improving process performance by detecting and removing deviations or flaws is the goal of Six Sigma, a data-driven technique. In order to quantify and examine process capabilities and decrease variability, it makes use of statistical tools and methodologies. The target performance level for Six Sigma is 3.4 faults per million opportunities (DPMO), which is considered near perfection in the field. 4. Complete the following table regarding creativity and innovation theories and concepts. List one creativity and one innovation theory Summarise the theory, including key concepts Osborn's Creative Problem Solving (CPS) Creative issue resolution (CPS) is a method that Alex Osborn developed as an organised approach to issue resolution and idea generation. There are several essential stages: Step one is to define the issue or challenge precisely. Step two is to come up with a large number of ideas without passing judgement. Step three is to develop solutions by further investigating and improving the best ideas. Step four is to plan how to put the answer into action. Deferring judgement, fostering wild ideas, and enhancing and mixing ideas are key components to foster creativity. Creative problem-solving and brainstorming sessions often make use of Osborn's CPS. Diffusion of Innovations Theory Everett Rogers put out this hypothesis to explain the pace, mechanism, and context of the diffusion of new ideas and innovations in social systems. It elucidates the steps that people and communities take to embrace novel concepts: (1) The first to embrace a new idea are known as innovators. (2) The second wave of adopters are known as early adopters. (3) The third wave of adopters, the early majority, follow the lead of innovators and early adopters. (4) Sceptics, the late majority, embrace innovations after they've become social norms. (5) Those who lag behind are the last to embrace innovations. Observability, trialability, complexity, compatibility, and relative benefit are some of the elements that the theory identifies as impacting the adoption process. When applied to a specific setting, it aids in comprehending and forecasting the spread of innovations. 5. Discuss (in one or two paragraphs) three principles that are relevant to organisation learning. In your answer, identify the principles and explain what each one means as an organisational learning principle. Double-Loop Learning:
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Instead of stopping at fixing mistakes (as in single-loop learning), the idea behind double-loop learning is to challenge and maybe alter the factors and assumptions that drive an organization's policies and procedures. As part of double-loop learning, companies check the veracity of their core ideas and plans in addition to the efficacy of their activities. Organisations may better respond to changing conditions by embracing this approach, which promotes introspection and change. It encourages a more flexible approach to problem-solving and questions existing conventions, which in turn fosters an innovative culture that is committed to constant development. Learning Organization: The ability of an organisation to learn and adapt to new information and insights is central to Peter Senge's notion of a learning organisation. Creating a learning environment that is conducive to people, teams, and the company as a whole is an important part of this. Knowledge generation, sharing, and application are highly valued in a learning organisation. It encourages people to talk to one other, work together, and learn new things that will help them and their company succeed. Understanding that learning is a group endeavour that strengthens the organisation as a whole rather than a solitary pursuit is essential to this notion. Knowledge Transfer and Sharing: One of the cornerstones of organisational learning is knowledge transfer and sharing, which stresses the need of efficiently exchanging important information and expertise across the company. It entails establishing protocols and systems that allow for the sharing of knowledge, data, and experiences. This guiding concept acknowledges that information is a resource that can be fully used when it is disseminated and used by all members of the organisation. Methods that adhere to this notion include the introduction of mentoring programmes, collaborative tools, communities of practice, and platforms for sharing information. Organisations may tap into the collective wisdom of their employees by encouraging a culture of sharing information. 6. Complete the following table regarding quality management and continuous improvement theories. List one quality management and one continuous improvement theory Summarise the theory, including key concepts Total Quality Management (TQM) The goal of Total Quality Management (TQM) is to ensure that a company's operations are consistently high-quality. It stresses the need of a mentality change towards a growth mentality. Essential ideas encompass: First and foremost, TQM is client focused; that is, it focuses on meeting or surpassing customer expectations. (2) Staff Engagement: We want every single one of our workers to become involved with our quality improvement initiatives. Thirdly, TQM strives for continual improvement in all aspects of its operations, including processes, products, and services. The fourth
