Facilitate Continuous Improvement BSBSTR502

 

 

 

 

 

 

Facilitate continuous improvement BSBSTR502

 

Student Declaration

To be filled out and submitted with assessment responses

◻   I declare that this task and any attached document related to the taskis all my work and I have not cheated or plagiarised the work or colluded with any other student(s)

◻   I understand that if I am found to have plagiarized, cheated or colluded, action will be taken against me according to the process explained to me

◻   I have correctly referenced all resources and reference texts throughout these assessment tasks.

◻   I have read and understood the assessment requirements for this unit

◻   I understand the rights to re-assessment

◻   I understand the right to appeal the decisions made in the assessment

 

 

 

Unit Title

Unit Code

Student name
Student ID number
Student signatureDate
Task Number

 

——OFFICE USE ONLY—–

For Trainer and Assessor to complete:

 

◻   Student requested reasonable adjustment for the assessment

 

 

 

Completed successfully

 

Did the student satisfactorily:

CommentsYNDNS
The student has satisfactorily completed and submitted the following:

 

·         PowerPoint presentation in Task 2.1

·         Observation checklist in Task 2.1

·         Updated CI policyin Task 2.1

·         Summary of key actions for CI initiatives in Task 2.1

·         Plan-Do-Check-Act approach for one CI initative in Task 2.1

·         Populated CI register in Task 2.1

·         Email to CEO  in Task 2.1

·         Decision making process in Task 2.2A

·         Email to management in Task 2.2A

·         Outline of knowledge management system in Task 2.2B

·         Peer-Review form in Task 2.2B

·         Process to confirm staff is informed of CI outcomes in Task 2.2C

·         Action plan in Task 2.2C

·         Evaluation of systems and processes in Task 2.2D

 

 

 

Demonstrated ability to:

·         Identify current systems and processes that facilitate continuous improvement

·         Identify and define improvement needs and opportunities for the organisation

·         Develop strategies for continuous improvement and encourage team members to participate in decision-making processes

·         Develop new systems and processes that facilitate continuous improvement according to improvement needs and opportunities

·         Confirm relevant systems and processes meet organisation sustainability requirements

·         Coach individuals and teams to implement and support continuous improvement systems and processes

·         Identify and evaluate ways in which planning and operations could be improved

·         Make recommendations and communicate strategies to relevant stakeholders

 

This is evidenced by:

·         PowerPoint presentation in Task 2.1

·         Observation checklist in Task 2.1

·         Updated CI policing Task 2.1

·         Summary of key actions for CI initiatives in Task 2.1

·         Plan-Do-Check-Act approach for one CI initiative in Task 2.1

·         Populated CI register in Task 2.1

·         Email to CEO  in Task 2.1

 

 

Demonstrated ability to:

·         Develop knowledge management systems to capture team progress, insights and experiences from business activities

·         Confirm team progress, insights and experiences are captured and accessible using knowledge management systems

 

This is evidenced by:

·         Outline of knowledge management system in Task 2.2B

·         Peer-Review form in Task 2.2B

 

 

Demonstrated ability to:

·         Develop decision-making processes to assist continuous improvement and communicate to relevant stakeholders

·         Communicate strategies to relevant stakeholders

 

This is evidenced by:

·         Decision making process in Task 2.2A

·         Email to management in Task 2.2A

 

 

Demonstrated ability to:

·         Develop strategies for continuous improvement and encourage team members to participate in decision-making processes

·         Develop new systems and processes that facilitate continuous improvement according to improvement needs and opportunities

 

This is evidenced by:

·         PowerPoint presentation in Task 2.1

·         Observation checklist in Task 2.1

·         Updated CI policing Task 2.1

·         Summary of key actions for CI initiatives in Task 2.1

·         Plan-Do-Check-Act approach for one CI initiative in Task 2.1

·         Populated CI register in Task 2.1

·         Email to CEO  in Task 2.1

·         Decision making process in Task 2.2A

·         Email to management in Task 2.2A

·         Outline of knowledge management system in Task 2.2B

·         Peer-Review form in Task 2.2B

·         Process to confirm staff is informed of CI outcomes in Task 2.2C

·         Action plan in Task 2.2C

·         Evaluation of systems and processes in Task 2.2D

 

 

Demonstrated ability to:

·         Establish processes that confirm team members are informed about continuous improvement outcomes

 

This is evidenced by:

·         Process to confirm staff is informed of CI outcomes in Task 2.2C

·         Action plan in Task 2.2C

 

 

When collaborating with the group, the student has actively participated in group work with a substantial contribution that can be assessed individually for all the requirements of this task. 

