Assessment Task 2:

LEAD AND IMPLEMENT CONTINUOUS IMPROVEMENT:

1. Consider the following areas for continuous improvements:

1.1. Increase profit margins by concentrating on customer satisfaction:

A company cannot survive without its consumers, which is why businesses are concentrating on how to
attract small company and, perhaps more significantly, how to keep potential customer. Customers'
needs in Australian Hardware are growing at a quicker rate than firms' desire to develop their service
quality. Customers want every encounter with a firm to be the finest experience they've ever had.
Develop Australian Hardware's image as an environmentally sustainable and socially conscious firm. One
of the keys to attracting customers to our product is to become a sustainability firm. Organizations that
provide a workforce and organizational cultures that cares about important social concerns can succeed
in both families and political service. Besides improving the world place, social responsibility helps firms
attract and advertise to consumers.

1.2. Improving the company's performance:

As the firm grows larger and more in desire, the integrity of the company, which includes all of the items
that were created as a development, must be improved. In relation to the competition, as the period
progresses, there should be an upgrade in raw materials to attract more customers. To put this another
way, education, counseling, and mentorship should be done on a regular basis to improve customer
satisfaction. Accept and address problems as quickly and efficiently as possible, be well-versed in the
business, and maintain high-quality communications among office personnel.

2. Continuous improvement tools and techniques.

2.1. PDCA

Plan-Do-Check-Act. What would it imply? The PDCA cycle is an iterative strategy for improving goods,
employees, and experiences over time. It eventually evolved into what is officially known as lean
management.

 Plan - Depending on the development of the work, preparing may consume a significant portion
of your team's time. It will generally be subdivided into smaller phases so that you may create a
solid strategy with less chances of disaster.
 Do - At this step, you will put whatever you learned in the preceding phase into practice. Be
mindful that anything unexpected could occur.
 Check - This is the crucial phase in which you must determine when your strategy was effective
or not. If anything really goes horribly wrong as during procedure, you must investigate it and
determine the source of the issues.
 Act - The final step in the process is to put your original idea into action.

2.2. SIPOC:
Supplier-Input-Process-Output-Customer. It's a technique that a team needs to describe all of the
important aspects of a knowledge management program before getting started. The construction of a
SIPOC diagram is quite simple. Its sole aim is to provide the data at the center of the current in the most
straightforward manner feasible. You may begin by creating a table with five sections. Then, in each
column, write SIPOC (Suppliers, Inputs, Process, Outputs, and Customers) or the phrases Providers,
Variables, Process, Outputs, and Customers. Buyers and employees may come from within or outside
the company. Goods, commodities, and knowledge can be used as inputs and outputs. Nevertheless,
rather than collecting the ranges of different components, the emphasis is on preserving the ranges of
different components.

2.3. 5whys:

This is a basic method that may frequently point you to the source of an issue fast. So, anytime a
framework isn't operating as it should, give it a go before diving into a more in-depth investigation – and
definitely before attempting to build a remedy. You are not need to put a five on your technique. You
may use as many "whys" as you want to get to the bottom of a problem. You and your team members
can get together and explain why the problem should be addressed one after another. It will encourage
your group members to participate more actively in the exchange of ideas. It also offers your team the
assurance that they can deal with the challenges and avoid the procedure from failing again.

3. Laws and regulations regulatory obligations, as well as sustainability criteria:

3.1. Requirements for long-term viability:

3.1.1. A life-cycle assessment:

A technique for assessing a device's indirect pollution across its whole life cycle, including production to
consumption, manufacture, transportation, usage, reuse, and disposal of products. The “inventory
analysis” is the initial stage of a lifecycle. The objective of a supply chain is to look at all of the endpoints
in a life cycle of the product, starting to what the payment is sold of, where the materials originated
from, where they want to go, and the output signals linked to those composite material during the
manufacturing process.

3.1.2. ISO Standards:

ISO is an improvement requires organization made up of delegates from different independent experts.
The International Organization for Standardization (ISO) creates papers that include the needed
standards, standards, recommendations, or features. Businesses can use these to guarantee that
material, commodities, procedures, and services are appropriate for their intended use. In order to
maintain uniformity, ISO also verifies that these criteria are acknowledged in all linked nations.
Companies can demonstrate that their items, processes, or systems satisfy the agreed-upon
requirements by obtaining ISO certification. ISO standards have indeed been created for a variety of
industries, each with its unique number.

