Continuous Improvement Report: VTI Auto Workshop Case Study Analysis

This report provides a detailed analysis of continuous improvement strategies applicable to the VTI Auto Workshop and Car Care business. It begins with a discussion of continuous improvement processes, including the implementation of the PDCA model, employee engagement, and performance measurement techniques. The report identifies organizational functioning issues such as bureaucratic processes, hierarchical culture, and poor data management. It then explores continuous improvement models, including Agile and Lean methods, and proposes strategies to address performance issues. The report also includes a case study examining the challenges faced by VTI Auto Workshop, suggesting solutions like employee empowerment, quality management systems, and sustainability practices. Data documentation methods, including the SIPOC model and customer feedback mechanisms, are also discussed. The report concludes with recommendations for improving customer satisfaction and overall business performance, emphasizing the importance of continuous improvement and adaptation.

Running head: FACILITATE CONTINUOUS IMPROVEMENT
1
Continuous Improvement
Name
Institution

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Continuous Improvement
Continuous improvement about organizational performance and quality mainly deals
with improving the customer satisfaction through an ongoing and incremental improvement
process. Delays or additional activities in product delivery and defects are minimized as the
products are being delivered. Implementation of Kaizen, which is popularly known by
institutions as continuous improvement (CI) have undoubtedly given companies a competitive
edge.
TASK 1
PART A
Discussion of the continuous improvement processes on:
An informed decision in line with the PDCA model of Plan-Do-Check-Act sequence will be
made by the VTI Auto workshop and car care management team about a plan notification of the
employees will then ensue about the developed choices. A monthly meeting will be intervened
involving the high skilled employees first who will be told about the company’s move to
improve their efforts. The meeting will also touch on employee responsibilities and roles. A
check on progress will also be done. Non-performing employees will be summoned next and be
informed that they will face the axe if they continue with their poor performance as advocated by
Mitra (2016).The recording process will come handy in providing information about the
missing dots in productivity and performance .
The continuous improvement activities will start with managers and team members engagement
and performance measurement will be used to track progress. All the stakeholders will be
mailed the official document concerning the initiative for effective communication.

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Mentoring component Brief explanation Method of contact
Speed mentoring A meeting with the expert for
an hour
One on one
Virtual mentoring Entails an expert answering
team members’ queries online
Online
Group mentoring Involves the mentors having a
monthly meeting with the
team members.
Conference call
The sustainability practice can be employed in the acquisition of raw materials and car
manufacturing processes. This will come handy in creating a useful market reputation and even
decrease the production cost (Machado and digging 2012). Besides cost reduction and reputation
advantages for the company, the sustainability practice will be worthy of out competing for the
business rivals.
To be able to facilitate employee collaboration, it is advisable to use an efficient system called
the Groupware Knowledge management system. The system will enhance organizational
effectiveness by enabling the employees to contribute more towards the structured options.
PART B
The organizational functioning issues resulting in lower productivity
a) Bureaucratic processes which mean lack proper tools or means to track the company’s
sales and budget figures.
b) Hierarchical and Centralized Culture
c) Turnover of the executive management and coordination of the program

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d) Using poorly prepared spreadsheet for sales and productivity recording
e) Engaging the team members through informal meetings and keeping the members in the
dark about a company’s adjustments.
f) Failure to circulate the information communicated to the team members to other
stakeholders make they (the stakeholders) have faith in the company (Kronick, Kurz, Lin,
Edelson, Berg, Billi & Meeks, 2015).
g) Resistance from the Mid-level Management
2. The different continuous improvement models that can be used by are the Agile model and
Lean method (Kolberg & Zühlke, 2015). Agile model is efficient in proper manner execution of
plans. The lean approach, on the other hand, becomes useful in the understanding of the
production process (Almehareb, Graham-Jones, 2010).
Continuous improvement strategies that will address performance issues in the company
Pre-Project
The team members will get the set goals and plans
The set goals will be raising performance by 10 percent each month.
There will be communication among all the stakeholders; the owner, investor, the suppliers, the
employees and the banks. The connection will be through e-mail.
Engaging trainers and experts will be used to mentor and in the coaching of the staff.
During the Project
Performance measurement techniques like Graphic Rating Scale and the Total Quality
Management (TQM) will be employed. The inclusion of the contract trainer will be essential
since the trainer will be the source of improvement details. There will also be frequent checking
of the staff professional development to know their effectiveness and efficiency (Lam, O'Donnell
& Robertson, 2015).