 

 

Task Outcome:                 Satisfactory  Not Yet Satisfactory

 

Student Name:

 

Assessor Name:

 

Assessor Signature:

 

Date:

 

Table of Content

 

Student Declaration. 2

Task 2 – Establish continuous improvement systems and processes. 7

Task 2.1 CI initiatives and practices. 10

Task 2.2 CI strategies, processes and systems. 14

References. 18

Appendix 1 – Scenario. 18

Appendix 2 – CI Policy. 27

Task 2 – Establish continuous improvement systems and processes

 

Task summary and instructions

 

What is this assessment task about?You have been engaged as a consultant by MMI Education (Appendix 1) to improve sustainable workplace practices and to introduce continuous improvement systems and processes across the organisation.

 

This task comprises of the following assessment methods:

o   Product-based

o   Direct observation of Role-Play

o   Case Study

o   Other (specify)

 

It has been designed to evaluate your ability to/competency in:

 

·         Identify current systems and processes that facilitate continuous improvement

·         Identify and define improvement needs and opportunities for the organisation

·         Develop decision-making processes to assist continuous improvement and communicate to relevant stakeholders

·         Develop strategies for continuous improvement and encourage team members to participate in decision-making processes

·         Develop knowledge management systems to capture team progress, insights and experiences from business activities

·         Develop new systems and processes that facilitate continuous improvement according to improvement needs and opportunities

·         Establish processes that confirm team members are informed about continuous improvement outcomes

·         Confirm relevant systems and processes meet organisation sustainability requirements

·         Confirm team progress, insights and experiences are captured and accessible using knowledge management systems

·         Coach individuals and teams to implement and support continuous improvement systems and processes

·         Identify and evaluate ways in which planning and operations could be improved

·         Make recommendations and communicate strategies to relevant stakeholders

 

Your assessor will be looking for demonstrated evidence of your competency in the above.

 

You are required to address the following:

·         Task 2.1 CI initiatives and practices

  • Train staff on CI
  • Brainstorm and plan for CI initiatives to improve sustainability practices in the workplace
  • Communicate improvement to executive management

·         Task 2.2CI strategies, processes and systems

  • Develop and establish CI strategies, processes and systems

 

Although the assessment requires group collaboration to simulate a work environment, the assessment submission is individual, and it will be marked as such.

What do I need to do to complete this task satisfactorily?·         submit the completed assessment tasks, according to instructions,

·         complete the tasks with sufficient detail and professionally present them,

·         use your own words and reference sources appropriately,

·         meet the word count where required,

·         use the scenario provided,

·         use the templates provided where required,

·         for your performance to be deemed satisfactory in this assessment task you must satisfactorily address all of the assessment criteria,

·         if part of this task is not satisfactorily completed you will be asked to complete further assessment to demonstrate satisfactory performance.

 

SpecificationsYou must deliver/participate in:

 

·         Presentation to and training of management in week 3 (Role-Play)

 

You must submit to GOALS

 

·         PowerPoint presentation

·         Observation checklist

·         Updated CI policy

·         Summary of key actions for CI initiatives

·         Plan-Do-Check-Act approach for one CI initative

·         Populated CI register

·         Email to CEO

·         Decision making process

·         Email to management

·         Outline of knowledge management system

·         Peer-Review form

·         Process to confirm staff is informed of CI outcomes

·         Action plan

Evaluation of systems and processes

Resources and equipment •        Computer with Internet access

•        Access to Microsoft Office suites or similar software

•        Learning material

•        Scenario for assessment as provided

•        Relevant policies and procedures as provided

•        Templates as provided

 

Re-submission opportunitiesYou will be provided feedback on your performance by the Assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task. If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date. You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal. You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the assessment.

 

 

 

Complete the following activities:

You have been engaged as a consultant by MMI Education (Appendix 1) to improve sustainable workplace practices and to introduce continuous improvement system and processes across the organisation.

The sustainable workplace practices include:

  • Encourage sustainable eating habits by minimising the use of disposable containers
  • Go paperless
  • Manage food waste at work using brown bin solutions
  • Implement energy savings policies
  • Encourage the use of sustainable transportation to work

To do so, you will:

  • Apply continuous improvement (CI) processes and systems
  • Encourage departmental managers to participate in the decision-making process and commit to the improvements
  • Coach and mentor departmental managers on CI
  • Ensure that insights and experience from the sustainability activities are captured and shared
  • Develop strategies, systems and processes to implement and sustain a continuous improvement culture

 

Task 2.1 CI initiatives and practices

 

Meet with the departmental managers and use part of the meeting to deliver a training session using coaching and mentoring techniques to ensure that the managers understand what CI is and its value for the organisation.

The format of the meeting will assist the managers in:

  • Being ready to implement and support the CI initiatives, and
  • Contributing to the business decision-making process.