ISO 9001 for quality control and ISO 14001 for sustainable development are the most prominent ISO
numbers. For more particular themes, ISO numbers are also available. Consider mechanisms for food
standards, information assurance, and energy conservation.

3.1.3. Lean manufacturing:

It is a methodology that relies on reducing waste and increasing performance in industrial processes.
Anything else that buyers do not feel provides value and are reluctant to spend for is considered trash.
Kaizen, or continuous improvements, is one of the ideas that underpins lean manufacturing. The
following are the five quality management principles:

 Determine value from the customers’ point of view.

 Create a flow chart.
 Make a movement.
 Organize a pull strategy.
 Pursue excellence via Kaizen, or continual improvement.

3.2. Institutional and policy measures for compliance:

Fair Work Act of 2009, Section 3.2.1:

One of the most important Commonwealth legislation controlling the working of people above the age
of 65. It establishes employment terms and circumstances, as well as the rights and obligations of
employees, employers, and employee organizations in connection with such employment. It governs
workers and employers in the "national system." Occupation that is not protected by the national
collective bargaining system is nevertheless governed by the appropriate state statutes. The Act also
provides a strong regulatory system, as well as a number of agencies to administer it, notably Fair Work
Australia (FWA) and the Fair Work Ombudsman (FWO).

Workplace Health and Safety Act of 2011:

It establishes a framework for enhancing the safety, safety, and well-being of all employees. It also
safeguards the safety and security of anybody else who may be harmed by the activity. You have such a
legal obligation to protect people from harm in your employment as a company owner. To do so, you
must first learn about the safety regulations that relate to your particular company and region.
Implementing safe procedures and installing protective gear may take effort and money at first, but it
will pay off in the long run.

3.2.3. The Competition and Consumer Act of 2001 (the "Consumer Act"):

It encompasses the majority of market share, including producer, wholesale, store, and consumer
connections. Its mission is to improve Australians' well-being by encouraging fair dealing and
competitiveness, as well as providing consumer safeguards. The Australian Consumer Law (ACL) is
implemented as state statute for each Australian area of government through Fair-Trading Acts, which
expand the ACL's applicability to people. Some parts of the Act are exempted from the Commonwealth,
State, and Territorial administrations. Intermediaries who conduct business with companies are not
usually granted immunity under the Act.

Part B: Follow-up communications:

4. Email

To:

Mr. Holden Greenwright (CEO) and management team

From: Prissyca (Store Manager Wollongong Store)

Subject: Continuous improvement of Wollongong Store

Dear all,

I'm writing to inform you about the Australian Hardware Wollongong Store's lifelong learning strategy,
which will begin next week. To accomplish its goal and strategic vision, the major objective of this
ongoing improvement is to increase efficiency and provide a superior customer experience. As a result,
I'll convene a meeting to pick a side and choose the best course of action before we begin. The following
are some of the meeting's key points:

1. Systems and procedures that are always improving.

2. The outcome of the effectiveness monitoring techniques.

3. Make a strategy for managing chances for development.

The meeting will take place on:

Friday, July 17th, 2020

Conference room 2, Australian Wollongong Head Office

Discussion: Australian Hardware Wollongong Store's Quality Management

I eagerly anticipate the arrival of Mr. Holden Green wright and other business units, since this
conference will be where the major decisions for this massive plan will be made.

Regards,

Thank you,

Prissyca (Wollongong Store Manager)

5. Mentoring and coaching plan

5.1. Mentoring

Targets Standards Key indicators Responsibility Timelines

Australian Strategy on Customer reviews All department’s 21 Aug - 21
Hardware is process and the amount manager September
known for improvement. of visitors every
providing high- day.
quality, name-
brand hardware
as well as skilled
consumer benefit.
All client service- Guideline on Customer reviews HR Managers 21 Aug - 21
related tasks are Employees and and a variety of September
effectively Policy on Process sales results
 performed by the Improvement
staff.
Sustain high levels Strategy on - A rating for the Marketing 21 Aug - 21
of providing its process provider's audit. Manager September
customers. improvement. - Achieved a high
score on a service
quality for quality
of products and
services.
-Feedback from
consumers on
customer
satisfaction,
customer support,
and overall
experience.
-Website
knowledge among
customers.

