Facilitate Continuous Improvement: Quality Systems, Learning Philosophy, Performance Measurement, Six Sigma, and Competitive Edge

Facilitate continuous improvement1
FACILITATE CONTINUOUS IMPROVEMENT
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Facilitate continuous improvement 2
Task one
Facilitate continuous improvement
Question 1
A quality system is a formal arrangement that documents processes, actions, and duties
for accomplishing quality purposes and guidelines. Quality systems assist to organise and direct
an organisation's processes to accomplish user needs and advance its efficiency and effectiveness
on a constant basis. For instance, ISO 9001:22015 is the international standard specifying need
for quality management systems which is the most noticeable strategy to the quality managing
system (Bosua and Venkitachalam 2013, pp. 332).
Execution of a quality management system impacts every aspect of organisation
productivity. Two overarching important to the execution and the design of documented quality
system include; first, accomplishing the user's requirement, which assists to instil confidence in
the organisation, in turn to more users, more sales and hence high return on investment.
Secondly, accomplishing the organisation's needs, which ensure compliance in provision and
compliance of services and products in the most resource and the cost-efficient manner, building
space for growth, expansion and the profit (Goetsch and Davis 2014, pp. 17).
Question 2
Continuous improvement is believed important for the firm in attaining the
responsiveness, flexibility and capability to embrace swiftly to variation within the setting. A
continuous improvement approaches to corporate processes will allow an organisation to
advance its rank either by raising its return or by realising the cost-effectiveness through the

Facilitate continuous improvement 3
course development. Thus, it proposed that accomplishment of such objectives is reliant on the
firm having a learning philosophy to support enhanced routine. The verdict to embrace
continuous enhancement in itself infers a learning strategy, as the company will be concentrating
on advancing its present business processes. Learning grows knowledge, intuitions and
association between historical processes, its efficacy and the forthcoming action. Organisational
learning is all about acquisition of novel knowledge (Desouza 2011, pp. 5).
An organisation’s knowledge management structure can act as a firm learning device to
back workers act to close the performances openings and permits the organisation to scope its
anticipated routine results. Knowledge acquired from the work know-how facilitates personnel to
learn novel acquaintance, which can be kept by the firm. To comprehend learning within a firm,
it is important to comprehend how the knowledge is retrieved, interpreted and how it is used in
the decision making (Desouza 2011, pp. 7). Additionally, one should understand how the sort of
choice impacts the kind of learning and understanding put to use by those within the system.
Therefore, knowledge is a strategic possession of a firm and will be important to the growth of
the learning organisation and competitive viability. Workers will require getting the knowledge
to make a decision and impacts others in the firm to improve the performance. The knowledge
management system, thus, will enable the transfer and store of knowledge to help workers in
their work processes (Desouza 2011, pp. 9). The sharing of data back life-long learning, as it
motivates staff to study and this may lead to variances in the work processes that will advance
performances and support nonstop improvement exertions.
Question three

Facilitate continuous improvement 4
The only reason for doing process analysis, improvement and the management is to
advance organisation performance in meaningful methods. Without measurement, one cannot
know if there is an improvement. Therefore, performance measurement improvement minimises
process cost and advancing productivity and effectiveness' of a mission (Goetsch and Davis
2014, pp. 21). A performance measurement system such as balanced scorecard permits an
agency to design its planned processes to the strategic approach. It permits real employment and
execution of the strategy on a continuous basis. Also, it permits leaders to recognise best does in
a firm and grow their usage somewhere else. The visibility offered by dimension systems aid
faster and better financial plan decisions and governing of processes in the firm which reduce the
risk. The visibility offers incentives and the accountability based on real data, not subjective and
anecdotes judgments (Gururajan and Fink 2010, pp. 829). Therefore, the above serves for the
motivation and reinforcement that comes from competition. The performances measurement also
permits benchmarking of process performance against outside organisations.
Question four
Progression to extreme profitability is virtually hard without combination of appropriate
engineering design, procedure, material and control approaches; achieving higher standard
deviation in the present and forthcoming manufacture action. Six Sigma techniques expose the
unnoticed reasons of probable concerns and fight them to eradicate defects chances. Therefore,
Six Sigma takes the essential measurement at the initial phases of process growth prior to the
problematic occurrence (Ross 2017, pp.24). Otherwise, it will concentrate on the process;
denoting that their sigma point is too low or cannot advance or a high sigma phase, which is too
perplexing to advance. It is worth noting that cost of design is enormously costly and high. Six
Sigma processes can be realised only with cross-functional team throughout the organisation