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 method is the process approach, which stresses the need of controlled and well defined procedures. (5) judgements About Quality Based on Data: Total Quality Management (TQM) uses data and statistical approaches to make judgements. If you want to make sure you're getting high-quality inputs, number six on the list is to form strong ties with your suppliers. The goal of Total Quality Management (TQM) is to achieve excellence in quality across the board by including all levels of an organization's employees, from executives to entry-level workers. Kaizen (Continuous Improvement) Continuous, incremental improvement of processes, goods, and services is the core of the Japanese concept known as kaizen. It entails making regular, little adjustments to boost productivity, quality, and total output. Essential ideas encompass: (1) Ongoing Effort: The concept of kaizen highlights the need of always striving for improvement. Second, do little things at a time: kaizen advocates for incremental improvements rather than radical overhauls. 3. Employee Empowerment: It is urged that frontline staff take initiative to enhance their own work environments. Fourthly, Waste Elimination: The goal of kaizen is to cut down on or do away with everything that doesn't provide value. Establishing standard methods aids in maintaining and building upon advances, which brings us to point (5) standardisation. Kaizen values each employee's perspective and input into the improvement process, which brings us to our sixth point: respect for people. Lean Manufacturing and Lean Six Sigma extensively use kaizen, a core component of Lean thinking. It promotes an environment where people are always trying new things and learning. 7. Discuss three concepts associated with risk management. As part of your answer, provide an example of how each concept may relate to organisational learning. Risk Identification: The term "risk identification" refers to the steps taken by an organisation to catalogue, evaluate, and record any possible threats to its goals and daily operations. This involves being aware of potential internal and external causes of unsavoury results. A natural catastrophe that might interrupt the supply chain is one example of a risk that could be recognised in a manufacturing organisation. Connection between Organisational Learning and: Organisations may learn to diversify their supply chains, prepare for redundancies, or find new suppliers when they've identified such a risk. The organisation may strengthen its ability to withstand future dangers of a similar kind via this learning process. Risk Assessment and Evaluation:
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 To do a risk assessment, one must first identify possible hazards and then rank them according to probability and possible effect. This is useful for identifying which dangers are most pressing and allocating resources accordingly. As an example, a risk assessment at a bank can show that there's a high chance of losing money if you're invested in a certain kind of investment. Connection between Organisational Learning and: This analysis may help the company figure out how to lessen the impact of potential negative outcomes by doing things like increasing the thoroughness of their due diligence procedures for high-risk ventures or simply spreading their investment capital around. The capacity of the organisation to make educated choices about risk exposure is improved via this learning process. Risk Mitigation and Management: Implementing solutions to decrease the chance or effect of recognised hazards is what risk mitigation is all about. Steps like getting insurance or making a backup plan are examples of what this category encompasses. As an example, a risk mitigation plan for an IT organisation may include strong cybersecurity procedures and frequent data backups to reduce the likelihood of a cyber-attack. Connection between Organisational Learning and: The procedure teaches the company how to create and improve its risk management plans. It learns which risk-reduction strategies work and which areas can need some more work. The risk management framework becomes stronger and more flexible as a result of this learning. 8. Explain how to conduct a gap analysis of an organisational system. Conducting a Gap Analysis of an Organizational System: The purpose of a gap analysis is to compare the existing condition of a system or process inside an organisation with its ideal or target state. A gap analysis follows these steps Identify the Objectives: Be as explicit as possible about the goals you have and the performance indicators you want to use. These might pertain to compliance, quality, efficiency, or anything else that is pertinent Determine the Current Statem Collect facts and statistics on the organization's present system status. Process reviews, performance metric collections, and surveying or interviewing might all be part of this. Define the Desired State: Specify in detail the optimal or target condition of the system. That is the standard by which all others are measured. Clearly articulate what the ideal or desired state of the system should be. This sets the benchmark for comparison.
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Analyse the Gap Make a comparison between the present and the ideal condition. Find the places where the two differ or disagree. Areas that need improvement have been identified. Clearly articulate what the ideal or desired state of the system should be. This sets the benchmark for comparison. Analyse the Gap: Compare the current state to the desired state. Identify the gaps or discrepancies between the two. This highlights areas where improvements are needed. Prioritize Actions Prioritise the holes that have been found according to how feasible and impactful they are. There may be certain holes that need fixing right now, and there may be others that can wait. Develop an Action PlanTo fill up each of the gaps you've found, you need an action plan that specifies who will do what by when. Implement and MonitoStart carrying out the strategy. Make sure the gaps are being filled successfully by constantly monitoring progress and adjusting tactics as required.