 

  1. Review the scenario (Appendix 1), the existing CI policy (Appendix 2), the learning material and conduct independent research. Prepare a training session for the managers to cover:
  • The definition of continuous improvement.
  • The benefits of implementing continuous improvement systems and processes in the workplace.
  1. Two continuous improvement models that may be suitable for the organisation. You may consider Plan Do Check Act, DMAIC or TQM approaches to CI.
  2. Prepare to illustrate the current CI policy and discuss proposed improvements.
  3. Prepare to conduct a brainstorming session about improving sustainability in the workplace:
  • Encourage sustainable eating habits by minimising the use of disposable containers
  • Go paperless
  • Manage food waste at work using brown bin solutions
  • Implement energy savings policies
  • Encourage the use of sustainable transportation to work
  1. Prepare to facilitate a collaborative planning session to discuss how to implement the sustainability initiatives using a Plan Do Check Act approach.
  2. Prepare to obtain a commitment to the CI initiatives from managers.
  3. Prepare to negotiate and agree on responsibilities.

Schedule a time with the trainer and assessor in week 3 of class and facilitate the meeting with the managers.

A group of classmates (3-4) will play the role of the managers in simulated work conditions.

Take turns to present, facilitate and train the managers (instructions provided below).

The trainer and assessor will evaluate your performance during the training session.

If you are absent from class, it is your responsibility to make alternative arrangements with the trainer and assessor to perform the Role-Play.

Duration: 60 – 90 minutes (for all classmates to present and facilitate the meeting taking turns)

Before the training session

  • Prepare a PP presentation to cover all the required points. Submit the PP with your assessment.
  • Prepare to train the managers.
  • Review the current CI policy and identify improvements.
  • Prepare to facilitate the brainstorming and planning session.

During the training session

  • Present and train the managers on:
  • The definition of continuous improvement.
  • The benefits of implementing continuous improvement systems and processes in the workplace.
  • Two continuous improvement models/approaches.
  • Present and discuss:
  • The current CI policy and improvements. Make decisions on what improvements implement in the current policy.
  • Facilitate a brainstorming session about improving sustainability in the workplace. Each student in the Role-Play group to facilitate the discussion on ONE of the topics below:
  • Encourage sustainable eating habits by minimising the use of disposable containers
  • Go paperless
  • Implement energy savings policies
  • Encourage the use of sustainable transportation to work

All initiatives must be covered, so split the topics among the group members.

The outcomes of the brainstorming session must include:

  • There are three key actions for each sustainability topic to implement the CI sustainability initiative in the workplace.
  • A plan for the implementation of each sustainability initiative using a Plan-Do-Check-Act approach.
  • A commitment to the implementation of CI initiatives to improve sustainability in the workplace and agreed responsibilities.
Date – 08/03/2022

Time – 11:00 am

Duration – 10 min

Agenda – Facilitate Continous improvement

Attendees – Consultant, project associates and team members

Consultant – good morning, sir.

Project – good morning

Team member – good morning, sir.

Consultant – Today, I held the meeting to provide data related to continuous development. There are some slides that I created to explain the methods and actions that we use to continuous improvement in the organisation.

 

 

 

 

 

 

 

Project associate – it is the best suggestion we must implement this policy.

Consultant –Thank you

Have a nice day

After the training session

  1. Document the improved CI policy and procedures.

Copy and paste the improved policy in the space provided below. Use a red font to highlight the updates/improvements.

 

Policies and procedures developed by the organisation for the improvement of the business such as

1. Research on the demand of the students or clients to satisfy their needs or expectations.

2. Develop methods and observe the activities of the team member to improve the working procedure of the organisations.

3. Use the kPI to measure the performance of the key processes.

4. Organisation manage their business activities by considering the real facts instead of opinions.

5. Organisations try to decline in the cycle time of work in all the parts of the business.

6. Consultants of the MMI must encourage the employees to teamwork to achieve the goals or targets of the business.

7. Organisation must conduct the rewards and recognition program to promote the efforts of improvements.

8. Organisation must implement the diversity policy in the organisation or develop the culture where all the stakeholders of the business must take participate in the improvements activities.

9. All the senior stakeholders of the business must build a good working relationship or business relationship with the employees and other stakeholders.

10. Organisation must encourage all the stakeholders to use the open communication method while communicating with each other. Open communication methods help people by building a good working relationship between team members and senior stakeholders(Meteab, et al., 2020).

11. Organisations must try to establish sustainable workplaces to reduce the wastage of resources and also achieve organisational goals.

 

  1. Summarise the key actions to implement the CI initiatives.
CI initiativeKey actions (Three/CI initiative)
Encourage sustainable eating habits by minimising the use of disposable containers1. Conduct Motivational meetings to motivate the staff to use the reusable containers.

2. Implement the sustainability policy and procedures (Meteab, et al., 2020).

3. Purchase the brown bins to recycle the waste.

Go paperless1. Introduce new technology in the workplace.

2. Training related to the operate the digital technology.

3. Encourage the team member to adopt the changes to complete the work.

Implement energy savings policies1. Encourage the subordinate to switch off all the electric appliances after use.

