Student Declaration

• If there is any doubt as to the authenticity of any piece of my assessment, then I can be orally examined.
• Assignments without cover sheets will not be marked.
• Cheating, plagiarism and other acts of academic misconduct are subject to NMC disciplinary action.
• Penalties apply for late submission of assessment and that this could result in a Not Yet Competent (NYC)
• fail grade being awarded.
• This assessment is my original work and no part of it has been copied from any other source except where due acknowledgement is made.
• I understand it is, my responsibility as a student to keep a copy of the assessment prior to submission, NMC takes no responsibility for lost in transit. If required, you may be asked to reproduce another copy of the assessments.

Student Signature _____________________________________________ Date ______________________

OFFICE USE ONLY
Received by:	Signature:	Date Received:

RECEIPT OF SUBMISSIONS

Student Full Name:					Student ID:
Trainer/Assessor Full Name:				Trainer/Assessor or Admin Signature:
Unit Code: BSBSTR502
Unit Name: Facilitate continuous improvement
Submissions:	r 1st Submission	r 1st Re-submissions				r 2nd Re-submission
Due Date:			Date Submitted:

STUDENT ASSESSMENT

BSBSTR502

Facilitate continuous improvement

NORTH MELBOURNE COLLEGE AUS PTY LTD T/AS NORTH MELBOURNE COLLEGE ABN 85 136 626 956 | CRICOS: 03266E | RTO: 22316 84 Buckley Street, Footscray 3011 Ph: 03 9329 8860 Email: admissions@nmc.edu.au

 Student ID                  _________________________________________

Student Name           _________________________________________

Trainer/Assessor      _________________________________________

Assessment Outline

Unit Code	BSBSTR502
Unit Name	Facilitate Continuous Improvement

 There are three (3) assessments required for this unit. To attain competence in this unit you must successfully complete all assessments and submit on the due date specified by your Trainer/Assessor.

	Type of Assessment	Place of Assessment
Assessment Task 1	Written Questions	Classroom
Assessment Task 2	Project – Simulated Workplace Environment	Classroom
Assessment Task 3	Case Study	Classroom

Resources

For this assessment, NMC ensure that students will have access to:

NMC workplace

office equipment and resources within NMC

examples of documentation relating to Facilitate Continuous Improvement

case studies, where possible real situations

Aspire workbook

Relevant websites such as

• http://www.slideshare.net/pgkrish/key-principles-in-continuous-improvement-culture
• http://leankit.com/learn/kanban/continuous-improvement/
• http://smallbusiness.chron.com/continuous-improvement-process-definition-4534.html
• http://asq.org/learn-about-quality/continuous-improvement/overview/overview.html
• http://new.coachingnetwork.org.uk/information-portal/what-are-coaching-and-mentoring/
• http://www.networkworld.com/article/2955666/infrastructure-management/what-s-in-your-performance-monitoring-strategy.html

Support

Assessor /Trainer will provide assistance / intervention during the assessments in the event that there is a risk of injury to yourself or from other students.

If you have special needs, you may be allowed reasonable adjustment in accordance with NMC Policies and Procedures which means there may be modification in which the evidences are gathered. It could include alternative methods of assessment. However, it will not change the standards or outcomes you achieve.

If you consider that you need any special considerations in relation to assessment of the unit, please speak with your Trainer/Assessor. 

Unit of Competency: Overview

BSBSTR502 Facilitate continuous improvement

Application
This unit describes the skills and knowledge required to lead and manage continuous improvement systems and processes. Particular emphasis is on the development of systems and the analysis of information to monitor and adjust performance strategies, and to manage opportunities for further improvements. The unit applies to individuals who take an active role in managing a continuous improvement process in order to achieve an organisation’s objectives. At this level, work will normally be carried out using complex and diverse methods and procedures which require the exercise of considerable discretion and judgement, using a range of problem-solving and decision-making strategies. No licensing, legislative or certification requirements apply to this unit at the time of publication. Unit Sector Critical Thinking and Problem Solving – Business Strategy
Elements
1.	Establish systems and processes
2.	Monitor and adjust performance strategies
3.	Manage opportunities for further improvement
Performance Evidence You must demonstrate the ability to complete the tasks outlined in the elements, performance criteria and foundation skills of this unit, including evidence of the ability to: ·         lead and manage continuous improvement systems and processes for at least one organisation or work area. ·         In the course of the above, you must: address organisational sustainability requirements ·         incorporate mentoring, coaching and other support to enable individuals to participate in continuous improvement processes ·         capture progress, insights and experiences using established knowledge management systems ·         encourage participation in decision making processes and ideas for continuous improvement.
Knowledge Evidence
You must be able to demonstrate knowledge to complete the tasks outlined in the elements, performance criteria and foundation skills of this unit, including knowledge of: ·         systems and processes facilitating continuous improvement ·         common decision-making processes ·         organisational policies and procedures relating to digital systems, decision-making processes and continuous improvement systems ·         business systems and requirements, including: ·         knowledge management ·         quality ·         sustainability ·         performance management.

Information and Instruction for Students

Read carefully all information contained in this assessments. If you are in doubt about certain part/s, please approach your Assessor/Trainer for further clarification. A Student sign off “declaration” is provided below which will be signed by you. This signifies the full understanding of the information/instruction herein mentioned.

These assessments are designed to assess your understanding of the unit and demonstrate your skills and knowledge. You are expected to complete these assessments in plain and simple (understandable/legible) English and must be submitted on the due date specified by your Assessor / Trainer.

In order to be assessed as Competent (C) in this unit, you need to provide evidence which demonstrates that you can perform the required competencies to the required standard. Competency depends on consistently demonstrating the skills, attitude and knowledge that enables you to complete workplace tasks confidently in a variety of situations.

This unit covers skills and knowledge required to Facilitate Continuous Improvement

Submitting Assessment Tasks

You must submit assessment tasks with the provided cover sheet.

ALL tasks must be completed in plain and simple (understandable/legible) English. It is preferable that tasks submitted for assessment are typed. Where this is not possible or where room is provided on a paper for short answers, you must write clearly. Unreadable assessment tasks will be returned unmarked.

You must submit assessments on or before the due date. Extensions for individual assessment tasks may be negotiated in specific circumstances according to NMC Policy and Procedures. To arrange an extension you must speak to your Trainer/Assessor prior to the due date.  Extensions due to illness will require a medical certificate. Extensions must be confirmed by Trainer/Assessor in writing.

Assessment Outcomes

There are two outcomes of the Assessment Task:

S = Satisfactory and NS = Not Satisfactory (requires more training and experience).

You will be awarded C = Competent on completion of the unit when your Trainer/Assessor is satisfied that you have completed all assessments and have provided the appropriate evidence required to meet all criteria. If you fail to meet this requirement you will receive the result NYC = Not Yet Competent and will be eligible to be re-assessed in accordance with the NMC’s policies and procedures. 