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Assessment Task 1: Checklist Student’s name:
Dikshya Shah
Did the student provide a sufficient and clear answer that addresses the suggested answer for the following? Completed successfully?
Comments Yes No Question 1 Question 2 Question 3 Question 4 Question 5 Question 6 Question 7 Question 8 Task outcome:
Satisfactory
Not satisfactory Assessor signature: Assessor name: Date:
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Assessment Task 2: Project Portfolio Information for students In this task, you are required to demonstrate your skills and knowledge by working through a number of activities and completing and submitting a project portfolio. You will need access to:
a suitable place to complete activities that replicates a business environment including a meeting space and computer and internet access
your learning resources and other information for reference
BSBSTR601 Simulation Pack
or access to relevant team members, information and workplace documentation and resources at your organisation
Project Portfolio template. Ensure that you:
review the advice to students regarding responding to written tasks in the Student User Guide
comply with the due date for assessment which your assessor will provide
adhere with your RTO’s submission guidelines
answer all questions completely and correctly
submit work which is original and, where necessary, properly referenced
submit a completed cover sheet with your work
avoid sharing your answers with other students. Assessment information Information about how you should complete this assessment can be found in Appendix A of the Student User Guide
.
Refer to the appendix for information on:
where this task should be completed
how your assessment should be submitted. Note
: You must complete and submit an assessment cover sheet with your work. A template is provided in Appendix B of the Student User Guide. However, if your RTO has provided you with an assessment cover sheet, please ensure that you use that. i
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Activities Complete the following activities: 1. Carefully read the following: This project requires you to complete a range of activities relevant to managing continuous improvement and innovation for one organisation as a whole or one work area within an organisation (e.g., a department of a company). To do this, you will assume a managerial role and communicate with team members and other stakeholders to improve the work environment for the organisation or work area. Vocational education and training is all about gaining and developing practical skills that are industry relevant and that can help you to succeed in your chosen career. For this reason, we are giving you the choice to base this project on your own business, one you work in or a familiar with, or you can use the case study provided. This will mean that you are applying your knowledge and skills in a relevant, practical and meaningful way to your own situation! If you are using the case study business, all relevant information for you to complete this assessment can be found in the Simulation Pack. If you are basing this assessment on your own choice of business or work area, make sure you have access to all required information (read through the requirements in the green boxes below for further information). Speak to your assessor to get approval if you want to base this on your own business. You will be collecting evidence for this unit in a Project Portfolio
. The steps you need to take are outlined below. Before you begin, complete page 4 of your Project Portfolio
. Start working on Section 1
of your Project Portfolio
. Steps 2 to 4 form part of Section 1. If you are basing this assessment on your own business, you need access to at least two written documents that provide information about your organisation or work area’s:
processes and systems (including supply chain)
plans
continuous improvement systems, processes, and innovations
performance (including mathematical information). You also access to policies and procedures that outline processes for approvals, project management, change management and knowledge management. Examples of such documents include:
Strategic Plan
Operational Plan
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Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150
Project documentation (such as the Schedule, Project Briefing and Status Reports)
Continuous improvement Policies and Procedures
Project Management Policy and Procedures
Change Management Policy and Procedures
Communication Policy and Procedures
Performance Reports. Examples of mathematical information include:
budgets (forecast and actual)
number of customer complaints
amount of rework required. 2. Review organisational documentation. Read at least two written documents that provide information about the business, its operations/processes, plans and continuous improvement systems, processes, and innovations. Also read at least one policy and procedures that outlines the organisation’s processes for approvals, project management, change management and knowledge management. Make notes (for example using comments, highlighting or other review tools) on the documents as you read them to help you interpret the information. If you are basing this assessment on the case study, read the following documents:
Case study details
Strategic and Operational plans
Organisational structure
Internal and External Communication Policies and Procedures. Summarise the information you’ve collected. Your summary should address:
key objectives
key decision makers
key operational processes
supply chain details
strategies to monitor and evaluate performance and sustainability of key systems and processes
current continuous improvement systems, processes, and innovations in place i
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