2. Put the computer in hibernation mode.

3. Implement the sustainability policies and procedures.

Encourage the use of sustainable transportation to work1. Motivate the stakeholder to use public transport.

2. Implement the sustainability policy.

3. Share each other vehicles while coming to the workplace (Paraschivescu& COTÎRLEȚ, 2015).

 

  1. Document the Plan-Do-Check-Act approach for one of the CI initiatives (the CI initiative you facilitated the brainstorming session for).
CI Initiative: Go paperless
Plan

Recognise the opportunity and plan a change

The consultant and operation manager of the MMI must identify the best alternative option to reduce the usage of the paper.
Do

Test the change.

The organisation must implement the new technology to reduce the paper. Before introducing the new technology, the company must check whether the technology that they want to introduce is good for the business or not.
Check

Review the test, analyse the results, and identify what you’ve learned.

After testing the technology, the organisation must analyse the result and introduce the new technology in the company.
Act

Take action based on what you learned in the study step.

After introducing the technology, the corporation must deliver training to the team member and monitor whether the expertise is beneficial for the organisation or not(Paraschivescu& COTÎRLEȚ, 2015).

 

  1. Update the CI register below, adding the improvements that were discussed during the training session:
  • CI initiatives to improve sustainability practices
  • Improvements to the CI Policy
DateSuggested ImprovementCI CategoryActionsTimelineResponsibilityCompleted Y/N
07/03/2022Encourage sustainable eating habits in the workplace.Feedback of the business.Encourage the staff to use the sustainable container that person can reusable.3 daysProject managerY
10/03/2022Saving energy.Feedback of the business.Encourage the staff to put the computer in hibernation mode (Owen, 2013).2 daysConsultantY
12/03/2022Go paperlessFeedback of the business.Introduce digital technology in the organisation.2 daysConsultantY
14/03/2022Sustainable transportationFeedback of the business.Inspire the staff to public transportation.2 daysConsultantY

CI Categories: Industry Engagement Feedback; Audit Feedback; Complaint Feedback; Staff Feedback

  1. Write an email to the CEO.

 

The email (Template 1) must address the following:

  • Inform the CEO about the CI initiatives to improve sustainability practices in the organisation.
  • Inform the CEO of the proposed improvements to the existing CI policy.
  • Identify, evaluate and communicate to the CEO ways in which planning and operations could be improved.
  • Explain how the change and improvement processes meet sustainability requirements.

Sustainability requirements may include:

  • Partnership with employees
  • Waste and energy management
  • Sustainable procurement
  • Sustainable financial practices
  • Compliance with legislation and regulations
  • Social impact

 

  • Attach the CI Register to the email.

 

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

(100-150 words)

Template 1 -Email

 

Email to the CEO
To:CEO@au.in
Cc:BOD@au.in
Bcc:
Subject: Sent CI register to the CEO
Date email is sent: 07/03/2022
Attachments:
Respected sir,

I hope this mail finds you well. I develop the Continuousdevelopment register to provide information related to continuous improvement and action that we take to implement the improvement. Kindly please review the improvement plan and give the approval toimprove it.

Kind regards

Consultant manager

 

 

Task 2.2 CI strategies, processes and systems

 

Develop CI strategies, processes and systems:

  1. Develop and communicate a decision-making process to assist with CI in the organisation.

 

  1. Develop the decision-making process.

 

The Decision-making procedure is the type of system that MMI company use to decide on continuous improvement. To conduct this process, the company invite all the stakeholder of the business and make decisions to improve the performance of the business (Owen, 2013).

 

  1. Communicate the decision-making process.

 

Write an email (Template 1) to the Board of Directors, and the departmental managers to inform them of the decision-making process.

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

(50-100 words)

Template 1 -Email

 

Email to the Board of Directors and Departmental Managers
To: Board of director
Cc: Departmental managers
Bcc:
Subject: Decision making process
Date email is sent: 07/03/2022
Attachments:
Respected sir,

I hope this mail finds you well. I want to implement the collective decision making process or system. To conduct this process, we must invite all the internal stakeholders of the business whether they are superior or subordinate to get their valuable suggestions on continuous improvement in the organisation and also to improve the performance of the business. Kindly please consider my request and approve the same.

Kind regards

Consultant manager

 

  1. Outline and test a knowledge management system that can be used in the organisation to capture staff progress, insights and experiences from business activities.

 

  1. Outline the system.

(50-100 words)

 

The knowledge management system is the type of IT system that MMI use to improve team performance, understand between the employees, update the knowledge of the employees, etc. This system is also used to share information to the team member related to the business processes and demand or expectations of the clients (Wolniak, et al., 2017).

 

 

  1. Test the system.

Ask one of your classmates to play the role of a manager in the organisation and provide feedback on the system outlined in Task 2.2B1.