The outcome and feedback of your Unit Assessment will be summarised in the Unit Summary Result and this will be discussed with you by your Trainer/Assessor. To evidence that a discussion has occurred regarding the result and feedback, you will be provided a photocopy of the Unit Summary Result.

Re-assessment (Re-sit/Re-submit)

If you have NOT achieved Competency, you will be allowed to re-submit or whenever applicable will be given a supplementary assessment. The first Re-submission or Supplementary assessment will be at no cost. Second Re-submission will be charged in accordance with the rates specified in the NMC Policy and Procedure.

If you are requiring a re-sit assessment you must meet with your Trainer/Assessor to coordinate the re-sit requirements. Outcomes of the re-sit tasks and documentation will be stored in your academic file. Re-sit assessment may incur applicable fees in accordance with NMC Policy and Procedure.

Student Access to Records

Students have the right to access current and accurate records of their participation and results at any time. You may request to see your results on request by completing Form 074 Record Access Form and submitting to NMC Office.

Appeals

If you have any concern and/or not happy with your results;

1. Please speak with your Trainer/Assessor and you may be provided with alternate options of assessment in order to gain competency depending on initial results
2. Your assessment may be re-assessed upon appeal
3. If you are still unhappy about your assessment results after following the steps mentioned above, you may submit a formal complaint in accordance with NMC’s Complaints and Appeals Policy.

Plagiarism and Assessment Dishonesty

NMC is committed to ensuring that all students behave with integrity when undertaking an assessment. Therefore, it is essential that you understand the principles underlying assessment integrity and behave in a manner according to these principles.

1. You must not present and/or paraphrased other people’s work without a reference;
2. You must not copy or partly copy other students’ work
3. You must not use phrases and passages verbatim, without quotation marks and/or without a reference to the author or a web page
4. You must not submit any assessable item that were already previously submitted as assessable item
5. You must not submit an assignment that were collaboratively done when it is intended as individual work

Please read the following information and please ensure you have access to and have read the plagiarism and assessment dishonesty policy. This policy can be found on the NMC website and is also discussed in your induction prior to commencing the course.

Student must adhere to the abovementioned to avoid plagiarism / assessment dishonesty. Otherwise, it will form as an academic misconduct which will lead to academic counselling, suspension or cancellation.

For more information, please refer to the Plagiarism and Academic Dishonesty Policy and Procedure available upon request at the Reception or download from NMC website.

Assessment Instructions

There are three (3) assessments for this unit of competency BSBSTR502 Facilitate Continuous Improvement. You are required to complete them all.

1. Written Question

This consists of seven (7) questions. You are required to successfully answer all questions to be deemed satisfactory. There is no restriction as to the length of the responses.

A timeframe will be provided by your Trainer/Assessor for you to complete this task.

2. Project – Simulated Workplace Environment

You will need to access and read the following BizOps documents, policies and procedures:

• Vision, Mission, Values
• Company Business Plan
• Continuous Improvement Procedures
• Organisational Charts
• Sustainability Environmental Policy
• Professional Development Policy

Your answer to this task must be in a typewritten format. A timeframe will be provided by your Trainer/Assessor for you to complete this task.

All project criteria are outlined in the project checklist. This checklist will be completed by your Trainer/Assessor to judge your project work. You must attained satisfactory mark in all criteria to be deemed satisfactory for this Assessment Task 2.

3.Case Study

You will need to read the BizOps case study in regard to your performance in a simulated scenario. Answer all the relevant questions where your assessor will record the skills and knowledge you apply.

A timeframe will be provided by your Trainer/Assessor for you to complete this task.

Student Declaration 

…………………………………………………………………… (Student Name) have read and understand the information and instruction provided above and also understand and accept that any act of plagiarism and academic dishonesty will lead to academic counselling, suspension or cancellation of my enrolment with  North Melbourne College.

 I further declare that:

• All assessment work submitted for this unit of competency is my own original work and plagiarism and collusion has not occurred.
• Assessment work is not copied nor has not been submitted for any other unit/course.
• I have taken proper care and effort to ensure my work has not been copied by another person.
• I understand the consequences of engaging in plagiarism as described in NMC’s Plagiarism and Assessment Dishonesty Policy and I have obtained and read the Plagiarism and Assessment Dishonesty Policy.

 Student Signature: ………………………………………………………      Date: ……/……/…….

SUBMISSION DETAILS
Unit of Competency:	BSBSTR502 Facilitate continuous improvement
Assessment Task	Written Questions
Student Name:
Student ID:
Student Submission and Plagiarism Declaration: By submitting this assessment to the College, I declare that: ·          This assessment task is original and has not been copied or taken from another source except where this work has been correctly acknowledged. ·          No part of this assessment has been written for me by another person. ·          I have made a photocopy or electronic copy or photograph of my assessment task, which I can produce if the original is lost.
Student Signature: ______________________________  Date of Completion: __________________
ASSESSMENT OUTCOME
Student’s overall performance is:		q    Satisfactory                                 q    Not Satisfactory
Comments/Feedback to the Student:
Assessor Declaration: I declare that I have performed assessment for this student as per the principles of assessment and collected assessment evidence in accordance with the rules of evidence. I further declare that to the best of my knowledge all evidence attached are the student’s own work. I also provided appropriate feedback to the student and have undertaken assessment integrity checks for plagiarism. q    I also declare that I have provided the feedback and discussed the result with the student.
Trainer/Assessor FULL Name: _________________________________________________________ Signature : _____________________________________  Date : ___________________________

Assessment Cover Sheet

ASSESSMENT TASK 1 – WRITTEN QUESTIONS

Instructions:

You are to answer the following questions on lead and manage team effectiveness. Your answers will form part of the evidence gathered for this unit.

Acceptable format for the answers of this task could be handwritten or typewritten. There is no restriction as to the length of the responses. If the space provided is not enough, you use additional papers. All work should be completed within designated timeframes

Questions:

QN	QUESTIONS	RESULT ACHIEVED
Q 1	Describe what a quality system is and its role in maintaining continuous improvement	Satisfactory r Yes     r No
ANSWER(S) Aquality system refers to a set of processes, procedures, and resources established within an organization to ensure that products or services meet or exceed customer expectations. It plays a pivotal role in maintaining continuous improvement by creating a structured framework for identifying and addressing areas for enhancement. By implementing systematic quality control measures, organizations can monitor performance, identify defects or inefficiencies, analyze data, and make informed decisions to drive ongoing improvement efforts. This fosters a culture of excellence, promotes customer satisfaction, and enables the organization to adapt and evolve in a dynamic business environment.
Q 2	Explain how Knowledge Management Systems can assist an organization in its continuous improvement processes. Provide a specific example.	Satisfactory r Yes     r No
ANSWER(S) . Knowledge Management Systems (KMS) can greatly assist organizations in their continuous improvement processes by facilitating the effective capture, storage, retrieval, and sharing of knowledge and information within the organization. These systems enable the organization to harness the collective expertise and experience of its employees, fostering a culture of learning and innovation.For example, consider an engineering firm that implements a KMS. Engineers working on different projects can document their lessons learned, best practices, and innovative solutions within the system. This knowledge can be easily accessed and shared with other engineers, enabling them to learn from past experiences and avoid repeating mistakes. The KMS also allows for collaboration and knowledge exchange across teams, ensuring that valuable insights and improvements are disseminated throughout the organization. This systematic sharing and utilization of knowledge through the KMS ultimately leads to enhanced efficiency, improved processes, and continuous improvement across the organization (Parida, et al., 2019).
Q 3	What are the benefits of analysis performance measures on a regular basis?	Satisfactory r Yes     r No
ANSWER(S) Regular analysis of performance measures offers several benefits to organizations. Firstly, it provides valuable insights into the effectiveness and efficiency of various processes, allowing for data-driven decision making. By identifying areas of underperformance or bottlenecks, organizations can take corrective actions and optimize operations. Secondly, it enables organizations to monitor progress towards goals and targets, facilitating accountability and ensuring alignment with strategic objectives. Additionally, performance analysis helps in identifying trends and patterns over time, enabling proactive problem-solving and the implementation of continuous improvement initiatives. Lastly, it enhances transparency and communication by providing clear and objective metrics that can be shared with stakeholders, fostering trust and facilitating informed discussions about performance and potential areas for growth (McDermott & Newman, 2020).
Q 4	Provide a brief description of the Six Sigma continuous improvement model	Satisfactory r Yes     r No
ANSWER(S) The Six Sigma continuous improvement model is a systematic approach utilized by organizations to enhance their processes, reduce defects, and improve overall performance. It emphasizes the rigorous identification, analysis, and elimination of variations and errors in order to achieve near-perfect outcomes. This involves clearly defining project goals, measuring process performance, analyzing data to identify root causes of defects, implementing targeted improvements, and establishing control mechanisms to sustain the improvements. By adhering to the principles of Six Sigma, organizations can strive for continuous improvement, enhanced efficiency, and increased customer satisfaction.
Q 5	Explain why it is essential that an organization captures information on continuous improvement processes and incorporates them into its knowledge management system. Describe how you will effectively contribute to communicate the continuous improvement process to relevant stakeholders	Satisfactory r Yes     r No
ANSWER(S) This ensures that valuable insights, lessons learned, and best practices are documented and shared across the organization, fostering a culture of learning and innovation. By capturing this information, organizations can avoid reinventing the wheel, leverage past experiences to drive future improvements, and facilitate knowledge transfer between employees and teams. Effectively communicating the continuous improvement process to relevant stakeholders involves clear and concise dissemination of progress, outcomes, and future plans. This can be achieved through regular reports, presentations, and updates that highlight achievements, challenges, and opportunities for collaboration, ensuring stakeholders are informed and engaged in the continuous improvement journey (ur Rehman, et al., 2019).
Q 6	Explain the importance of analytical and lateral thinking when planning for organizational improvements. Also, address how you will address the sustainability requirement of the organization during your planning for organizational improvements.	Satisfactory r Yes     r No
ANSWER(S) Analytical thinking is crucial when planning for organizational improvements as it involves systematic evaluation of data and information to identify areas for enhancement. This helps in understanding the current state, root causes of problems, and potential solutions. Lateral thinking, on the other hand, is equally important as it encourages creative and unconventional approaches to problem-solving. It promotes innovative ideas and alternative perspectives that can lead to breakthrough improvements. To address sustainability requirements during planning, considering environmental, social, and economic impacts becomes imperative. This involves incorporating sustainable practices, such as resource efficiency, waste reduction, and social responsibility, to ensure that improvements align with the organization’s long-term viability and contribute to a sustainable future (Tsao et al., 2019)
Q 7	When considering areas that have been identified for further improvement, explain how continuous improvement systems relate to other systems in an organization.	Satisfactory r Yes     r No
ANSWER(S) Continuous improvement systems are interconnected with other systems within an organization. They rely on and influence various organizational systems such as quality management, performance management, and knowledge management. Continuous improvement systems utilize feedback from these systems to identify areas for improvement, set goals, and measure progress. They also interact with operational systems by implementing changes, monitoring outcomes, and adjusting processes accordingly. Furthermore, continuous improvement systems collaborate with leadership and communication systems to engage stakeholders, disseminate information, and ensure alignment with organizational objectives. By integrating with these systems, continuous improvement becomes embedded in the organizational culture and workflow, enabling ongoing enhancement and driving organizational success (Boisjoly, et al., 2020).
Q 8	When considering areas that have been identified for further improvement, explain how you will incorporate your coaching and mentoring program to support your staff in implementing effective the improvement of your organization.	Satisfactory r Yes     r No
ANSWER(S) The coaching and mentoring program plays a crucial role in supporting staff in implementing effective improvements within the organization. It provides guidance, support, and skill development opportunities to employees involved in the improvement initiatives. Through coaching, employees receive personalized guidance to enhance their problem-solving, decision-making, and project management skills. Mentoring establishes a relationship between experienced individuals and those seeking guidance, fostering knowledge transfer and providing a supportive environment for learning and growth. By incorporating these programs, staff members are empowered to implement improvements effectively, gain new perspectives, and develop the necessary competencies to drive continuous improvement initiatives across the organization (Crane & Hartwell, 2019).
Q 9	Briefly discuss the knowledge management systems.	Satisfactory r Yes     r No
ANSWER(S) Knowledge management systems refer to the set of processes, technologies, and tools used by organizations to effectively capture, store, organize, retrieve, and share knowledge and information. These systems aim to facilitate knowledge creation, transfer, and utilization within the organization. They provide a centralized platform for employees to access relevant information, best practices, lessons learned, and expertise. Knowledge management systems can take various forms, such as databases, intranets, wikis, or collaboration platforms. By leveraging these systems, organizations can foster a culture of learning, improve decision-making, enhance productivity, promote innovation, and enable continuous improvement through the efficient management and utilization of organizational knowledge (Vaghefi & Tulu, 2019).

 Please re-read all your answers before submitting your WRITTEN ASSESSMENT to your assessor.

Assessment Cover Sheet

SUBMISSION DETAILS
Unit of Competency:	BSBSTR502 Facilitate continuous improvement
Assessment Task	Project – Simulated Workplace Environment
Student Name:
Student ID:
Student Submission and Plagiarism Declaration: By submitting this assessment to the College, I declare that: ·          This assessment task is original and has not been copied or taken from another source except where this work has been correctly acknowledged. ·          No part of this assessment has been written for me by another person. ·          I have made a photocopy or electronic copy or photograph of my assessment task, which I can produce if the original is lost.
Student Signature: __________________________    Date of Completion: ___________________
ASSESSMENT OUTCOME
Student’s overall performance is:		q    Satisfactory                                 q    Not Satisfactory
Comments/Feedback to the Student:
Assessor Declaration: I declare that I have performed assessment for this student as per the principles of assessment and collected assessment evidence in accordance with the rules of evidence. I further declare that to the best of my knowledge all evidence attached are the student’s own work. I also provided appropriate feedback to the student and have undertaken assessment integrity checks for plagiarism. q    I also declare that I have provided the feedback and discussed the result with the student.
Trainer/Assessor Name: ___________________________________________________________ Signature : _____________________________________  Date : ___________________________

Task 2: Project – Simulated Workplace Environment                     

Instructions:

You are to complete all the tasks as specified in this simulated work environment.