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www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150
requirements for approvals, change management, project management and knowledge management. 3. Summarise and analyse current performance for the organisation or work area to identify required changes or improvement opportunities. Collect information about your business’ performance. Do this by reading availab
le performance reports (that include mathematical information). If you are using the case study, review the 2021. Performance Overview in the Simulation Pack
. Based on the information you’ve collected, summarise and analyse the current performance of your chosen organisation or work area to identify changes or improvement opportunities. To do this first:
summarise current performance (including mathematical information) and identify variances from existing plans
identify and analyse trends and opportunities relevant to the organisation or work area
analyse supply chains and the operational and service systems using Gap analysis and determine the cost-benefits of the changes, improvements, or new ideas. As you analyse the way things are currently done, remember that this is just one way of doing things and improvement or changes are possible. In your gap analysis, identify areas needing improvement or changes and suggest new ideas that may be trialled and tested to meet the need or opportunity. After your analysis, set objectives for continuous improvement and the way things work. 4. Identify team members and seek their input. Identify team members who can assist with continuous improvement and innovation in the workplace. Describe best practice ways of working that teams can use to achieve continuous improvement and to be innovative. Also identify learning opportunities for the team to improve their skills and knowledge in relation to continuous improvement and innovation. Draft an email to these team members seeking their input for continuous improvement in the organisation or work area. In your email:
promote the value of creativity, innovation, and sustainability i i
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150
communicate the objectives for improving the way things work, expectations and desired outcomes
summarise the changes, improvements, and new ideas you’ve already identified including the cost-benefit of the new ideas.
seek their advice to identify further opportunities for improvement and to select three changes/improvements/new ideas to focus on. The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style. If you are using the case study, your assessor will respond to your email in the role of a team member when they mark Section 1
of your Project Portfolio. If you are using their own business, the actual team members may provide the advice, or you may ask your assessor to play the role of the team members and provide feedback instead.
Make sure you have answered all questions in Section 1. You are required to attach certain documents as part of your evidence –
review the documents you need to attach as outlined in Section 1 of the Project Portfolio
. Submit Section 1 to your assessor. Start working on Section 2
of your Project Portfolio
. Steps 5 to 8 form part of Section 2. If you are using your own business, you need access to team members willing to participate in mentoring and coaching. These people must agree to their participation being viewed by your assessor. 5. Plan for continuous improvement. Select three
changes, opportunities, or new ideas to focus on as part of your continuous improvement efforts. Justify your choice, considering the need, resources available, and constraints. Develop a Continuous Improvement Plan. Your plan must include:
Key Performance Indicators (KPIs) associated with the continuous improvement objectives
continuous improvement systems and processes
key actions, resources, constraints, and timeframes to achieve continuous improvement and innovation as you implement your chosen changes/opportunities/new ideas
impact the changes/opportunities/new ideas will have on the organisation, the consequences for people
and the related transition plans
risk management to determine risks, outcomes, risk responses and contingencies for the Continuous Improvement Plan (including non-
performance of staff members) i
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150
communication plans to manage changes associated with continuous improvement efforts
rewards for staff who have succeeded in their continuous improvement efforts
the knowledge management system to be used to capture continuous improvement plans and learnings. Use the work you’ve done in Section 1
of the Project Portfolio
as well as the input provided by your assessor (in the role of a team member) to select and plan for continuous improvement
. Use the template provided in the Project Portfolio
. Your communication plans should adhere to any project management and change management requirements of your organisation. Remember to consider the audience when determining what to communicate, how to communicate, when to communicate and why the communication is necessary. 6. Coach and mentor team in continuous improvement and innovation. Prepare to coach and mentor the continuous improvement team members (identified in step 4). To do this:
Read through the steps below and make notes to use at the meeting.
Explain how you will facilitate effective group interaction and build rapport with the team members to ensure positive working relationships.
Set questions to ask team members about their vision for continuous improvement to guide your mentoring (e.g., how can you contribute to the continuous improvement team, what benefits do you want to obtain from being part of this team? etc).
Prepare to coach team on how to be innovative (e.g., select a creative thinking tool such as opposite thinking that you will introduce them to and demonstrate).
