Continuous Improvement Strategies and Tools

This assignment delves into the realm of continuous improvement methodologies and techniques. It examines popular tools like 5S, Pareto analysis, cause-and-effect diagrams (CED), and value stream mapping (VSM). Students will analyze case studies demonstrating the implementation of these strategies in diverse industries such as manufacturing, energy, healthcare, and food processing. The focus is on understanding how these tools contribute to process optimization, waste reduction, and enhanced efficiency.

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PPMP 20009 _ Written AssessMENT: METHODOLOGY AND CONTINUOUS
IMPROVEMENT

TABLE OF CONTENT
Task A....................................................................................................................................................2
Comparing Agile and Traditional Methodologies..............................................................................2
References.........................................................................................................................................3
Task B....................................................................................................................................................4
PMBOK Approach..............................................................................................................................4
References.........................................................................................................................................6
Task C....................................................................................................................................................7
Proposed Methodology for project plan...........................................................................................7
References.........................................................................................................................................8
Appendix: Pictorial Representation of Suggested Agile Methodology............................................10
Task D..................................................................................................................................................11
Executive Summary.........................................................................................................................11
Introduction.....................................................................................................................................11
Introduce Tools and Techniques to identify the problem................................................................11
Choose two specific tools to identify the root cause.......................................................................15
Other Tools that can help................................................................................................................15
Continuous Improvement & Implementation Plan..........................................................................16
Difficulties / Challenges...................................................................................................................16
Long Term benefits..........................................................................................................................17
Conclusion.......................................................................................................................................17
References.......................................................................................................................................17

Task A
Comparing Agile and Traditional Methodologies
Introduction: The comparison of agile and traditional methodologies is based on the deployment of
the improved functional and operational development of the operations (Rajkovic et al. 2016). The
comparison of the two methodologies had formed the management of the improved functional and
development model. The formation of the activities had tended for listing the comparative
operational benefits of using agile and traditional methodologies. The comparison had been based
on the factors of effective alignment, structure, and processing.
Comparison of Agile and Traditional Methodologies: According to scholars like Serrador and Pinto
(2015), the Agile Development methodology is helpful for listing the benefits of deploying the
improved functional activities. The deployment of the improved functional Agile Methodology would
allow the formation of the flexible operations in the software development company of Client A for
listing the management of the effective operations and management. The deployment of Agile
Software Development would help in effective management of the activities of the operations of
Client A’s software organization. In comparison, the agile methodology forms the segregation of the
project activities into sprints whereas the traditional waterfall model just divides the project into
various phases. Client A wants to implement agile methodology in the entire range of organization
and it would allow the modification of the effective modification of the operations. The major
benefit of using the agile methodology in compare to the traditional methodologies is that the
traditional methodologies are rigid in structure and functions for client A’s organization
(Papadopoulos 2015). However, the agile methodology is helpful for listing the development of the
improved functional and development matrix. The deployment of the activities had been largely
deployed for listing the management of the operations. The deployment of the agile development
had formed the management of the program for listing the deployment of the operations. Scholars
like Spundak (2014), have pointed that the implementation of the improved functional and
operations with the help of system limited and formation of the system updated modification. The
waterfall models that had been using in the company of Client A act as a single project model in
which the project is divided into various phases whereas the agile methodology is helpful for forming
the accurate and effective deployment of the operations. The alignment of the improved activities
had employed the management of the functions for listing the effective deployment of properties.
The supplementary development of the activities had formed the formation of the improved
functional development of the activities. The analysis had formed the modification of the operations
and deployment of the improved functional development. The major issue with the use of
traditional waterfall model for the software organization of Client A is that it requires the listing of
the requirements and forming the operations in the beginning zone (Cram and Marabelli 2017).
However, the agile methodology would allow the deployment of the changes within the project
operations.
Conclusion: The comparison had shown that the use of the agile methodology is comparative better
than using the effective employment of the improved functional development. The agile software
development would comprise of listing the functionalities of business development for software
organization of Client A. The software development method would form the effective
implementation of the project activities in terms of operations and activities. The development of
the improved functional and improvement activities is helpful for the development of the
operations. The agile development of IT projects is very helpful for ensuring that the modifications of
the project could be done cohesively.