You will need to access and read the following BizOps documents, policies and procedures:

• Vision, Mission, Values (Annex A)
• Company Business Plan (Annex B)
• Continuous Improvement Procedures (Annex C)
• Organisational Charts (Annex D)
• Sustainability Environmental Policy (Annex E)
• Professional Development Policy (Annex F)

Acceptable format for the answers of this task must be typewritten. All work should be completed within designated timeframes. Your answers will form part of the evidence gathered for this unit.

Task Overview and Context:

You received an email from Peter White, Managing Director of Human Resources.

Subject: Continuous Improvement Project

Hello,

The BizOps Enterprises vision, mission and value statement highlights the crux of what our business about. We have set some challenging goals and objectives in the business plan for the next five (5) years and now it is time to implement some improvements to help us achieve these outcomes.

One of the goals in the business plan is to focus on having the right people in the organisation. One identified strategy for supporting this goal is to ‘provide the financial, physical, human and time resources to support an annual professional development program for all BizOps employees’.

Senior Managers have discussed how this could be achieved and have decided that it would be best managed through a continuous process improvement (CPI).

As the Human Resources Manager, you are the most suitable person to manage this because you are already managing professional development for the organisation.

Please refer to the ‘Instruction to the Candidate’ section that follows for a list of tasks that senior managers wish you to complete for this project.

Regards

Peter White

Managing Director Human Resource

Instructions to the Candidate

You will need to access and read the following BizOps documents, policies and procedures:

• Vision, Mission, Values (Annex A)
• Company Business Plan (Annex B)
• Continuous Improvement Procedures (Annex C)
• Organisational Charts (Annex D)
• Sustainability Environmental Policy (Annex E)
• Professional Development Policy (Annex F)

Complete the following tasks to facilitate this continuous improvement process. Each task should be completed in a separate document in a typewritten format.

1. Access and read the vision, mission and value statement and the company business plan. Using the information from these documents, prepare a two (2)-page information document that can be used across the organisation to promote what this continuous process improvement (CPI) project is attempting to achieve. The document should address the following:
2. Encourage staff to exercise initiative and participate in the decision-making processes of this CPI project as it is clearly targeting all employees
3. Explain what CPI means and why this method is appropriate for achieving the company business plan. You may need to refer to and use extracts from the continuous improvement procedures.
4. Develop a communication process to communicate the CPI.
5. Using the continuous improvement procedure as a framework, prepare a detailed implementation and monitoring plan for this CPI project.
6. Address all dot points under each of the major headings (Define, Measure, Analyse, Improve, Control)
7. Establish a project team that includes managers from across the organisation and a representation of team leaders. The project team will report to Peter White (your trainer/assessor). You may need to refer to the organisational charts.
8. Identify the tools that will be used at each stage of the project and what information they will contribute towards the objectives of each stage
9. Address sustainability requirements. In particular, senior managers are keen to see that a majority of professional development programs that emerge from the project are conducted via e-learning. This would also reduce the amount of travel that staff undertakes in attending professional development programs. You may need to access the sustainability environmental policy and the professional development policy
10. Address the relevant legislative requirements that may exist. As this project is about human resources, ensure that it addresses equal opportunity guidelines.
11. Establish process to monitor and adjust CPI project and area of improvement for team members.
12. Outline how mentoring, coaching and other support will be used to enable people across the organisation to participate effectively in this CPI project or staff need improvement
13. Provide a framework for capturing and communicating information on the progress, outcomes, insights and experiences from the CPI project. This framework should outline what information is to be captured and how it is to be presented.
14. Develop key performance indicators (KPIs) that can be used to measure the achievements of the CPI project. For each KPI, provide an outline and samples of the records to be collected and explain how these supports the measurement of the KPI’s that have been set.
15. Present your plan to executive; including
16. Area for future improvement.
17. Reporting and recording team performance
18. Establish a process to ensure all stakeholders are informed of outcomes.

Annex A: Vision, Mission, Values

BizOps Enterprises vision, mission and values statement

BizOps Vision

At BizOps Enterprises, our vision is to redefine the future of business operations. We aspire to be the leading force in transforming organizations by leveraging state-of-the-art technologies, data-driven insights, and innovative approaches. We envision a world where businesses operate seamlessly, achieving unparalleled growth, efficiency, and competitiveness. Through our unwavering commitment to excellence, collaboration, and client-centricity, we aim to empower our clients with tailored solutions that optimize processes, maximize resource utilization, and unlock their full potential. Our vision drives us to continuously innovate, adapt, and deliver sustainable and transformative business operation solutions that shape the future of industries worldwide.

BizOps Mission

At BizOps Enterprises, our mission is to provide comprehensive business operations services that streamline processes, optimize resources, and deliver sustainable competitive advantages to our clients. We build long-term partnerships based on trust, reliability, and mutual success. Through a client-centric approach, we understand their unique needs, align our efforts with their goals, and deliver tailored solutions. We foster collaboration, uphold integrity, and strive for excellence in all our endeavors. By embracing innovation and leveraging cutting-edge technologies, we aim to drive growth, efficiency, and success for our clients, empowering them to thrive in a rapidly evolving business landscape.

BizOps Values

At BizOps Enterprises, our values guide our actions and define who we are as an organization. Integrity is the foundation of our operations, ensuring ethical and transparent practices. We uphold a commitment to excellence, continuously striving for improvement and exceeding expectations. Collaboration drives our success, fostering teamwork and open communication. Innovation is ingrained in our culture, embracing new ideas and technologies. Client-centricity is paramount, as we prioritize understanding and meeting their unique needs. Finally, we embrace social responsibility, aiming to make a positive impact on our communities and contribute to sustainable development.

Business structure

Company

BizOps Enterprises follows a functional business structure with departments led by managers. Cross-functional teams collaborate to address client needs. Projects are managed by project managers, supported by administrative and IT functions. Clear communication channels and a hierarchical approach ensure efficient operations and client-focused outcomes.

Business owner/s

Siimon Greig

Natushka Greig

Devon Mersydale

Relevant owner experience

Siimon, Natushka and Devon have over 50 years combined experience in manufacturing and retailing. Since starting BizOps in 1998, they have successfully grown the business from a single shopfront to over 150 retail, online and phone order outlets nationally.