Create a questionnaire that you will use to seek feedback from team members on how you ran the meeting. Keep in mind that coaching focuses on the present immediate situation whereas mentoring focus on the future. Meet with at least two team members (identified in Section 1
of your Project Portfolio)
. At your meeting:
Thank the team members for their contribution to further identify improvement opportunities and agree with their input (your assessor provided this input in the role of the team members when marking Section 1 of your Project Portfolio).
i i
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150
Collaborate to create a list of why creativity and innovation are vital for your organisation (or work area) to achieve its outcomes.
Share the best practices (you identified in step 4) on continuous improvement and innovation with the team.
Mentor the team members on how they could in the future work to contribute towards continuous improvement.
Coach team members on how they can be innovative (e.g., by demonstrating how to use a creative thinking technique such as opposite thinking).
Briefly discuss your Continuous Improvement Plan and confirm with the team members that objectives, timeframes, measures, and communication plans are in place so that the plan can be implemented.
Seek feedback (using the questionnaire you created) from each team member on your own performance at the meeting. As you conduct the meeting, make sure you facilitate effective group interaction and build rapport to establish positive working relationships This meeting may take place with actual people who work for/are associated with your chosen business. Alternatively, classmates or your assessor may play the role of the team members. This can either be viewed in person or online by your assessor or you may like to video record the session for your assessor to watch later. Your assessor can provide you with more details at this step. Make sure you follow the instructions above and take no longer than 20 minutes. If this session is not viewed in person by your assessor, you will attach proof of the meeting to Section 2 of your Project Portfolio
. 7. Implement changes or improvements. Choose one change/opportunity/new idea (described in your Continuous Improvement Plan) and implement it. Examples of implemented changes or improvements could be:
Develop a flowchart to show a new, more efficient process and place it in a convenient location (e.g., flow chart showing how to decide whether to print a document should be placed at the printer).
Place a compost bin in the staff kitchen to improve sustainability.
Download the software for a new information management system and set up the folder structure. If you are using the case study, you are required to notify sales staff of the new cloud-based product and schedule their training in its use. This should be done by creating a bulletin notice for the staff bulletin and creating a calendar invite for staff to attend training. i i
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 8. Address impact of change. Choose one transition plan (described in your Continuous Improvement Plan) that addresses the impact of the change or improvement and implement it. Examples of implemented actions or transition plans include:
create a social media post to communicate the change to customers
send an email to staff notifying them of the change
create and distribute a fact sheet about the changes or improvements. If you are using the case study, you are required to create a social media post advertising the new product to existing and new customers. Make sure you have answered all questions in Section 2. You are required to attach certain documents as part of your evidence –
review the documents you need to attach as outlined in Section 2
of the Project Portfolio
. Submit Section 2
to your assessor. Start working on Section 3
of your Project Portfolio
. Steps 9 and 10 form part of Section 3
. Assume that your Continuous Improvement Plan has been approved and a period has passed. Your assessor will have provided you with simulated performance outcomes relevant to your unique Continuous Improvement Plan to use to complete the next steps. 9. Monitor and evaluate continuous improvement and innovation. Provide an evaluation of how well you believe continuous improvement systems are working. Base your evaluation on the Staff Survey comments (in the Simulation Pack
). Recognise successes by drafting an email to the project team congratulating them on their successes. The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style. Describe at least one non-performance failure and analyse the causes. Implement your contingency plan for non-performance (as described in your Continuous Improvement Plan). If you are using the case study, you are required to develop a fact sheet that can be used as training to help the relevant staff members perform as required. The contents of your fact sheet will depend on the unique non-performance details supplied by your assessor. For example, if the non-performance is related to using i i i i
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 automated systems, the fact sheet could explain the benefits of process automation. Identify and manage new challenges and opportunities by updating your Continuous Improvement Plan. As you update the plan, confirm that learning from activities are captured and managed using the relevant knowledge management systems. 10. Submit your completed Project Portfolio. Make sure you have completed all sections of your Project Portfolio
, answered all questions, provided enough detail as indicated and proofread for spelling and grammar as necessary. Submit to your assessor for marking.
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Assessment Task 2: Checklist Student’s name:
Dikshya Shah
Did the student: Completed successfully?