References
Cram, W.A. and Marabelli, M., 2017. Have your cake and eat it too? Simultaneously pursuing the
knowledge-sharing benefits of agile and traditional development approaches. Information &
Management.
Papadopoulos, G., 2015. Moving from traditional to agile software development methodologies also
on large, distributed projects. Procedia-Social and Behavioral Sciences, 175, pp.455-463.
Rajkovic, P., Petkovic, I., Milenkovic, A. and Jankovic, D., 2016. Combining Agile and Traditional
Methodologies in Medical Information Systems Development Process. In SQAMIA (pp. 65-72).
Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile project
success. International Journal of Project Management, 33(5), pp.1040-1051.
Spundak, M., 2014. Mixed agile/traditional project management methodology–reality or
illusion?. Procedia-Social and Behavioral Sciences, 119, pp.939-948.

Task B
PMBOK Approach
Introduction: PMBOK is a project development methodology that includes the management of the
effective employment method (Snyder 2014). The formation of the improved processes would imply
the development of the activities. The PMBOK implementation would involve the formation of the
activities. The alignment of the PMBOK activities would be helpful for listing the development of
specific activities and listing the development of the improved activities. The alignment of the
processes would involve the listing of the cohesive development functions for the organization. The
analysis of the activities had formed the listing of the profound system development using PMBOK
activities.
PMBOK Waterfall or Agile: The PMBOK comprises of five phases initiating, planning, executing,
monitoring, and controlling (Brioso 2015). The development of the phases in PMBOK is
comparatively similar to that of the waterfall methodology. The initiation is followed by the PMBOK
is helpful for listing the development of the standard waterfall approach in the project. However, the
PMBOK has employed adaptive measures similar to the Agile Methodology for ensuring the
management of the improved activities. It can be said that PMBOK has employed a blend of
waterfall and agile methodology in the development of the project plan. The formation of the
improved activities had helped in listing the functional operations in an improved method. The
sequential arrangement of the activities along with scope had helped for listing the operations of the
project linearly with change implementation options.
Client B wants to form the deployment of the construction project plan and it would allow the
integration of the improved activities for the development of the operations (Chaves et al. 2016).
The alignment of the project had integrated the formation of the operational activities. The
infiltration of the activities had formed the deployment of the profound system development. The
analysis would allow the integration of the construction activities in employing the effective and
improved functional development model. The construction requirements for Client B would include
the accumulation of the construction equipments, tools, raw materials, and human resources,
formation of the basic design and complete architecture of the construction, formation of the
construction activities, and monitoring the construction closure. The construction activities would
involve the development of the improved design and structure with the help of PMBOK
methodology (Cheng, Malik and Sorooshian 2017). The analysis would also allow the formation of
the supplementary formation of the project plan. The PMBOK methodology for construction would
comprise of the five phases initiating, planning, executing, monitoring, and controlling. The initiating
phase would involve the initial documentation for construction projects, charter document
development, and approval from the client/s. The initiation phase would involve the analysis of the
basic requirements for project such as whether the project would involve the deployment of the
improved activities and occasion. The approval from the client would be a major factor for listing the
development of the improved operations. The formation of the plan would be done in alignment
with the construction requirements of the project. The planning phase would include the
development of a plan outline based on the resources gathered (Varajao, Colomo-Palacios and Silva
2017). The plan activities would integrate the development of the factors of fixating on small
activities of the project for forming the analysis of the operations.
The successive development of the operations would allow the integration of the proper plan for the
development methods (Rosa et al. 2016). The execution phase would include the development of
the architectural design, construction of the structure, and forming the final finishing of the