Products/services

BizOps retail outlets specialise in a range of exclusive products. The business provides its customers with high quality and innovative products and services. Wherever possible we provide our customers with a ‘green’ solution and service. We employ sustainable business practices.

Market

Target market

BizOps customers include anyone seeking innovative, high quality exclusive products. Customers seeking a ‘green’ solution to their needs are especially welcome.

Marketing strategy

BizOps employs a range of marketing tools including:

• magazine (electronic and print) presence
• an instore/online catalogue
• a corporate website with e-commerce function
• direct marketing to our existing customer base
• a loyalty reward program
• trade fair participation.

Future

BizOps is committed to:

• providing high quality and innovative products and services to customers
• meeting the changing needs of customers
• offering innovative product solutions
• delivering speedy and personalised service
• employing professional and enthusiastic staff
• providing clean and ‘green’ products and services
• adopting sustainable work practices
• undertaking continuous improvement processes.

BizOps is known for its enthusiastic and inclusive culture. BizOps seeks to maintain professional and well-supported staff.

Goals/objectives

In 2015–2020 BizOps will consolidate its position in the market as a lead retailer for green and sustainable solutions for high quality exclusive products.

To do this, BizOps will focus on the following business goals:

• Financial stability:
• Increase revenue by 15% (compared to the previous 12 months) by the end of the financial year
• Maintain annual profit levels of 15% of revenue for all products and services, calculated at the end of each financial year
• Reinvest 75% of profit back into the business at the end of each financial year
• Market position:
• Maintain the number one rating in the annual national industry customer service awards
• Launch new high quality exclusive consumer products to meet customer demand, ahead of competitors, within budget and by the agreed deadlines
• Right people:
• Provide induction training at the commencement of employment to train new employees to be knowledgeable, helpful and enthusiastic
• Provide the financial, physical, human and time resources to support an annual professional development program for all BizOps employees

Finances

	2015–16	2016–17	2017–18	2018–19	2019–20
Income	150,000,000	172,500,000	198,375,000	228,131,250	262,350,937
Expenditure	127,500,000	146,725,000	168,618,750	193,875,000	222,998,297
Profit	22,500,000	25,775,000	29,756,250	34,256,250	39,352,640
Reinvest	16,875,000	19,331,250	22,317,188	25,692,188	29,514,480

Organisation chart

See BizOps intranet for the latest organisational chart (Annex D)

Key personnel

Job title	Name	Skills
Chief executive officer	Rose Hargreaves	15 years’ financial experience in the retail industry Qualified engineer Postgrad. in business law MBA
Managing director: Financial operations	Mike Booth	20 years’ accountancy experience Qualified CPA Member of the National Institute of Accountants
Managing director: Business operations	Sean Bamford	15 years’ experience in a range of retail and logistics businesses Bachelor of Science Postgrad. in supply chain logistics Postgrad. in business law
Managing director: Retail operations	Nancy Tooket	15 years’ experience in the retail industry Bachelor of Design (Industrial design) Advanced diploma of business management
Managing director: Human resources	Peter White	10 years’ experience in recruitment and general HR Bachelor of Arts Graduate diploma of psychology Member of the Australian Human Resources Institute

Products/services

Market position

BizOps offer quality, high-end, innovative and exclusive consumer products. We provide a quality service to our customers, focusing on ‘green’ solutions. We participate actively in trade fairs to ensure we have the latest high-end consumer products available for our customers. 

Unique selling position

Our distribution of retail outlets across Australia allows us to provide the personal level of service customers expect with exclusive products, but we also provide service through online and phone stores in each state. Our customer service is knowledgeable and friendly. We reward our customers for their loyalty.

Anticipated demand

A large number of customers purchase our lower priced items, valued at $500–750. We sell approximately 16,000 items in this price range every month across our 150 stores. Our large corporate clients purchase on average twice a year, spending approximately $10,000–15,000 per purchase. Our VIP individual customers (approximately 1,000 nationally) purchase on average one larger/high-end item per year and between 5 and 10 lower priced items. Their spend averages to approximately $10,000 per annum.

Pricing strategy

BizOps applies standard industry mark-ups for lower priced items. Our high-end items are often unique in the market and are priced accordingly, based on our purchase price and understanding of the market.

Value to customer

BizOps individual customers view us as a destination for quality goods with a ‘green’ bias. Our corporate clients trust us to provide high quality products and services that will perform above expectation and impress their clients. Our VIP customers are discerning and rely on us to keep them up to date with the latest in exclusive consumer products.

Growth potential

BizOps is aiming for 15 per cent growth in revenue per annum. This growth will come in part from technology improvements and innovation resulting in better products with a lower impact on the environment. As this happens, our environmentally conscious customers will want to upgrade their products. Growth will also occur naturally as the population in Australia continues to increase and accumulate more wealth. The home is one area that Australians take great pride in furnishing and exclusive products are increasingly sought after.

Insurance

BizOps holds current workers compensation and public liability, product liability, business asset and business revenue insurance. The company accountant holds all details.

Risk management

See BizOps intranet for the current risk-management procedure.

Legal considerations

The following list is current at time of publication and is not exhaustive. Key provisions of relevant legislation from all forms of government, standards and codes such include those related to:

• anti-discrimination legislation
• AS 5037:2005 Knowledge management –- a guide
• AS/NZS ISO 31000:2009 Risk management
• Australian Accounting and Auditing Standards
• Australian Securities and Investments Commission (ASIC) requirements
• Australian Taxation Office regulations
• certified and workplace agreements
• codes of practice
• company law
• contract law
• copyright
• corporations law
• duty of care
• employee contracts
• enterprise agreements
• environmental issues
• environmental or sustainability legislation, regulations and codes of practice applicable to industry and organisation
• ethical principles
• federal and state/territory awards/use of Wageline
• financial legislation
• freedom of information legislation
• fringe benefits tax (FBT)
• Higher Education Contribution Scheme (HECS)/Higher Education Loan Programme (HELP)
• Pay as you go (PAYG) tax
• payroll tax
• privacy laws and confidentiality
• Superannuation Guarantee (Administration) Act and superannuation regulations
• unlawful dismissal rules and due process
• work, health and safety legislation, regulations and codes of practice.

Operations

See BizOps intranet for the current organisation operational plan.

Sustainability environmental policy and procedures

See BizOps intranet for the current sustainability environmental policy and procedures.

Annex C : Continuous Improvement Procedures 

Continuous improvement forms part of the BizOps Enterprises overall business philosophy. It is part of everyone’s role to continuously look for ways to improve processes and systems to ensure they are effective and efficient.

Process improvement activities or projects should be performed using the DMAIC quality system:

Process improvement activities or projects in BizOps company should follow the DMAIC quality system. Firstly, the Define phase involves identifying the problem, setting clear goals, and establishing project scope. In the Measure phase, relevant data is collected, and key performance indicators (KPIs) are defined to quantify the current state of the process. The Analyze phase involves analyzing the collected data to identify root causes and underlying issues. In the Improve phase, potential solutions are generated and implemented. Finally, the Control phase establishes methods to sustain the improvements, including monitoring, feedback mechanisms, and standardizing processes to ensure long-term success (Robinson & Ginder, 2020).