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A trainer with exceptional experience will be hired who will aid in the adoption of the new
technology. There will have been an all-around communication during the annual general
meeting to all the stakeholders.
After the Project
There is an up to 50 percent phenomenal achievement by the employees. Their sustainability
practice has improved. The production has also gone up to 60 percent.
It is now easy to organize the unit of employees together because of the exemplary performance by
the team members. Wastage percentage has to be reduced further in the production department.
Plan Timeframe
Employee training Six months
Team Hiring 30 days
Quality in production Four months
Receiving raw materials and spare parts Three months
Accomplishing objective 12 months
Portfolio
Planning Manager, CEO
Employee hiring HR Manager
Performance monitoring Using the performance appraisal technique
Wastage reduction Adherence to the principles of sustainability

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Performance Monitoring Regarding Customer Feedback
Work performance can be measured by using customer appraisal techniques like the 360 degrees.
Deliverance of the production is usually to the top management .This is because they have the
authority to take action on such issues. The performance details are then kept in the organisation
database.
TASK 2
PART 1

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CASE STUDY
VTI Auto Workshop Car Care face the problem of missing driving empowerment.
Dedicating and empowering the right people on the right jobs gives the best outcome (Salah,
2010). For businesses to realize long-term gains, their leaders ought to take a holistic approach to
their plans to improve the companies. As opposed to the driven down approach by LSS, the
holistic approach assumes that a company has the right people to drive the organization to
success.
Bill can use the quality management system or the groupware to acquire the processes and
procedures of the business to get suggestions. The quality system is used to attain the
requirements of customers who receive poor services majorly from low employee morale
(Soković, Jovanović, Krivokapić & Vujović, 2009). The unhealthy business habit has been
condoned by the previous management as well as the staff not taking responsibility. The team is
left with uncertainties of their jobs because they seem not to understand what is expected of
them. Singh, Garg, Sharma & Grewal (2010) suggest that in such a case, there is an apparent
disconnection between the organizational goals and the executive team styles of the operation.
To gain support from the management, a deployment champion is given the task of ensuring that
projects align with the high-level goals. In getting defect-free cars and excellent services at
lower cost, the organization will need to introduce the sustainability practice. Sustainability
practice can be used in the production department to achieve a higher production with less
resource usage (McFadden, Stock & Gowen III, 2015). Moreover, the company needs to try
sourcing materials and parts from multiple suppliers. Thus, it will help in having the required
documents at the right time hence timely services to the customers

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The data documentation and presentation method suitable for the VTI Auto Workshop and Car
Care is the work performed. Work performance should be measured on a regular basis mostly,
one month.
The monthly reports have to be prepared as per the company’s performance. The stories capture
the company’s opportunities, successes and even the problems that were encountered.
Recording of information will then follow. For purposes of record keeping and future reference,
a spreadsheet has to be prepared.
Use of the SIPOC Model in the VTI Auto Workshop Car Care
The company will come up with a business plan with the names of suppliers stated. The
suppliers’ cost will also be outlined. In the operational plan of the company, materials and parts
of cars will be featured in their usage and warehousing processes. Visveshwar, Vishal,
Venkatesh, Samsingh & Karthik, (2017) advocate that for tasks in the plan to be complete the
specific timelines and their accompanying roles will be mentioned.
Suggestions for VTI Auto Workshop Car Care
VTI Auto Workshop Car Care implementation of the lean method of CI in its manufacturing has
improved its production significantly. According to Dale (2015), going to the external market to
lure more clients will see it shine even more. Our inner feeling for VTI Auto Workshop Car Care
is to improve on getting customer feedback or the reviews to make them feel appreciated and still
give them the sense of belonging. All this is to be able to develop on the customers’ satisfaction,
self-sustainable associations and retention.
References

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Almehareb, T., & Graham-Jones, J. 2010. Lean implementation as a source of ensuring
continous improvement at airports. 2010 International Conference on Education and
Management Technology. doi:10.1109/icemt.2010.5657678
Dale, B. (2015). Total quality management. John Wiley & Sons, Ltd.
Kronick, S. L., Kurz, M. C., Lin, S., Edelson, D. P., Berg, R. A., Billi, J. E., ... & Meeks, R. A.
(2015). Part 4: systems of care and continuous quality improvement. Circulation, 132(18
suppl 2), S397-S413.
Lam, M., O'Donnell, M., & Robertson, D. (2015). Achieving employee commitment for
continuous improvement initiatives. International Journal of Operations & Production
Management, 35(2), 201-215.
McFadden, K. L., Stock, G. N., & Gowen III, C. R. (2015). Leadership, safety climate, and
continuous quality improvement: impact on process quality and patient safety. Health
care management review, 40(1), 24-34.
Mitra, A. (2016). Fundamentals of quality control and improvement. John Wiley & Sons.
Singh, B., Garg, S. K., Sharma, S. K., & Grewal, C. (2010). Lean implementation and its benefits
to production industry. International journal of lean six sigma, 1(2), 157-168.
Soković, M., Jovanović, J., Krivokapić, Z., & Vujović, A. (2009). Basic quality tools in
continuous improvement process. Journal of Mechanical Engineering, 55(5), 1-9.
Visveshwar, N., Vishal, V., Venkatesh, V., Samsingh, R. V., & Karthik, P. (2017). Application
of Quality Tools in a Plastic Based Production Industry to achieve the Continuous
Improvement Cycle. Calitatea, 18(157), 61.