Ask the classmate to peer-review the system and provide evidence of evaluation using the table below. Submit a completed peer-review form (Template 2) as evidence of review.

 

Template 2 -Peer-Review Form

 

Peer Review Form
Full Name and signature of the student completing the peer review.Full Name: Consultant

 

 

Signature: Mr Thomas

Date
The system captures staff insights, progress and experiences from business activities.Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
The system is easy to understand, and it is user friendly.Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
ü
Staff can be easily trained in using the system.Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
ü
The system is cost-effective.Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
ü
The system helps determine measurable outcomes of CI initiatives.Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
ü
The system aligns with current processes and fits with the organisational culture.Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
ü
The system is….ExceptionalExcellentVery GoodGoodFairPoorVery Poor
ü
The positives of the systems are

(List 2-3)

1. This system helps the company by tracking the performance of the team members.

2. With the help of this system, the company easily decide on every topic of the organisation (Wolniak, et al., 2017).

Opportunities for improvement.

(List 2-3)

1. Company give opportuneit to all team member that they drop their suggestion without mention their name in the suggestion box of the organisation.

2. Company give rewards and promoted the post of team member according to the performance (Shattuck, et al., 2014).

 

 

  1. Develop a process that confirms the staff is informed about continuous improvement outcomes. Determine how to implement the process in the organisation (action plan. 3-4 key actions).

 

Process:

<Add>

Action Plan for implementation
ActionResponsibilityTimeframeResources neededKPIs

(one/action)

Formal meetingsConsultant2 daysReading material and computers.The consultant must put up the question during the meeting to make sure that participants listen to all the information n properly or not.
Email facilitiesHR manager2 daysReading material and computers.Make sure all the team members give the response of the mails or not(Shattuck, et al., 2014).
Visual conferenceGeneral manager2 daysReading material and computers.The consultant must put up the question during the meeting to make sure that participants listen to all the information n properly or not.

 

 

  1. Evaluate the systems and processes developed in Task 2.2 against sustainability requirements.

Sustainability requirements may include:

 

  • Partnership with employees
  • Waste and energy management
  • Sustainable procurement
  • Sustainable financial practices
  • Compliance with legislation and regulations
  • Social impact

 

Confirm how the systems and processes meet sustainability requirements.

Decision-making process

Task 2.2A

All the stakeholders of the business makedecisions together to fulfil the requirements of sustainability.
Knowledge Management System

Task 2.2B

Knowledge management systems help the team member by providing information related to the area that needs to be improved. With the help of this information, the company gather the new sustainability measures that use to improve the area (Sallis, 2014).
Communication process

Task 2.2C

Communication encourages the employees toparticipants in the business activities actively and also adopt the changes that implement in the organisations.

 

 

References

 

Please include your references below:

 

(Please refer to this referencing guide if needed or speak to your trainer for any specific referencing requirements for this assessment)

 

Meteab, A. A., Sadiq, A. S., & Hadrawi, H. K. (2020). Effect of Continuous Improvement of Information Technology Applications on E-Costumer Behavior in Social Media. Webology17(1).

Owen, M. (2013). SPC and continuous improvement. Springer Science & Business Media.

Paraschivescu, A. O., & COTÎRLEȚ, P. C. (2015). Quality Continuous Improvement Strategies Kaizen Strategy–Comparative Analysis. Economy Transdisciplinarity Cognition18(1).

Sallis, E. (2014). Total quality management in education. Routledge.

Shattuck, K., Zimmerman, W. A., & Adair, D. (2014). Continuous improvement of the QM rubric and review processes: Scholarship of integration and application. Journal of Online Learning Research and Practice3(1), 26875.

Wolniak, R., Skotnicka-Zasadzień, B., &Zasadzień, M. (2017). Application of the theory of constraints for continuous improvement of a production process-case study. In 3rd International Conference on Social, Education and Management Engineering (SEME), Shanghai (pp. 169-173).

 

 

Appendix 1 – Scenario

 

The company

XYZ Pty Ltd trading as MMI Professional Education is an Australian boutique education provider in Melbourne Registered Training Organisation -RTO), offering VET accredited and non-accredited business courses to corporate clients and local clients (domestic students).

MMI was founded in 1998 by brothers Mark and Andrew White who built the company to become a quality RTO with major accounts in Melbourne, Sydney, and Brisbane.  Mark Brown sold his shares to his brother Andrew who is the current chairman of the company.

The education provider is centrally located in Collins Street, Melbourne CBD with state-of-the-art facilities:

  • Administration and Management Offices (including the main boardroom, 2 meetings rooms and a computer lab with 20 PCs) on Level 45
  • 15 Classrooms, kitchenette, client lounge room and a trainers’ room on Level 46

Corporate training is mainly non-accredited and delivered at the clients’ premises around Australia, but it can also be catered for at Collins Street. Corporate clients include major Bank groups, National Management Consultancy firms, Manufacturing companies and Government agencies.