DEFINE an improvement project

Identify the improvement opportunity: Recognize areas within the business where there is a potential for enhancement or optimization.

Develop the business processes: Create or modify existing processes to align with the improvement opportunity and desired outcomes.

Define critical requirements: Clearly outline the essential elements and expectations that need to be met for successful implementation.

Prepare a project team: Assemble a group of individuals with the necessary skills and expertise to work on the improvement project and drive its execution.

Someone at managerial level supports the project and removes barriers to success. This is usually the manager of the section or department in which the project takes place. The plan also includes a statement of how and to whom progress will be reported.

Tools

•          Gap analysis •          Customer feedback •          Process mapping ·          Action plan

 MEASURE process performance

• Identify measures to evaluate the success of project.
• Develop a data collection method to measure process performance.
• Understand Six Sigma to calculate performance measurements.
• Establish baseline Six Sigma to show the standard deviation for a process.

Tools

·         Charts ·        Graphs ·        Data Analysis

ANALYSE opportunity

• Analyse the opportunity to identify a problem.
• Define an understandable problem statement.
• Identify and validate the root causes.

Tools

·          Process mapping ·          Hypothesis testing ·          Fishbone diagram ·          Root cause analysis ·          Statistics

IMPROVE process

• Identify, evaluate and select the right improvement solutions.
• Develop a change management strategy to assist the organisation through solution implementation.

Tools

•        Cost–benefit analysis •        Project planning •        Change management

 CONTROL process

• Understand the importance of planning and executing against the plan.
• Determine the strategy to ensure achievement of the targeted results.
• Understand how to disseminate lessons learnt.
• Identify opportunities for standardization.

Tools

•        Project planning •        Plan-Do-Check-Act cycle

 Annex D: Organisational Charts

Board of Directors

Rose Hargreaves Chief Executive Officer

Mike Booth Managing Director Financial Operations

Sean Bamford Managing Director Business  Operations

Peter White Managing Director Human Resources

Nancy Tooket Managing Director Retail Operations

Gina Harris Manager Human Resources

Fatima Williams Company Accountant

Chloe Watson Finance Manager

Chelsea Jones Manager Business Operations

Liz Hitchens Marketing Manager

Johan Tines Sales Manager

Sarah Voss Customer Service Manager

Financial Operations Extract

Mike Booth Managing Director Financial Operations

Fatima Williams Company Accountant

Chloe Watson Finance Manager

Finance Team Leader

Payroll Team

Accounts Team

Business Operations Extract

Sean Bamford Managing Director Business  Operations

Chelsea Jones Manager Business Operations

Fred Knight IT Manager

Project Manager

Project Manager

IT Coordinators (Support to all Departments)

Project Team

Project Team

Human Resources Extract

Peter White Managing Director Human Resources

Gina Harris Manager Human Resources

HR Specialist Advisors

HR Administration Team

Retail Operations Extract

Nancy Tooket Managing Director Retail Operations

Sarah Voss Customer Service Manager

Liz Hitchens Marketing Manager

Johan Tines Sales Manager

Design Team

Editorial Team

Production Team

Advertising Sales Team

Customer Support Team

Account Managers

Product Specialists

Support Team

Annex E: Sustainability Environmental Policy

BizOps Enterprises participates in various activities across sectors and industries. Our commitment to corporate responsibility and sustainability means managing environmental, social and economic risks and responsibilities, and delivering sustainable outcomes for the benefit of stakeholders and the broader community.

BizOps recognises that acting in a responsible and sustainable manner creates new opportunities and improves social and environmental returns. We are committed to:

• maintaining high standards of ethical and legal business behaviours at all times
• developing improvement targets against key sustainability priorities, which relate to:

• conduct
• people
• stakeholders
• supply chain
• environmental impact and climate change
  • engaging with our suppliers to improve the sustainability performance of the supply chain
  • offering innovative and sustainable products
  • preserving heritage and enhancing culture
  • developing, recognising and rewarding staff for effective performance in terms of sustainability
  • improving resource efficiency
  • minimising the environmental impacts of activities
  • positioning BizOps to operate in a changing climate and carbon-constrained economy
  • pursuing continuous improvement in corporate responsibility and sustainability management and performance.

Accountability

All areas are accountable for developing and driving implementation of sustainability targets. The BizOps Board is responsible for reviewing performance. This is usually achieved via a sustainability audit, which is conducted by an independent body.

Key sustainability initiatives

Environmental initiatives incorporated at the BizOps head office include:

• local materials to be used where possible
• recyclable and renewable materials to be used where possible
• a waste reduction program to be implemented
• the installation of a 150-megalitre rain water tank; this will be used to flush the toilets
• the installation of a smart lighting system and energy efficient lights; these will be electronically monitored and control light levels and energy
• all workstations to be converted to low-power LCD and LED monitor systems and wired keyboards/mice to reduce battery waste
• the removal of individual desk bins to reduce the plastic waste created by bin liners
• rebates for employees using public transport and car pools.

Annex F: Professional Development Policy

BizOps Enterprises Education, Training and Development Policy

Policy statement

BizOps Enterprises recognises the need for employees to be provided with opportunities to acquire additional knowledge and skills as part of their career development.

The formal opportunity for identifying professional performance and development needs of each employee is the annual performance and development review process.

This policy incorporates avenues of training and development that are undertaken for the following purposes:

• To develop skills to meet significant changes to an employee’s current work or an expanding role within BizOps
• Professional development requirements
• Career development and progression within BizOps

This policy also provides a system for reimbursement of fees to eligible employees who are undertaking an approved course of study.

Policy application

This Policy applies to all employees of BizOps Enterprises.

Short courses

Short courses are defined as those not exceeding 80 hours in duration. Wherever possible, these courses shall be scheduled during normal working hours.

In the event of courses being scheduled outside normal working hours, time off in lieu may be granted if the time exceeds two 2 hours in any one week.

Tertiary courses

Tertiary courses’ contact time should, wherever possible, be scheduled outside of ordinary office hours. Limited study leave for tertiary courses may be negotiated and approved by the Executive Director based on relevance of education and training to BizOps.

Study leave

Study leave may be granted as follows. Study leave only applies where formal examinations must be undertaken as part of the course:

• One day paid leave per tertiary course subject per semester for study purposes
• Half a day per subject examination attendance (may be granted to a maximum of six days per year)

Criteria for approval and reimbursement of study fees

The employee must have completed at least twelve months’ continuous service with BizOps Enterprises and be employed on a full-time or part-time basis.