5.2. Coaching:

Target Standards Key Indicators Responsibility Timelines

Bring numerous Protocol on The number of Manager of 21 July- 21 August
benefits to the maintaining consumers who essential in the
website to 20,000 records. have visited the current
each day. website. technology.
Increase the Strategy on The track record Each agency's 21 July- 4th
punitive level of process of the staff. boss and the HR August
your employees. improvement. team.
In each area, The policy of the -The outcome of The head of each 4th August- 22
improve concern business. the meeting division. August
and tomorrow.
communications. -the performance
of the employees

6. Continuous improvement implementation strategies:

6.1. Reward system:

Australian Hardware uses incentive and recognition programs to allow proper since they've been
demonstrated to help boost engagement in improvement projects. Workers are satisfied when their
supervisors acknowledge them for performing an excellent work, according to the majority of studies in
this field. Though this is not unexpected, it is noteworthy that managers are frequently too preoccupied
to meet this desire for acknowledgment. The size and type of the organization will determine
acknowledgment and rewards. Think of innovative methods to thank your teammates using your
creativity. You may even ask your employees for suggestions.
6.2. Customer Service Excellent skill training:

General Secretary more rapidly in the presence of team or shared learning, and the firm's problem-
solving ability improves as a result of better access to information and experience. Architecture in a
learning culture enhance team learning by allowing for cultural barriers and transparency. Individuals
must participate in thought and conversation as part of team learning. As a result, teammates must
establish open communication, socially shared, and common knowledge. Information systems in a
learning company are generally good, enabling the development, collection, distribution, and
deployment of information throughout the business.

6.3. Motivate group members to participate:

Australian Hardware implements participation methods at two levels: conversational skills and
participatory culture. Speaking vocally and nonverbally, attentive hearing, collaborative solving
problems, bargaining, promoting and establishing principles, and collective decision-making are
all examples of social skills. Strong performance management, as well as valuing, measuring,
and rewarding involvement, are all important components of developing a participatory
culture.
Memo
To: All stakeholders (Internal)

From: Prissyca (Store Manager Wollongong Store)

Subject: Adjustment for Continuous improvement of Wollongong Store

Our firm will undertake a constant improvement plan from July 21 to August 21, 2020, as part of its
organizational growth to meet its strategic goal. To accomplish its goal and corporate strategy, we are
focusing on improving service quality and providing a better user experience through this
implementation strategy. As a result, I will organize some education for select departments, and I invite
all employees of the project group to participate in this plan. For the time being, we'll make changes to
our customer support and grievances procedures to make things simpler both to our staff and our
clients. The following is the method that you must follow from now on.

In-store personnel:

 All in-floor personnel must be assigned to each department, which can be rotated on a daily
basis. At the entryway, one person stands.
 Customers enter and are greeted. Smile, make eye contact, and ask, "How are you today?"
 Inquire on what they're seeking for.
 Call a member of the team who is in charge of those sections.
 Customers must be greeted enthusiastically by all members of the team. While walking to those
sections, strike up a discussion with them about the type of product they're shopping for.
Alternatively, it may be a general discussion of the day.
 As you approach your sector, inquire whether they want assistance with product explanations or
if they prefer you to allow them to explore around. Because it is dependent on the consumer's
comfort ability.
  If all of the personnel in a specific sector is busy, you can enlist the assistance of workers from
that other area or inform customers that "I'll be with you in a second" is coming.
 Inquire about the checking staff's boarding pass and have they complete out a contact form.

Method for Complaints:

As they enter the store, direct them to the customer service department.

 Greet them with vigor, a smile, and eye contact, then begin the discussion with, "How are you
today?" “How may I assist you?”
 Listen to their grievances; for advice on how to resolve the issue, consult the complaints
management guidebook.
 If they have a problem about customer support, attitudes, or some larger issue that you can't
manage on your own, have them fill out a paper application.
 Inform them that their concerns will be forwarded to a higher-ranking management, and that
you could inform them of how our firm will resolve the issue.
 Request that they provide comments on how the situation was handled.

All of this necessitates certain changes to the in-store personnel and complaints mechanism. Any
additional changes, such as education, counseling, or mentorship, shall be communicated as quickly as
feasible to each area. Please inform all departments that they will be contributing to this initiative.

Thank you for your assistance.

Part C: Written reflection:

After graduating from high school, I opted to continue my adventure in Melbourne, where I have seen
academic improvement. But, at first, I just said that it is a simple travel and that all I need to do there is
work and study. On June 2nd of last year, I began my trip in here. First, I started school here, and then I
began looking for work. I've recently discovered that it's not as simple as I had previously assumed. The
first hurdle I had to overcome was a linguistic barrier. Even though people constantly telling me that my
English isn't awful, I always assume it is. I was not confident in my abilities, which is why it was difficult
for me to claim as I was easily adaptable in this environment.

Second, there is a cultural difference. I'm from Indonesia, which is an Asian country with a lot of
diversity. On how I now have to split trash, how I need to split the food in here, how I ought to divide
the cash, and how I need to divide the conveyance. Finally, what other people think of me. But,
fortunately, as soon as It starts residing here, I was able to acclimatize and adapt to the environment.
Finally, I realized that my English wasn't all that awful, and that there are still plenty of individuals who
are worse off than me. And I assumed that the individuals in this room were aware of my abilities.
Although the culture is difficult for me at first, I am able to adjust and become extremely comfortable in
this environment.

The next task was to find a job. It took me years to create work. As others have stated, I passed my CV
from shop to shop, access control lists, and connected in from every possible source. In such
circumstance, I wondered what they were looking for. And I found out that the solution is knowledge.
But then I wondered how those who are just embarking on a new adventure can get expertise if
everyone around them is seeking for qualified players. Day after day, I commute to and from the
Melbourne CBD and surrounding suburbs. Until, after two months, I received an email from a company
where I had applied stating that I may begin with "Trial." I gave it my all in every way, from the
preparation to the reading of the company's identity, menu, and so on.

I was worried every time I went to the supermarket until that day. The store was quite crowded on the
day I arrived, which just added to my anxiety. But then I taught that I needed to be confident in all I had.
Is there really any business that will accept someone who lacks self-assurance? Then I inquired of one of
the teammates as to who the manager was. She went through everything with me and I began the trial.
The way she described everything and stated I'm good gave me a lot of hope that I could get the
position. Fortunately, I took the information, but now I'm faced with a new experience: memorizing all
of the meals, materials, and SOPs. And that I'll have to act immediately although without causing any
trouble.

That was also my first experience, and it was difficult for me at first. I was terrified every time I began my
job. But, by the end of the day, I'll have surmounted my obstacle. And it's no longer a tough process for
me, and I will not have to feel rushed or worried every day I work a shift. All of this is something I can
conquer with my faith in myself and my will to perform the job well. What new abilities did I get as a
result of the challenging task? That has taught me to be myself, to know where I am, or to be confident
in all I do. I believe that everyone has a hidden talent that they are unaware of. And I learnt that if you
have the desire, you will find a way to acquire what you really want.

Conclusion:
Any functional area in the organization that helps retain the work on supporting the way the rules are
updated frequently is considered a constant improvement approach. Organizations that concentrate on
constant improvement become much more effective over time and may preserve their industrial
benefits, but only if the impact assessment are done appropriately. Having solid appropriate
interventions and continuing to monitor the impact of the activities will aid in determining the efficacy
of the initiatives. Continued improvement is a broad word that encompasses a variety of methods for
achieving a goal. Selecting the wrong methods for a facilities will aid in maximizing outcomes and
ensuring the initiatives' long-term effectiveness. At any given moment, a facilities can implement
numerous lifelong learning techniques. To optimize outcomes, various regions of the firm, or even
separate departments within an area, might each operate off of their own plan.

The lifelong learning cycle of plan-do-check-act entails changing strategic plans on a frequent basis to
suit any discovered better process. Once an upgrade has been discovered, it must be included in
relevant implementation plan such as the company's strategy, the team's specific goals, and a person's
action plan. The execution of strategic article will outline how the progress will help the group attain its
goals aims by raising quality, quality, and lowering costs, among other things, as well as provide
strategies for reaching the objectives and assigning additional income in the bank to ensure success.

References:
https://searcherp.techtarget.com/definition/lean-production#:~:text=Lean%20manufacturing %20is
%20a%20methodology,not%20willing%20to%20pay%20for. By Margaret Rouse
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%20with%20required,are%20suitable%20for%20their%20purpose. By Patty Mulder
https://www.sciencedirect.com/topics/earth-and-planetary-sciences/life-cycleanalysis#:~:text=Life
%20cycle%20analysis%20(LCA)%20is,%2C%20recycling%2C%20and%20final %20disposal. By Joule
Bergerson

https://www.dundaslawyers.com.au/businesses-obligations-when-trading-online-competitionand-
consumer-act-2010-cth-2/. By Malcolm Burows