structure. The development of the operations would be helpful for listing the modification of the
improved operations. The monitoring would form the analysis of the activities and the deployment
of the improved activities for the project (Ohshima 2015). The cohesive and successive development
of improved activities would help in listing the functionalities of the operation for the deployment of
the organizational development. The monitoring process would allow the integration of the project
system activities and ensuring that the activities would be done cohesively. The controlling process
would ensure that the effective and improved outcome is achieved. The alignment of the operations
would ensure that the expected quality standards and structure for the project would meet. The
integration would allow the complete development of the integration management. The control
process would integrate the deployment of the activities and allowing the development of the
operations (Gonçalves et al. 2017). The system development for listing the function of the improved
activities would allow the formation of the successive development methods. The following is the
diagram of PMBOK methodology,
Figure 1: PMBOK methodology
(Source: Nasir et al. 2015, pp-1297)
Impact on Customer: The use of the PMBOK methodology would allow the formation of the effective
and improved communication among the project team members. The customer would get the
benefit of getting a pre-planned list of activities for their project and it would help them in providing
the exact requirements for the project beforehand. The development of the improved activities
would form the deployment of the improved project outcomes as per the customer’s requirements.
Impact on Supplier: The deployment of the PMBOK methodology would help the suppliers for
delivering the raw materials or equipments before the start of the project. The use of the PMBOK
methodology would help in controlling the project outcomes and forming the improved process for
construction activities (Nasir et al. 2015). The list of requirements for the project would be provided
to the suppliers and they would easily deliver the materials at the location.
Impact on project manager: The Project Manager would be responsible for listing the activities of
the project and the use of PMBOK would assist the manager in pre determining the activities
required for the project with the requirements provided by the client (Ferreira et al. 2017). It would

reduce the probability of occurrence of issues in project development. The project manager would
get the benefit of completing the project activities more effectively.
Conclusion: The project development using PMBOK would be implied for listing the operations of
the organization and forming the completion of the project plan. The alignment of the effective
project activities would tend to form the development of the complete project plan development.
The occasional deployment of the activities would tend to implement the formation of the project
PMBOK methodology for the construction projects. The PMBOK combines some attributes of agile
with the waterfall approach.
References
Brioso, X., 2015. Integrating ISO 21500 guidance on project management, lean construction and
PMBOK. Procedia Engineering, 123, pp.76-84.
Chaves, M.S., Araújo, C.D., Teixeira, L., Rosa, D., Júnior, I. and Nogueira, C., 2016. A new approach to
managing Lessons Learned in PMBoK process groups: the Ballistic 2.0 Model. International Journal of
Information Systems and Project Management, 4(1), pp.27-45.
Cheng, J.K., Malik, Z.A. and Sorooshian, S., 2017. Understanding the Interrelationship Between
Different Knowledge Areas in PMBOK Through the Development of System Dynamics Model. The
Social Sciences, 12(3), pp.473-481.
Ferreira, L., Lopes, N., Ávila, P.S., Castro, H., Varela, M.L.R., Putnik, G.D., Martinho, R., Rijo, R.,
Miranda, I.M. and Cruz-Cunha, M.M., 2017. Virtual Enterprise integration management based on a
Meta-enterprise–a PMBoK approach. Procedia Computer Science, 121, pp.1112-1118.
Gonçalves, R.Q., von Wangenheim, C.A.G., Hauck, J.C. and Zanella, A., 2017. An Instructional
Feedback Technique for Teaching Project Management Tools Aligned with PMBOK. IEEE Transactions
on Education.
Nasir, M.H.N.M., Sahibuddin, S., Ahmad, R.B. and Fauzi, S.S.B.M., 2015. How the PMBOK Addresses
Critical Success Factors for Software Projects: A Multi-round Delphi Study. JSW, 10(11), pp.1283-
1300.
Ohshima, N., 2015. A Study of Concept Structure of PMBOK Based on Graph Theory. Journal on
Innovation and Sustainability. RISUS ISSN 2179-3565, 6(1), pp.69-75.
Rosa, D., Júnior, I.G., Araújo, C., Nogueira, C.D., Chaves, M.S. and Teixeira, L.R., 2016. A New
Approach to Managing Lessons Learned in the PMBoK Process Groups: The Ballistic 2.0
Model. International Journal of Information Systems and Project Management (IJISPM).
Snyder, C.S., 2014. A guide to the project management body of knowledge: PMBOK (®) guide. Project
Management Institute: Newtown Square, PA, USA.
Varajão, J., Colomo-Palacios, R. and Silva, H., 2017. ISO 21500: 2012 and PMBoK 5 processes in
information systems project management. Computer Standards & Interfaces, 50, pp.216-222.