Accredited courses are delivered in Collins Street with a combination of face to face and online training delivery. The accredited courses are the Diploma of Business and the Diploma of Project Management. MMI has a current capacity to enrol 500 clients;the current enrolment number is 250 clients.

Important note:

  • A VET accredited course has been assessed by the Australian Skills Quality Authority (ASQA) as compliant with the Standards for VET (Vocational Education and Training) Accredited Courses and the Australian Qualifications Framework (AQF). Accreditation means that the course is nationally recognised and that the registered organisation (RTO) can issue a nationally recognised qualification or Statement of Attainment (this for single units only).
  • Non-accredited courses are business courses that have been highly customised to meet clients’ training needs.

The current organisational structure is as follows:

The Teams are as follows:

  • Board of Directors
  • Mr Andrew White – Chairman
  • Ms Francis Green – Executive Director
  • Mr Eli Brown – Non-executive Director
  • Ms Josephine Magenta – Non- executive Director
  • Ms Deborah Red – CEO
  • Mr Leonard Black – CFO
  • Finance Department: CFO and 2 x financial officers (full-time)

Summary of duties: account receivable, account payable; invoicing; payroll; financial record keeping and reporting; taxes/fees

  • Marketing Team: Manager (full time) and 1 x marketing officer (part-time)

Summary of duties: promotion; design of marketing collaterals for events; social media; market research; public relations

  • HR Team: HR Manager and 2 x admin officers (part-time):

Summary of duties: Recruitment; Induction and training; performance management support; employee relations; safety; compensation and benefits

  • Client Services: Client Service Manager and 2 x receptionists; 4x client service officers, 1 x team leader, 1 x maintenance officer

Summary of duties:

  • front of office and back of office customer service activities (to include reception and response to enquiries)
  • support to academic staff
  • client admin: client admission, enrolment, enrolment variations, pastoral care, completion
  • building maintenance: 1x maintenance officer
  • Academic Services: Academic Manager and 5 contract business trainers for corporate training; 4 full time (ongoing) business trainers for accredited training

Summary of duties: accredited and non-accredited training and assessment; learning material and assessment development and validation; support with compliance monitoring; pastoral care.

  • IT services: outsourced to an external company

Summary of duties: network service; database administration (inventory and staff files); maintenance and update of a communication system including CRM (Customer Relationship Management system); data management and security.

Note: in loco computer,maintenance is performed by the maintenance officer who has some IT knowledge

Company Ownership structure

The company structure is Pty Ltd:

  • Chairman Andrew White holds 51% of the shares
  • 40% of the shares are held by an external corporation since late 2017, as a silent business partner
  • The remaining 9% is owned by other members of the Brown’s family

Vision

Our vision is to develop outstanding individuals through quality business training that encompasses personal and professional growth.

Mission

  • We create successful careers in business to advance business growth and to positively impact on the broader community.
  • We strive to provide exceptional business training that focuses on quality of teaching, practical learning, and successful outcomes

Values

Our core values are:

  • Quality
  • Integrity
  • Accountability
  • Respect for diversity
  • Innovation

MMI quality standards

  • Australian Skills Quality Authority (ASQA) standards
  • ISO9001 – Quality Management Systems
  • ISO 27001 Information Security
  • ISO 31000 Risk Management
  • Australian Business Excellence Framework

MMI – Boards’ of Director expectation

  • Quality of practices
  • Innovative solutions for business growth based on hard data and extensive research
  • Build an innovative and agile company that can respond to the challenges of an ever-changing business environment
  • Become market leader
  • Increase value for shareholders and clients

Industry, market, and strategic business direction

MMI Professional Education is a Registered Training Provider (RTO) based in Melbourne, Australia that offers business accredited and non-accredited courses to corporate clients, and local clients.

Strategic Objectives:

  • To expand the basis of the operation to Sydney where the company has experienced a high increase in demand for corporate training
  • To increase revenue by 10% annually for the next 3 years
  • To increase profits by 10% annually for the next 3 years
  • To position the company as a leader for quality business education in Australia within the next three years
  • To expand the course offering by adding new qualifications to the scope of registration: the Diploma of Leadership and Management and the Advanced Diploma of Program Management
  • To increase the base of local clients attending accredited courses
  • To implement sustainability to work practices: social, financial, and environmental
  • To expand the offering to international students by repackaging accredited business courses to add an internship component during the course

Current positioning

  • MMI enjoys a good reputation in the industry as a quality provider of business courses for corporate clients
  • Courses are marketed as hands-on, with trainers that currently work in the industry, providing current and cutting-edge skills to business professionals
  • MMI currently holds 15% of the corporate business training in Australia
  • MMI does not currently deliver business courses to international clients
  • MMI does not currently deliver courses overseas
  • The company is financially stable and sustainable

 