On approval of a tertiary course, the employee shall be eligible for reimbursement as follows:

• Up to a maximum $500 reimbursement per semester of all compulsory registration, tuition and fixed costs (such as examination and institution fees). This is subject to producing evidence of satisfactory results and continuing satisfactory work performance. The cost of books and any other expenses will not be reimbursed.
• Applications for reimbursement must be accompanied by evidence of payment and proof of the successful completion of each course/subject such as an official transcript of grades.

Professional memberships

The company may reimburse the cost of one professional membership per annum, where it can be demonstrated that such a membership is directly linked to the employee’s current position. Memberships will not be provided for an individual where BizOps already has a corporate membership.

Responsibilities

Employees are responsible for:

• conducting a discussion with their immediate manager or the Executive Director prior to undertaking any courses that may impact the workplace
• discussing any proposed courses/study with their immediate manager during the performance and development review process
• outlining to their manager the likely costs of the course, the duration of the course and the proposed leave required
• completing the Application for Fee Support form and the Terms and Conditions of Fee Support form
• completing the Application for Study Leave Form if applicable
• at the conclusion of the course, completing relevant claim forms and submitting appropriate documentation to support expense claims
• ensuring that attendance at such course does not impact their daily performance
• seeking approval from their immediate manager and the Executive Director prior to taking study and examination leave if applicable
• advising the Executive Director in writing of any proposed changes to the course; for example, cancellation, deferment or withdrawal.

Managers are responsible for:

• discussing the proposed course with the employee
• raising any proposed course/study with the employee during the performance and development review process
• providing a recommendation to the Executive Director regarding the study application, including proposed reimbursement and study leave
• making arrangements to cover the employee’s absence, ensuring that work is not impacted
• providing appropriate support to the employee so that they can be successful in pursuing their studies
• providing recommendation to the Executive Director if there are any proposed changes to the course
• verifying expense claims and forwarding these to the accountant
• making a recommendation to the Executive Director regarding professional membership subscriptions

Procedure for undertake education and training

• Prior to undertaking a course for which an employee is seeking paid/unpaid leave or reimbursement of costs, an employee should discuss with their manager such intentions and complete the Application for Fee Support Form and Terms and Conditions of Fee Support form.
• The employee’s immediate manager will review the application. If the application falls within the scope of this policy, the manager will make a recommendation to the Executive Director for

approval of leave and /or cover any absence on study leave and any costs associated with the course.

• The employee’s immediate manager will ensure the employee has completed the correct forms and supplied the appropriate information.
• Application for both study and examination leave, paid or unpaid, must be submitted on the appropriate form, and approved, prior to leave being taken.
• The Executive Director will make the final decision in relation to the approval of study leave, paid or unpaid, and any recommended reimbursement of educational expenses.

Procedures for changing course arrangements

If alterations are made to the schedule and/or for costs of a course, the employee must forward a revised Application for Fee Support form to the Executive Director as soon as possible. If the revised leave and/or expenses are greater than the amount originally approved, the form shall be submitted to the Executive Director for authorization.

Procedure for applying for authorization for professional membership

Prior to taking up a professional membership, the employee shall discuss with their manager such intentions. The employee’s immediate manager shall check whether BizOps has a corporate membership. If there is no corporate membership and the membership is relevant to the employee’s position, the manager shall make a recommendation to the Executive Director for approval of the cost of the professional membership.

Reference points

Application for fee support

Terms and conditions of fee support

Policy to be reviewed: February 2016

Project Checklist (To be completed by Trainer/Assessor)

Project meets the following requirements/criteria		Satisfactory	Not Satisfactory
P1	Developed strategies to ensure that team members were actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate
P2	Identified and extracted relevant information from a range of complex texts
P3	Located, interpreted and analysed workplace documentation to gather information relating to continuous improvement
P4	Ensured the vocabulary, grammatical structures and conventions are appropriate for the context and target audience
P5	Developed complex texts related to continuous improvement processes according to organisational requirements
P6	Used analytical and lateral thinking to review current practices and develop ideas for improvement
P7	Established systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders
P8	Facilitated effective contributions to and communications about continuous improvement processes and outcomes
P9	Reflected on the ways in which digital systems and tools are used or could be used, to achieve work goals
P10	Ensured that change and improvement processes meet sustainability requirements
P11	Developed strategies to enable compliance with legislative requirements and achievement of the organisation’s goals
P12	Developed effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes
P13	Ensured that insights and experiences from business activities are captured and accessible through knowledge management systems
P14	Developed strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning, and operations could be improved
P15	Adjusted and communicated strategies to stakeholders according to organisational procedures
P16	Established processes to ensure that team members are informed of outcomes of continuous improvement efforts
P17	Ensured processes include recording of work team performance to assist in identifying further opportunities for improvement
P18	Monitored adherence to organisational policies, procedures and protocols and considered own role in terms of its contribution to broader goals of the work environment
P19	Considered areas identified for further improvement when undertaking future planning

 Assessment Cover Sheet

SUBMISSION DETAILS
Unit of Competency:	BSBSTR502 Facilitate continuous improvement
Assessment Task	Case Study
Student Name:
Student ID:
Student Submission and Plagiarism Declaration: By submitting this assessment to the College, I declare that: ·          This assessment task is original and has not been copied or taken from another source except where this work has been correctly acknowledged. ·          No part of this assessment has been written for me by another person. ·          I have made a photocopy or electronic copy or photograph of my assessment task, which I can produce if the original is lost.
Student Signature: __________________________    Date of Completion: ___________________
ASSESSMENT OUTCOME
Student’s overall performance is:		q    Satisfactory                                 q    Not Satisfactory
Comments/Feedback to the Student:
Assessor Declaration: I declare that I have performed assessment for this student as per the principles of assessment and collected assessment evidence in accordance with the rules of evidence. I further declare that to the best of my knowledge all evidence attached are the student’s own work. I also provided appropriate feedback to the student and have undertaken assessment integrity checks for plagiarism. q    I also declare that I have provided the feedback and discussed the result with the student.
Trainer/Assessor Name: ___________________________________________________________  Signature : _____________________________________  Date : ___________________________

Task 3: Case Study

Your performance will be documented while being observed by your Trainer/Assessor. You should demonstrate skills in leading and managing continuous improvement systems and processes including monitoring and adjusting performance strategies and managing opportunities for further improvement.

Instruction to the Candidate: 

Read the following case study and answer the question at the end of the case study.

Case Study:

BizOps is a manufacture and distributes a range of tyres to domestic and international markets.  Using weekly production meeting, walk around observations and daily statistical reporting tools, the company is able to monitor its systems and make adjustments. In the last month or so, these monitoring systems have revealed a steady increase in production costs. The managing director is relieved to know that the current monitoring and reviewing processes are successful and producing accurate results.

He decides to identify what the problems are by conducting an internal auditing program. A number of problems is subsequently uncovered:

There have been substantial increases in material costs from current suppliers.

The production line frequently stops while workers await deliveries from suppliers.

Delivery schedules are not being met.

Material wastage is increasing due to poorly trained and overworked staff.