Comments Yes No Review and summarise:
two written organisational documents that provide information about the business, its operations/processes, plans and continuous improvement systems, processes, and innovations
at least one policy and procedures that outlines the organisation’s processes for approvals, project management, change management and knowledge management? Summary includes:
key objectives
key decision makers
key operational processes
supply chain details
strategies to monitor and evaluate performance and sustainability of key systems and processes
current continuous improvement systems, processes, and innovations in place
requirements for approvals, change management, project management and knowledge management? Summarise and analyse the current performance of the organisation or work area to identify changes or improvement opportunities, including:
summarising current performance (including mathematical
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 information) and identifying variances from existing plans
identifying and analysing trends and opportunities relevant to the organisation or work area
analysing supply chains and the operational and service systems using Gap analysis and determining cost-benefits of options? Identify team members:
Identifying team members who can assist with continuous improvement and innovation in the workplace
Describe best practice ways of working that teams can use to achieve continuous improvement and to be innovative
Identifying learning opportunities for the team to improve their skills and knowledge in relation to continuous improvement and innovation? Seek team member input by drafting an email to team members seeking their input for continuous improvement in the organisation or work area. The email:
promotes the value of creativity, innovation, and sustainability
communicates the objectives for improving the way things work, expectations and desired outcomes
summarises the changes, improvements, and new ideas already identified including the cost-
benefit of the new ideas
seeks advice to identify further opportunities for improvement and to select three changes/improvements/new ideas to focus on?
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Plan for continuous improvement, including:
selecting three changes, opportunities or new ideas to focus on as part of the continuous improvement efforts and justifying their choice (considering the need, resources available, and constraints)
developing a Continuous Improvement Plan that include: o
Key Performance Indicators (KPIs) associated with the continuous improvement objectives o
continuous improvement systems and processes o
key actions, resources, constraints, and timeframes to achieve continuous improvement and innovation o
impact the changes/opportunities/new ideas will have on the organisation, the consequences for people and the related transition plans o
risk management to determine risks, outcomes, risk responses and contingencies (including non-performance of staff members) o
communication plans to manage changes associated with continuous improvement efforts o
rewards for staff who have succeeded in their continuous improvement efforts o
the knowledge management system to be used to capture continuous improvement plans and learnings?
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Coach and mentor team in continuous improvement and innovation, including:
preparing to meet with team by: o
explaining how they will facilitate effective group interaction and build rapport with the team members to ensure positive working relationships o
setting questions to ask to guide mentoring and preparing to coach team members o
creating a questionnaire to seek feedback from team members on how you ran the meeting
meeting with at least two team members to: o
facilitate effective group interaction and build rapport to establish positive working relationships o
thank the team members for their contribution to further identify improvement opportunities and agree with their input o
collaborate to create a list of why creativity and innovation are vital for the organisation (or work area) to achieve its outcomes o
share the best practices on continuous improvement and innovation o
mentor the team members on how they could in the future work to contribute towards continuous improvement o
coach team members on how they can be innovative
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 o
briefly discuss your Continuous Improvement Plan and confirm with the team members that objectives, timeframes, measures, and communication plans are in place so that the plan can be implemented o
seek feedback (using the questionnaire you created) from each team member on your own performance at the meeting? Choose one change/opportunity/new idea and implement it? Choose one transition plan that addresses the impact of a change or improvement and implement it? Monitor and evaluate continuous improvement and innovation by:
evaluating how well continuous improvement systems are working
recognising successes by drafting an email to the project team congratulating them on their successes
describing at least one non-
performance failure and analysing the causes
implementing a contingency plan for non-performance
identifying and managing new challenges and opportunities by updating the Continuous Improvement Plan
confirming that learning from activities is captured and managed using the relevant knowledge management systems?
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Task outcome:
Satisfactory
Not satisfactory Assessor signature: Assessor name: Date:
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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525
| info@iis.edu.au
|
www.iis.edu.au
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Final results record Student name: Dikshya Shah
Assessor name: Date: 27/02/2024
Final assessment results Task Type Result Satisfactory Unsatisfactory Did not submit Assessment Task 1 Knowledge questions S U DNS Assessment Task 2 Project Portfolio S U DNS Overall unit results C NYC Feedback
My performance in this unit has been discussed and explained to me.
I would like to appeal this assessment decision. Student signature: Dikshya Shah
_____________________________ Date: 27/02/2024
______
I hereby certify that this student has been assessed by me and that the assessment has been carried out according to the required assessment procedures. Assessor signature: ______________________________________ Date: _______________
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