Task C
Proposed Methodology for project plan
Introduction: The project activity planning is done cohesively with the help of integrating a project
methodology for forming the integration of the improved operations (Millot et al. 2016). The
probability of integrating the operations of using the methodology for project plan development
would involve the effective deployment of the project activities for the users. The planning of the
projects is dependent on the cohesive formation of the system development for the activities. The
agile methodology is an adaptive methodology that would be helpful for both IT and accounting
software implementation projects. The formation of the project plan with the help of the agile
methodology would allow the carrying out of the effective analysis of the successive development of
the activities.
Proposed Methodology for Client A and C: The proposed methodology for client A and client C is
agile methodology and approach. The agile methodology would allow the client A for integrating
their activities and allow the integration of the improved activities for the users. The agile
methodology for IT projects would involve the six phases of requirement analysis, planning,
designing, developing, releasing, and monitoring (Park et al. 2015). The deployment of the improved
functional Agile Methodology would allow the formation of the flexible operations for listing the
management of the effective operations and management. The deployment of Agile Software
Development would help in effective management of the activities of the project. The agile
methodology would allow the deployment of the changes within the project operations. The use of
agile methodology for accounting software implementation would ease in forming scope for the
management of the changes in the project. The allowance of the effective project integration would
help agile for changing its precedence theory for the listing the activities for the organization
(Bonner et al. 2016). The use of the improved agile project activities would also tend to form the
support for listing the development of the concise and effective development methods.
Phases of Agile Methodology for Client A and Client C: The agile methodology for IT projects would
involve the six phases of requirement analysis, planning, designing, developing, releasing, and
monitoring (Abdollahi, Arvan and Razmi 2015). The integration of the operations had formed the
listing of the effective and integrated project integration management. The support of the
operations had formed the listing of the cohesive development methods. The IT projects would not
require any specific modification of the operations. The agile would be implemented easily in the
development of the IT project operations for Client A. However, the accounting software
implementation projects of Client C would require the modification of the agile development model.
The modification of the agile operations had resulted in forming the methodology compatible for the
development of the effective project integration process. The accounting software implementation
projects would require the modification of the phases of agile methodology into steps of evaluation,
meeting, planning, architectural designing, developing (accounting software implementation
activities), and quality testing (Abrahamsson et al. 2017). The accounting software implementation
projects would involve the formation of the agile software methodology into agile approach for
listing the improved activities for the accounting software implementation process.
According to Abdollahi, Arvan and Razmi (2015), agile methodology is the most suitable
methodology for all types of project activities as it acts as an adaptive methodology for development
of project plan. The formation of the improved project plan would involve the development of the
operations in a synchronised way for listing the development of the improved project development
methods. The alignment of the agile would help in carrying out the formation of the successive

project development methods. The analysis of the project activities would involve the deployment of
the effective project integration methodology. The support of the agile methodology would allow
the formation of the improved activities of the project. The scholars like Rigby, Sutherland and
Takeuchi (2016), have pointed out that Agile methodology is a software development method that
would tend to form incompatible issues in accounting software implementation activities. The agile
project management would form hindrances for the users in listing the development of the
operations for the formation of the effective project integration. The deployment of the design
methodology would consider the formation of the successive and improved functional activities and
it would not be same as the architecture development. The alignment of the operations would
integrate the formation of the IT projects.
Change Management for implementation: The implementation plan for the two methodologies can
be done by the help of change management for successive and effective change implication. The
deployment of the improved project activities would allow the users for forming the cohesive
implementation of the project activities. The system integrated processes would allow the
integration of the effective project integration management. The change management involves the
use of change analysis, change planning, change implementation, and change monitoring (Serrador
and Pinto 2015). Change management implementation would allow the project managers for
developing the required changes for both IT and accounting software implementation projects. The
planning of the implementation would be based on the development of the supplementary activities
and the formation of the improved activities. The analysis had provided the supplementary
deployment of the effective project activities for both IT and accounting software implementation
projects.
Conclusion: The use of agile methodology had been helpful for forming the effective and improved
development of operations. The operation would allow the formation of the successful development
of the operations for the project managers. The agile methodology had well integrated the
operations for the deployment of both IT and accounting software implementation projects. The
agile methodology is best suitable for the development of the effective IT related project operations.
The implication of the agile in accounting software implementation had required some modifications
to be done for supporting the improved project integration and development. The compactness of
agile and the ability to integrate changes in project had provided the ease in listing the facilities of
the project activities.
References
Abdollahi, M., Arvan, M. and Razmi, J., 2015. An integrated approach for supplier portfolio selection:
Lean or agile?. Expert Systems with Applications, 42(1), pp.679-690.
Abrahamsson, P., Salo, O., Ronkainen, J. and Warsta, J., 2017. Agile software development methods:
Review and analysis. arXiv preprint arXiv:1709.08439.
Bonner, N.A., Kulangara, N., Nerur, S. and Teng, J.T., 2016. An Empirical Investigation of the
Perceived Benefits of Agile Methodologies Using an Innovation-Theoretical model. Journal of
Database Management (JDM), 27(3), pp.38-63.
Considine, C., Crowley, S., Gardner, G., Shannon, C., Kwinn, M.J., Henderson, S.J. and Santamaria, P.,
2016, April. Architecting a development and testing plan for the Army's common operating
environment: Applying agile systems of systems development to army network acquisition.
In Systems Conference (SysCon), 2016 Annual IEEE (pp. 1-6). IEEE.