The managing director is keen to sort these issues out with his senior management team and schedules an early management meeting. In the meeting, the managing director facilitates a brainstorming session to identify a number of alternatives for fixing these problems. It is decided that all production staff will undergo a two-day intensive training session focusing on reducing inefficiencies and waste.  In addition, the production manager will negotiate with a number of suppliers to reduce raw material costs and improve delivery timeframes of materials. The warehouse will also be re-configured to hold 20 per cent more material to reduce delays on the production line. Meeting participants decide to hold a company-wide meeting the next morning to discuss the changes and their implications.

Case Study questions:

Consider the above scenario and answer the following questions:

1. In an attempt to make life easier for its employees and business partners, BizOps standardises its practices covering everything from supply chain management to business procedures, so that the same practices are followed in every country around the world. Discuss the benefits of this approach from a continuous improvement perspective.

Answer – Standardizing practices across all countries in which BizOps operates offers several benefits from a continuous improvement perspective. Firstly, it promotes consistency, allowing for streamlined operations and reducing variations in performance. This enables the identification of best practices that can be shared and replicated globally, fostering continuous improvement throughout the organization. Standardization also facilitates benchmarking and performance measurement, as data can be compared across regions and countries. Additionally, it simplifies training and knowledge transfer, as employees can be trained on standardized processes, ensuring a common understanding and skill set. Ultimately, this approach promotes efficiency, collaboration, and the sharing of insights, leading to continuous improvement on a global scal (Molavi, et al., 2020).

2. As a manager what processes/system would you use to ensure that your team members are informed of outcomes of the continuous improvement strategies being used in the case study above?

Answer – would implement effective communication and feedback mechanisms. This would include regular team meetings and presentations where the progress, results, and impact of the strategies are shared. Additionally, they would utilize email updates, newsletters, or intranet platforms to provide written summaries and reports on the outcomes. Open and transparent communication channels would encourage team members to ask questions, provide input, and share their own observations and suggestions. Lastly, they would encourage a culture of recognition and celebration, acknowledging the contributions and successes achieved through the continuous improvement initiatives (Kim, et al., 2019).

3. Explain some ways in which data about the performance results of the continuous improvement strategies being used in the above scenario can be documented for company records and future use.

Answer – One approach is to maintain detailed records of key performance indicators (KPIs) and metrics, including before and after comparisons, in a centralized database or performance management system. This enables easy tracking and analysis of trends over time. Additionally, written reports summarizing the outcomes, challenges faced, and lessons learned can be generated. Visual representations such as charts, graphs, and dashboards can effectively communicate the results. Regular audits and evaluations can be conducted to ensure data accuracy and integrity. Finally, documentation should be securely stored for future reference and as a valuable knowledge base for similar improvement initiative (Zangrillo, et al., 2020).

4. What areas according to you need additional attention and further improvement on an ongoing basis keeping in mind the problem in hand – that is reducing the total production costs at BizOps Where can you source data for the same?

Answer –  Areas that require ongoing attention and further improvement to reduce production costs at BizOps include material costs, supplier delivery schedules, staff training, and production line efficiency. To source data for these areas, multiple channels can be utilized. These may include internal sources such as production reports, financial records, and employee feedback. External sources like market research, supplier performance metrics, and industry benchmarks can provide valuable insights. Additionally, collaboration with cross-functional teams, conducting surveys, and analyzing historical data can offer further data for continuous improvement efforts.

References

Boisjoly, R. P., Conine Jr, T. E., & McDonald IV, M. B. (2020). Working capital management: Financial and valuation impacts. Journal of Business Research, 108, 1-8.

Crane, B., & Hartwell, C. J. (2019). Global talent management: A life cycle view of the interaction between human and social capital. Journal of World Business, 54(2), 82-92.

Kim, S., Raza, M., & Seidman, E. (2019). Improving 21st-century teaching skills: The key to effective 21st-century learners. Research in Comparative and International Education, 14(1), 99-117.

McDermott, M. M., & Newman, A. B. (2020). Preserving clinical trial integrity during the coronavirus pandemic. Jama, 323(21), 2135-2136.

Molavi, A., Lim, G. J., & Race, B. (2020). A framework for building a smart port and smart port index. International journal of sustainable transportation, 14(9), 686-700.

Parida, V., Sjödin, D., & Reim, W. (2019). Reviewing literature on digitalization, business model innovation, and sustainable industry: Past achievements and future promises. Sustainability, 11(2), 391.

Robinson, C. J., & Ginder, A. P. (2020). Implementing TPM: The North American Experience. Productivity press.

Tsao, Y., Lee, M., Miller, E. C., Gao, G., Park, J., Chen, S., … & Bao, Z. (2019). Designing a quinone-based redox mediator to facilitate Li2S oxidation in Li-S batteries. Joule, 3(3), 872-884.

ur Rehman, M. H., Yaqoob, I., Salah, K., Imran, M., Jayaraman, P. P., & Perera, C. (2019). The role of big data analytics in industrial Internet of Things. Future Generation Computer Systems, 99, 247-259.

Vaghefi, I., & Tulu, B. (2019). The continued use of mobile health apps: insights from a longitudinal study. JMIR mHealth and uHealth, 7(8), e12983.

Zangrillo, A., Beretta, L., Silvani, P., Colombo, S., Scandroglio, A. M., Dell’Acqua, A., … & Tresoldi, M. (2020). Fast reshaping of intensive care unit facilities in a large metropolitan hospital in Milan, Italy: facing the COVID-19 pandemic emergency. Critical care and resuscitation, 22(2), 91-94.

UNIT OF COMPETENCY ASSESSMENT SUMMARY SHEET

This form is to be completed by the assessor and used a final record of student competency. All student submissions including any associated checklists (outlined below) are to be attached to this cover sheet before placing on the students file. Student results are not to be entered onto the Student Database unless all relevant paperwork is completed and attached to this form.
Student Name:				Student ID:
Unit Code and Unit Title:	BSBSTR502 Facilitate continuous improvement
Final Submission Date:
Please attach the following documentation to this form		Result achieved
Assessment Task 1	q Written Questions	r  Satisfactory	r Not Satisfactory		r Not completed
Assessment Task 2	q Project – Simulated Workplace Environment	r  Satisfactory	r Not Satisfactory		r Not Completed
Assessment Task 3	q Case Study	r  Satisfactory	r Not Satisfactory		r Not Completed
Final Assessment Result for this unit		r  Competent	r Not Yet Competent
Assessor Feedback:
Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback.			Signature: ___________________________ Date: ____/_____/_____
Has the student been notified of the competency outcome? q Yes q No			Notified by: ____________________________ Signature: ____________________________ Date: ____/_____/_____

USE FOR RE-ASSESSMENT ONLY
Date Completed	Assessment/Comments		Satisfactorily Completed
			Yes	No
			Yes	No
			Yes	No
Unit Outcome:	o      Competent      o      Not Yet Competent
Trainer/Assessor’s Signature:		Date: