Facilitate Continuous Improvement: Strategies and Tools

This article discusses the strategies and tools to facilitate continuous improvement in organizations. It covers topics such as PDCA cycle, employee involvement, communication, training, SIPOC model, pie charts, time wasters, skills monitoring, process monitoring, action plan, employee reward system, cost and quality, and common cause and special cause of variations.

Running head: FACILITATE CONTINUOUS IMPROVEMENT
FACILITATE CONTINUOUS IMPROVEMENT
Name of the Student:
Name of the University
:
Author note:

FACILITATE CONTINUOUS IMPROVEMENT
Continuous improvement is a persistent effort which involves the “plan- do -check-
act”(PDCA) cycle which helps in identifying an opportunity, implement the transition on a
small scale, utilize data in order to evaluate results of the transition and lastly execute the
operation on the broader scale if change is accomplished(Dale 2015).
Employee involvement in decision-making procedure is significant as it effectively
diminishes the gaps and further opens areas of communication between supervisors and
employees (Boer et al. 2017). It offers an opportunity to share the knowledge and enhance the
relationship between the manager and employee by encouraging a strong sense of team
participation among workers.
Significance of communication in continuous improvement process aids behavioral
changes of the organization and facilitates in the developmental sustainability(Boer et al. 2017).
Stakeholders like customers or investors must be involved in the communication specifically
for face-to-face communication to make them understand the transitions and further establish
trust within the stakeholders.
Training provides adequate knowledge to let individuals perform specific task
efficiently. While coaching helps a person to accomplish particular goals. However mentor
belonging to the same industry answers to personal experience with the individual in order to
improve his or her self being (Stewart 2014).
SIPOC model (suppliers input process output customers) is referred to a visual tool
for documentation of business processes from beginning to an end these diagrams are father
considered to be high level process maps as they contain brief information about the
organisation.

FACILITATE CONTINUOUS IMPROVEMENT
Pie Charts are useful in data representation whereby the nominal data is categorised in
accordance to descriptive detail generally implemented to show the proportional data usually
represented by each category and further provided following to the corresponding slice of pie
(Fukuda 2018).
Time wasters cause unexpected interruptions and issues related to staffing and recruiting
which tends to shift the focus of the employees and reduces the organisational growth.
Skills monitoring is referred to the fundamental scientific methodology that facilitates
the effective documentation of the organisational development and efficiency in a modified
manner.
Process monitoring is an evaluation of the program processes belongs to the overall
assessment of the program that involve responding to the queries of social program in a
methodical approach(Boer et al. 2017).
Action Plan is a detailed plan which fundamentally comprises of strategic aims and
objectives, outcomes as well as outputs which includes a budget, financing strategy to
demonstrate the vision prevailing among the stakeholders. As this information aim to reveal the
operational purposes and focus performance development, it is recognized as immensely
significant to any organization.
Employee reward system is a program to recognise performance of employees and
motivate them on individual or group levels. Companies of employee rewards are unique
rewards, verbal praise, spontaneous applause, micro bonuses and personalizing
appreciation(Boer et al. 2017).

FACILITATE CONTINUOUS IMPROVEMENT
Relation between cost and quality is considered to be positive whereby appraisal cost
with prevention cost has been noted as an inverse relationship along with the failure cost. It has
been noted that appraisal cost with prevention cost enhances my father improving the quality and
reducing the cost of failure in the organisation.
Common cause lies within three standard deviations from the mean where 99.7 3% of
values are anticipated to be positioned. For example, an employee with less punctuality skills is
giving two days but takes two additional days to accomplish the particular task. While special
cause of variance is the unanticipated circumstances influence the process in organization. A
malfunction of a machine or a power cut is considered random things can be cited as examples of
special cause of variations (Boer et al. 2017).

FACILITATE CONTINUOUS IMPROVEMENT
References
Boer, H., Berger, A., Chapman, R. and Gertsen, F. eds., 2017. CI Changes from Suggestion Box
to Organisational Learning: Continuous Improvement in Europe and Australia: Continuous
Improvement in Europe and Australia. Routledge.
Dale, B., 2015. Total quality management. John Wiley & Sons, Ltd.
Fukuda, R., 2018. CEDAC: A tool for continuous systematic improvement. Routledge.
Stewart, C., 2014. Transforming professional development to professional learning. Journal of
Adult Education, 43(1), p.28.