Operational overview

  • State of the art facility in Melbourne to be replicated in Sydney
  • Systems in use:
  • Student Management System (MMI system)
  • Learning Management System (Moodle)
  • Accounting Management System (MYOB) – does not interface with MMI system
  • Share drive
  • Share points
  • Zoom
  • Project Management Application for remote teamwork (trainers): Wrike
  • Trainers work both on-site in Melbourne and around Australia
  • Senior management to stay in Melbourne: campus director and team leaders to be employed to manage and supervise Sydney’s operations
  • Staff to be employed for the Sydney Campus
  • Administrative tasks such as enrolments will be undertaken by the Melbourne’s campus
  • Virtual teamwork practices to be implemented between Melbourne and Sydney
  • Website tailored to international students to be developed
  • Develop and implement sustainability policy and practices across the organisation; sustainability has not been on the top five priorities of the company so far
  • All trainers are based in Melbourne; this impacts on financial costs when having to move trainers to other Australian capitals to conduct corporate training. Trainers who deliver corporate training receive a generous daily allowance when outside Melbourne ($250/day), all travel and accommodation expenses are paid for by MMI. This generous package impacts an average of 20% on the profit margin for each corporate course that is sold

 

Organisational culture

The organisational culture experienced at MMI is a mix of market and hierarchy culture.

  • The Market Culture: This culture is built upon the dynamics of competition and achieving concrete results. The focus is goal-oriented, with leaders who are tough and demanding. The organisation is united by a common goal to succeed and beat all rivals. The main value drivers are market share and profitability.
  • The Hierarchy Culture: This culture is founded on structure and control. The work environment is formal, with strict institutional procedures in place for guidance. Leadership is based on organised coordination and monitoring, with a culture emphasising efficiency and predictability. The values include consistency and uniformity.

(Source: https://popinnow.com/four-types-organizational-culture/ )

  • The organisation is top-heavy, and there are concerns that this may not suit the strategic objectives for growth and the opening of a second campus in Sydney.
  • The Board of Directors is invested in the change process; however, intervention is needed to bring departmental managers and teams on board.
  • It is recommended that an organisational culture more suitable for innovation, sustainability, agility, and progressive growth is developed and implemented.

 

 

Operational issues

The following operational issues have been identified internally:

  • The increased number of complaints due to lack of cultural sensibility of trainers when dealing with students from the non-Australian background (15% increase in the last 6 months alone)
  • All trainers are based in Melbourne; this impacts on financial costs when having to move trainers to other Australian capitals to conduct corporate training. Trainers who deliver corporate training receive a generous daily allowance when outside Melbourne ($250/day), all travel and accommodation expenses are paid for by MMI. This generous package impacts an average of 20% on the profit margin for each corporate course that is sold
  • An increasing number of enrolments in Melbourne, projected student population to raise from 205 to 450 by mid-2021. Current facilities are not sufficient to accommodate the increase in numbers (current facilities can accommodate max 350 students)
  • Delays in achieving marketing objectives due to the composition of the team (2 part-timers and one contractor) that cannot sustain the increased amount of marketing tasks (corporate events to enhance networking and identify potential corporate clients have increased by 30% in the past 6 months)
  • A new student management system has been developed in-house. The system was recommended by the Client Services and the Academic Managers for the seamless integration of the student management and the learning management system. However,the two managers failed to perform due diligence, and they did not consider that the new system does not interface with the finance management system. This will cause operational disruptions to the workflow as finance records (mainly revenues) will have to be manually inputted based on the new system’s reports on enrolment.
  • Covid19 has decreased sales by 20%; the company has managed to deliver existing courses and still maintain a reasonable margin of new enrolments online

 

Sustainability

 

The company strongly wants to incorporate socially responsible practices in the organisation.

  • There is an interest in implementing sustainability training from the induction process.
  • Current policies and procedures are outdated, and there is not a corporate social responsibility policy or strategy.
  • The Board of Directors would like to invest $30,000 in philanthropic initiatives each year. However, they cannot find an agreement on what initiatives to support.
  • Some of the departmental managers think that sustainability is only about environmental sustainability.
  • Most documents are printed.
  • Plastic cups are used in the kitchenette.
  • No recycling bins are present on campus.
  • There is not a policy for sustainable procurement.
  • Thermostats are on overnight.
  • Sustainability is not an agenda item in meetings.
  • There is not a plan to review energy or water consumption.
  • There is not strategy for waste management.
  • Flexible work arrangements are offered on paper but not encouraged.
  • The staff would like a staff well-being program to be implemented.
  • The company is financially sustainable.
  • The Board of Directors is willing to invest $45,000 for corporate social responsibility initiatives; and an additional $ 15,000 solely for environmental sustainability improvements.