Considine, C., Crowley, S., Gardner, G., Shannon, C., Kwinn, M.J., Henderson, S.J. and Santamaria, P.,
2016, April. Architecting a development and testing plan for the Army's common operating
environment: Applying agile systems of systems development to army network acquisition.
In Systems Conference (SysCon), 2016 Annual IEEE (pp. 1-6). IEEE.
Millot, G., Pitois, S., Yan, M., Hovhannisyan, T., Bendahmane, A., Hänsch, T.W. and Picqué, N., 2016.
Frequency-agile dual-comb spectroscopy. Nature Photonics, 10(1), p.27.
Park, T.W., Kim, K., Rabelo, L. and Lee, G., 2015. An Agile Roadmap for Live, Virtual and Constructive-
integrating Training Architecture (LVC-ITA): A Case Study Using a Component Based Integrated
Simulation Engine (Doctoral dissertation, University of Central Florida).
Rigby, D.K., Sutherland, J. and Takeuchi, H., 2016. Embracing agile. Harvard Business Review, 94(5),
pp.40-50.
Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile project
success. International Journal of Project Management, 33(5), pp.1040-1051.
Turk, D., France, R. and Rumpe, B., 2014. Limitations of agile software processes. arXiv preprint
arXiv:1409.6600.

Appendix: Pictorial Representation of Suggested Agile Methodology
Figure 1: Agile Development Methodology

Task D
Executive Summary
The following report had considered the operational issues and problems of the management of the
operations in the school. The 7 QC tools had considered the development of the basic tools and
quality development operations for analysing the factors of quality and listing the issues of effective
operations. The report had provided a brief explanation of the seven quality control tools namely
cause and effect diagram, check sheet, control charts, histogram, Pareto charts, scatter diagrams,
and stratification. The continuous improvement & implementation plan for the school had included
determination of goals, assessing required tools and knowledge, development of action plan,
implementation of the action plan, and measurement and evaluation of the plan activities. The long
term benefits of continuous improvement plan were improvement of the quality, increase of the
efficiency, and resolution of the issues.
Introduction
The development of the continuous improvement plan would be helpful for listing the improved
functional development for the activities of improving the scenario of school of client D. The issues
that the client has been facing include the absence of the detailed reports of the school such as
attendance of the students, individual markings for the students, feedback on teachings by the staff,
and expected development requirements for the school (Burhouse et al. 2017). The school has seen
that the students are not performing well and it has become difficult for listing the development of
the effective communication method. The following report would provide an extensive analysis of
the quality control tools for the development of the improved control operations. The identification
of the root cause for the issues would be assisted by using the quality control tools. The continuous
improvement and implementation plan would allow the formation of the activities responsible for
completing the project.
Introduce Tools and Techniques to identify the problem
The 7 QC tools include the development of the basic tools and quality development operations for
analysing the factors of quality and listing the issues of effective operations (Azizi 2015). The quality
tools for the analysis and evaluation of the operations for developing the activities of operations.
The analysis of the basic QC tools would allow the formation of the indispensable development of
the activities. The seven quality control tools include cause and effect diagram, check sheet, control
charts, histogram, Pareto charts, scatter diagrams, and stratification. These tools would allow the
formation of the effective and improved final deliverable for the continuous improvement plan for
the school. The 7 QC tools have been described below,
Cause and Effect Diagram: The ‘Cause and Effect Diagram’ is helpful for examining the various
causes that can be possible for any particular impact or problem in the school. The analysis would
perform the modification of the existing facilities and deployment of the improved functional
development (Hossen, Ahmad and Ali 2017). The Cause and Effect Diagram can also be termed as
fishbone diagram due to its structural appearance. The procedure of fishbone diagram would involve
the agreement on a particular problem statement for analysis, evaluating the possible categories of
causes for the problem such as material, machinery, people, or measurement, developing possible
causes of the category, and adding sub causes to the issue. The cause and effect diagram or fishbone
diagram is generally used for identifying the causes of the problem or for analysing all possible
measures of activity. A fishbone diagram is shown below,

Figure 1: Cause and Effect Diagram or Fishbone Diagram Structure
(Source: Hossen, Ahmad and Ali 2017, pp- p.e000189)
Check Sheet: The check sheet is a tabular form for collecting data from the data source at the real
time location of the data. The data accumulated for analysis of the issues of the school can be
qualitative or quantitative depending upon the criteria of the analysis (Azizi 2015). The check sheet
includes the data name and its presence is denoted with the help of checks. The table would be
divided into regions and crucial regions are marked differently for analysis. The check sheet can be
used for quantifying the defects in the school operation either by man or machines. The analysis of
the check sheet is based on answering of 5 W’s that includes,
 Who filled out the check sheet
 What was collected
 Where was collection held
 When collection was held
 Why the data collection took place
Figure 2: Check Sheet Structure
(Source: Azizi 2015, pp-187)

Control Charts: The control chart is a graph that involves the study of the change in data over time
and it would be depicted using average line (Chen, Birch and Woodall 2016). The control chart is
used for data management by plotting the data against time factor. The control chart is divided into
three lines namely upper limits line, average line, and lower limits line. The variation of the data over
the period of time within the range would be marked. The control charts would help in drawing the
conclusion for the process variation in consistent values (i.e. value is controlled) or the variation is
unpredictable (uncontrollable and special variation is affecting the data). The control chart is
basically used for finding and correcting the problems occurring at the school with the help of the
analysing the expected range of outcomes. The plotting of the control data for the deployment of
the improved activities would allow the integration of the operations.
Figure 3: Control Charts Structure
(Source: Chen, Birch and Woodall 2016, pp-85)
Histogram: The histogram is a bar chart representation of the numerical data in terms of their
frequency distribution (Orlhac et al. 2014). The estimation of the probability distribution is based on
the deployment of the improved functional development. The histogram is helpful for forming the
accurate and supportive development of the activities. The alignment of the bar graph would allow
in comparing the markings of the students and their operational development for variation. The
histogram would provide the height proportional of the data against time (or any other data). The
histogram is helpful for depicting the continuous data variable as the rectangles representing the
data values touch each other while representing.

Figure 4: Histogram Chart Structure
(Source: Orlhac et al. 2014, pp-420)
Pareto Charts: The Pareto chart is the mixed chart type representation of the data values for more
clear representation of the data (Sarma et al. 2015). The Pareto chart comprises of both bar and line
representation of the values in a single graph. The left vertical axis represents the frequency of
occurrence and the right vertical axis represents the cumulative percentage of the number (cost
values, frequency, or any other unit). The cumulative function is characterized by the concave
function in Pareto chart and it would highlight the most important set of factors for analysis.
Figure 5: Pareto Chart Structure
(Source: Sarma et al. 2015)

Scatter Diagrams: The scatter diagram forms the representation of the numerical data in pairs along
X and y axes. The main motive of the diagram is to calculate or find a relationship among the two
pairs of data. The use of the scatter diagram would help in forming the relation between the
student’s marks and the feedback of the teaching provided by the teachers. It would help in forming
the analysis of the marks and developing the relation with the issues.
Figure 6: Scatter Diagram
(Source: Tsiakkas et al. 2014)
Stratification: The stratification is a flow chart representation of the data separately from various
sources and it would help in forming the analysis of the data collected. The stratification is generally
done in form of run chart or flow chart.
Choose two specific tools to identify the root cause
The issues that the client has been facing include the students not performing well and difficulty for
listing the development of the effective communication method. The ‘cause and effect diagram’
would be helpful for examining the various causes that can be possible for any particular impact or
problem in the school (Bersamin et al. 2015). The procedure of diagram would involve the
agreement on a particular problem statement for analysis, evaluating the possible categories of
causes for the problem such as material, machinery, people, or measurement, developing possible
causes of the category, and adding sub causes to the issue. The cause and effect diagram or fishbone
diagram would help in evaluating the factors of issue in school administration and also find out the
causes behind the issues. The scatter diagram forms the representation of the numerical data in
pairs along X and y axes to calculate or find a relationship among the two pairs of data
(Balasubramanian et al. 2015). The use of the scatter diagram would help in forming the relation
between the student’s marks and the feedback of the teaching provided by the teachers. It would
help in forming the analysis of the marks and developing the relation with the issues.
Other Tools that can help
‘Six Sigma’ can be helpful for identification and removal of the reasons for defects of the
school operations and it would minimize the variability of administration process (Bersamin
et al. 2015). The tool uses a number of quality management methods including statistical

data analysis, empirical analysis and other factors. It helps in forming the stable condition of
the activities and predicting the definite formation of the analysis methods.
Continuous Improvement & Implementation Plan
The continuous improvement & implementation plan includes determination of goals, assessing
required tools and knowledge, development of action plan, implementation of the action plan, and
measurement and evaluation of the plan activities (Jiménez et al. 2015). The continuous
improvement and implementation would require setting some project goals that should be followed
throughout the project lifecycle. The development of the project plan would be based on the
formation of the effective improvement process. The assessing of the required tools and knowledge
would involve the development of the improved operations. The analysis of the activities would
involve the formation of the action plan for implementing the continuous improvement &
implementation plan. The plan developed would be implemented for ensuring that development of
the continuous improvement & implementation plan would be done successfully (Burhouse et al.
2017). The measurement and evaluation of the action plan is formed for ensuring that the improved
activities are aligned.
Actions that
need to be
taken
Resources
that are
required
Who is
responsible
to carry out
the action
Review
Date
Corrective
actions
Status Date
completed
Determination
of goals
Documents Analyst 4/2/18 NA Fully
Implemented
24/1/18
Assess required
tools and
knowledge
Quality tools
cause and
effect
diagram
scatter
diagram
Quality
Analyst
4/2/18 NA Fully
Implemented
2/2/18
Development of
action plan
Plan
development
methodology
Planner 4/2/18 NA Partial 28/2/18
Implementation
of the action
plan
PDCA Engineer,
Project
Manager,
and
Contractor
4/2/18 NA Partial 7/3/18
Measurement
and evaluation
of the plan
Testing
processes
Quality
Controller
4/2/18 NA Ongoing 22/3/18
Difficulties / Challenges
Challenges Solutions
Complexity in operations: The major issue in deploying
the continuous improvement plan is that it would
increase the complexity in operations of the project. The
operations of the school were simple and hence, it
resulted in forming the major hindrance in effective
deployment of the operations. The sincere impact of
Using systematic approach for
operation development and
competence of organizational
improvement
Developing change management
for improving the probability of

using the effective continuous improvement plan is
increase in the number of activities of the school.
the operation development
improvement.
Lack of staff support: The lack of staff support is another
major factor that had resulted in forming the hindrance
in implementation of the continuous improvement plan.
The systematic deployment of the continuous
improvement plan is dependent on the probability of
occurrence of the support from the staff. The staffs
generally are reluctant for using any new function or
operation.
Proper training should be given
to the staffs so that they can use
the benefits of the new
continuous improvement plan.
Effective communication scheme
for ensuring that the staff can
convey their expectation from
the new system in school.
Long Term benefits
Improvement of the quality: The improvement of the quality of operations is a major factor that
would form the impact on the development of the improved operations. The formation of the
successive development of the activities would help in ensuring that the outcomes of the operations
are accurate.
Increase of the efficiency: The increase in the efficiency of operations lie on the fact that the
continuous improvement would be aligned successfully with the implementation of the improved
activities.
Resolution of the issues: The resolution of the issues is another factor that would tend to form the
benefit of the implementation of the continuous improvement plan.
Conclusion
It can be concluded from the report that the alignment of the continuous improvement plan had
been helpful for increasing the working efficiency for the school. The alignment of the activities had
provided scope for the implementing the 7 QC tools for analysing the efficiency of the operations in
the school. The implementation of the effective quality control tools would help in listing the
facilities of development of the operations. The continuous improvement & implementation plan
includes determination of goals, assessing required tools and knowledge, development of action
plan, implementation of the action plan, and measurement and evaluation of the plan activities. The
major issues in deploying the continuous improvement plan were complexity in operations and lack
of staff support.
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