Implementation of New Processes and Procedures: BSBMGT516 Analysis

This assignment explores the implementation of new processes and procedures to facilitate continuous improvement within an organization. The student's work addresses key aspects such as setting expectations, providing feedback, and encouraging employee innovation for continuous improvement. Effective communication strategies, including transparency and timely information, are discussed. Coaching and mentoring are highlighted as valuable tools for enhancing employee skills and problem-solving abilities. The assignment also covers technological tools like Kanban and PDCA cycles for monitoring and reviewing improvements, as well as essential elements of customer service, including patience and clear communication. Furthermore, the document considers the drawbacks of not communicating outcomes to team members and the role of benchmarking in identifying improvement opportunities. The assignment references relevant literature to support its findings, providing a comprehensive overview of continuous improvement strategies.

Running head: IMPLEMENTATION OF NEW PROCESSES AND PROCEDURES
Implementation of New Processes and Procedures
Name of the Student
Learner ID
Name of the Unit
Author note

1IMPLEMENTATION OF NEW PROCESSES AND PROCEDURES
Assessment Task 3 – Questioning
1. The processes implemented for continuous improvement for employees are:
a) The expectations of the company from their employees should be explained to the
employees. This would help them to improve their working
b) The employees should be supported with feedback that would help them in understand
the necessary areas for their improvement (Lewis 2017).
c) The employees should be given a fair chance to bring in innovative ideas that could
lead to improvement of present conditions.
2. The effective strategies for the communication of continuous improvement strategy to
employees are:
a) The requirement of the company should be kept real when they would be explained to
the employees (Tyagi et al. 2015). The company should maintain their transparency with the use
of data and also maintain confidentiality.
b) The company should be timely in providing information to employees about the
needed changes to the company and provide them with future directions based on the kind of
work that would need to be done.
3. Coaching and mentoring could be defined as a useful strategy for the implementation
of continuous improvement process for the organisation because:
a) The process could lead to further enhancement of skill level of employees, strategic
thinking and increasing the problem solving skills (McFadden, Stock and Gowen III 2015).

2IMPLEMENTATION OF NEW PROCESSES AND PROCEDURES
b) It leads to promotion of personal and professional growth.
c) The process also leads to enhancement of problem analysis.
d) The process would also lead to developing a healthy relationship between the
supervisor and management (Geissdoerfer, Bocken and Hultink 2016).
4. The technological areas that would be useful for monitoring and reviewing the
implementation of continuous improvement are:
a) Kanban
b) Plan-Do-Check-Act Cycle (PCDA)
c) Value Stream Mapping (VSM)
5. The rudimentary aspects of customer service essential to provide best service to
customers are:
a) Patience is extremely vital in terms of dealing with customers. It might happen that a
customer might know the ethics of understanding of a particular domain (Dillon 2019).
However, the customer service experts should have high patience in dealing with them.
b) The customer service specialists should be highly attentive and listen to every detail
that is explained by the customers. This provides them with a sense that they are being valued.
c) Maintaining of clear form of communication skills would be considered as highly
crucial based on getting hands to a particular problem faced by customers and thus solve them
efficiently.

3IMPLEMENTATION OF NEW PROCESSES AND PROCEDURES
d) Experts should have a strong background knowledge of the problem that has been
escalated by customers so that they can provide genuine advice to them and solve their queries.

4IMPLEMENTATION OF NEW PROCESSES AND PROCEDURES
6. The drawbacks based on the failure of ensuring that team members about the outcomes
for their endeavours are:
a) The employee would not be able to provide positive outcomes without a proper
understanding of their inputs made (Braglia and Frosolini 2014).
b) They might feel a sense of being not valued at the company and thus might get
demotivated.
c) The employees might resign from their post and this might incur great harms for the
company.
7) Benchmarking can be defined as a process in which the performance data of an
organization could be estimated based on the identification of future improvements opportunities
(Camisón and Villar-López 2014). This is thus defined as systematic and structured process that
could be implemented within the company based on determining the areas that needs
improvement and thus focuses over the improvement program.

5IMPLEMENTATION OF NEW PROCESSES AND PROCEDURES
References
Braglia, M. and Frosolini, M., 2014. An integrated approach to implement project management
information systems within the extended enterprise. International Journal of Project
Management, 32(1), pp.18-29.
Camisón, C. and Villar-López, A., 2014. Organizational innovation as an enabler of
technological innovation capabilities and firm performance. Journal of business research, 67(1),
pp.2891-2902.
Dillon, A.P., 2019. A study of the Toyota production system: From an Industrial Engineering
Viewpoint. Routledge.
Geissdoerfer, M., Bocken, N.M. and Hultink, E.J., 2016. Design thinking to enhance the
sustainable business modelling process–A workshop based on a value mapping process. Journal
of Cleaner Production, 135, pp.1218-1232.
Lewis, W.E., 2017. Software testing and continuous quality improvement. Auerbach
publications.
McFadden, K.L., Stock, G.N. and 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), pp.24-34.
Tyagi, S., Choudhary, A., Cai, X. and Yang, K., 2015. Value stream mapping to reduce the lead-
time of a product development process. International Journal of Production Economics, 160,
pp.202-212.