 

Marketing

  • MMI has not heavily invested in marketing activities, relying mainly on word of mouth.
  • The company has a website:
  • Old fashioned look, quite austere
  • Not responsive
  • In the mobile version, after you have clicked on a few pages, the navigation becomes daunting
  • Heavy use of text
  • Infrequent updates
  • Social Media: there is a FB page that is rarely updated, the LinkedIn Page is not in use
  • Print advertisement: Industry magazine
  • Referrals: education agents are paid a 15% commission for referring students
  • Discounts: twice/year MMI offers 10% for new enrolments to attract more students
  • Yearly marketing budget: $75,000
  • The marketing team is small and not experienced in digital and social media marketing

 

Pricing

ProductTarget MarketPrice
Corporate Training

Topics:

·         Operational Management

·         Leadership

·         Project Management

·         Emotional Intelligence

·         Change Management

·         Management

·         Individuals looking for upskilling to advance their career

Face to Face classroom (average of 10 participants) $ 2,000/participant

Online $ 800/participant

Individual coaching $ 150/hour

 

Diploma of BusinessDomestic studentsBlended learning:

$ 4,000/student

Diploma of Project ManagementDomestic studentsBlended learning:

$ 6,000/student

 

Workforce Overview

The following has been reported:

  • Turnover rates are high in the academic department (30% yearly) due to the contractual nature of some of the roles. Ongoing training staff is steady, however, there is a need to invest more in their professional development to keep industry currency when teaching.
  • Need for a succession plan for management roles
  • Gender unbalanced
  • Recruitment is done externally, few opportunities for advancement are offered to existing staff
  • A recent staff survey outlined the following:
  • Lack of opportunities for advancement
  • Top-heavy management
  • Silo mentality
  • Not enough room for innovation and improvement
  • Lack of well-defined sustainability policy
  • Diversity policy is very generic
  • Need for flexible work practices
  • Lack of engagement with the local community
  • HR practices are mainly focused on administrative duties. The Board of Directors has identified the need to embrace HR practices as an essential strategic tool for business advancement.
  • Training on HR practice is required for management
  • Staff lament a lack of communication from the top
  • Sense of working in silos

 

Remuneration (average) for each role is as followed:

  • Board of Director – 25-50 k/year
  • CEO – 250 k/year
  • CFO – 180 k/year
  • Managers – 120k/year
  • Receptionist $ 52k/year
  • Officers (including team members in the Marketing dept) $ 65k/year
  • Team Leader $ 78k/year
  • Trainer (ongoing) $ 85k/year
  • Trainer (contractor): $ 80/hour.  Trainers who deliver corporate training receive a generous daily allowance when outside Melbourne ($250/day), all travel and accommodation expenses are paid for by MMI.

Note:

  • The above remuneration must be considered pro-rata for part-time staff.
  • Superannuation is excluded and should be added at 10% to employee’s ordinary earnings
  • Superannuation is paid to contractors (business trainers)

 

Appendix 2 – CI Policy

 

Continuous Improvement

Purpose

This policy provides details of XYZ Pty Ltd’s (XYZ) approach to continuous improvement.

The purpose of the policy is to provide principles to guide the continuous improvement practices of XYZ staff to:

  • encourage continuous improvement in the workplace
  • ensure that all XYZ activities, processes and systems support our focus on quality

This policy applies to all XYZ staff.

Policy and Procedures

Continuous improvement (CI) is at the core of the management strategy of XYZ, and it is recognised as a competitive factor in the marketplace.

CI covers all aspects of the operation of XYZ driving organisational excellence to improve value delivery to all XYZ stakeholders, including both clients and employees.

By implementing a culture of continuous improvement, the company will:

  • focus on understanding and satisfying the clients;
  • regularly review approaches and methods with improvement cycles and conclusions implemented;
  • benchmark and regularly measure the performance of key processes;
  • manage business using facts rather than opinion;
  • maintain a culture of clear, open communication;
  • work to reduce cycle-time in all aspects of the business;
  • promote active teamwork as a normal way of achieving outcomes;
  • recognise and promote improvement efforts;
  • develop a culture where continuous improvement involves everyone, and the process of change becomes routine; and
  • develops and values key partnerships with employees, clients and other stakeholders.

Several processes are used by XYZ to implement and maintain a system of continuous improvement:

  • Every area Manager is responsible for conducting a performance audit once/year and presenting its findings to the CEO
  • Client and employees surveys are conducted regularly, and the results of the surveys are presented to the CEO to be discussed in the monthly management meeting
  • Complaints are an opportunity for constructive feedback to improve performance standards
  • The Marketing department is responsible for conducting external business environment analysis to monitor trends, technology and standards relevant to the industry
  • Attendance at conferences and networking events are encouraged to gather ideas for improvement
  • Professional development of staff on quality management practices is part of the management development plans
  • Quality Circle groups work cross-functionally in the organisation (with meetings scheduled each month)

The HR Manager is responsible for coordinating the CI program and its initiatives.