BSBFLM309C
Support continuous improvement
system and processes
TRAINER COPY
Assessment Booklet
© Copyright 2011
GP Links Wide Bay trading as
Health Industry Training
PO Box 702
HERVEY BAY 4655
Version 2: August 2012
ASSESSMENT COVER SHEET
Unit Code: BSBFLM309C
Unit Title: Support continuous improvement systems and processes
Trainer Comments:
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
Student Name: ___________________________________________ Student No.: ___________________
Date Due: _____ / _____ / _____
Date Submitted: _____ / _____ / _____
Student Declaration:
I declare that I understand how assessment will take place for this unit. I also understand that work completed
towards this assessment must be verifiably my own.
__________________________________ _____________________________________ ______________
Student Name
Student signature
Date
Trainer Sign-off:
I declare the above named student was assessed by me for the above mentioned unit
__________________________________ _____________________________________ ______________
Trainer Name
Trainer signature
Date
BSBFLM309C Support continuous improvement systems and processes
Assessment tool
ASSESSMENT INFORMATION
Information to competency assessment
To be assessed as competent, you must, under the guidance of qualified trainers and assessors provide
evidence which demonstrates that you can perform to the necessary standard. An assessment of
competence requires learners to consistently and over time demonstrate the skills, attitude and knowledge
that enable confident completion of work tasks in a variety of situations.
In judging evidence, the trainer must ensure that the evidence is:
 Authentic (the candidate’s own work)
 Valid (directly related to the current version of the relevant endorsed unit of competency)
 Reliable (shows that the candidate consistently meets the endorsed unit of competency)
 Current (reflects the candidate’s current capacity to perform the aspects of the work covered by the
endorsed unit of competency). and
 Sufficient (covers the full range of elements in the relevant unit of competency and address the four
dimensions of competency, namely; task stills, task management skills, contingency management skills,
and job/role environment skills).
Access and equity
An individual’s access to the assessment process should not be adversely affected by restrictions placed on
the location or context of assessment beyond the requirements specified in the training package.
Reasonable adjustments can be made to ensure equity in assessment for people with disabilities.
Adjustments include any changes to the assessment process or context that meet the individual needs of the
person with a disability, but do not change competency outcomes.
Such adjustments are considered reasonable if they do not impose an unjustifiable hardship on a training
provider or employer. When assessing people with disabilities, trainers are encouraged to apply good
practice assessment methods with sensitivity and flexibility.
Trainers should also provide alternative assessment activities to address identified specific organisation
requirements.
The assessment process must:




Provide for valid, reliable, flexible and fair assessment
Provide for judgement to be made on the basis of sufficient evidence
Offer valid, authentic and current evidence
Include workplace requirements as suggested in the range of variables
Health Industry Training
Page 1
BSBFLM309C Support continuous improvement systems and processes
Assessment tool
UNIT INFORMATION
Unit code
BSBFLM309C
Unit title
Support continuous improvement systems and processes
Unit descriptor
This unit specifies the outcomes required to support the organisation's continuous
improvement systems and processes. Particular emphasis is on actively
encouraging the team to participate in the process, on monitoring and reporting on
specified outcomes and on supporting opportunities for further improvements.
No licensing, legislative, regulatory or certification requirements apply to this unit
at the time of endorsement.
Employability skills
This unit contains employability skills including communication, teamwork,
problem solving, initiative and enterprise, planning and organising, self
management, learning and technology
Application of the unit
This unit replaces BSBFLM309A Support continuous improvement systems and
processes.
Frontline managers have an active role in supporting continuous improvement
processes in achieving the organisation's objectives. Their position closely
associated with the creation and delivery of products and services, means that
they have an important responsibility in influencing the ongoing development of
the organisation.
At this level, work will normally be carried out within known routines, methods and
procedures, and may also involve a number of complex or non-routine activities
that require some discretion and judgement.
Unit sector or
competency field
None specified
Pre-requisite,
co-requisite or
interdependent
assessment of units
None specified
Context of and
specific resources for
assessment
Assessment must ensure:


Method of
assessment
Health Industry Training
access by the learner and trainer to appropriate documentation and resources
normally used in the workplace
that this unit is assessed in the workplace or in a closely simulated work
environment
Assessment may include observation, questioning and evidence gathered from the
workplace or simulated environment
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BSBFLM309C Support continuous improvement systems and processes
Assessment tool
Critical aspects for
assessment
Evidence of the following is essential:
Examples of actions taken by the candidate to support continuous improvement
including:
 use of work performance to identify improvement
 adjusted plans to reflect changes
 effective communication to all stakeholders
 use of technology to monitor operational progress
 application of suitable recordkeeping processes
Required skills and
knowledge
Required knowledge:







Legislation from all levels of government that affects business operation,
especially in regard to occupational health and safety and environmental
issues, equal opportunity, industrial relations and anti-discrimination
principles and techniques of:
• continuous improvement systems and processes
• benchmarking
• best practice
Benefits of continuous improvement
Quality approaches which the organisation may implement
Methods that can be used in continuous improvement
Barriers to continuous improvement
Recording, reporting and recommendation processes to facilitate continuous
Improvement applied within the organisation
Required skills:







Health Industry Training
Ability to relate to people from a range of social, cultural and ethnic
backgrounds and physical and mental abilities
Functional literacy skills to access and use workplace information
Research, analysis, interpretation and reporting skills
Monitoring and evaluation skills
Communication skills to:
• gain the commitment of individuals and teams to continuous improvement
• deal with people openly and fairly
• use consultation skills effectively
Skills to consolidate opportunities for improvement
Coaching and mentoring skills to provide support to colleagues
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BSBFLM309C Support continuous improvement systems and processes
Assessment tool
Element
Performance Criteria
1. Contribute to
continuous
improvement
systems and
processes
1.1
Actively encourage and support team members to participate are in decision
making processes and to assume responsibility and exercise initiative
1.2
Communicate the organisation's continuous improvement processes to
individuals and teams
1.3
Effectively utilise mentoring and coaching to ensure that individuals/teams
are able to support the organisation's continuous improvement processes
2.1
Utilise the organisation's systems and technology to monitor team
progress and to identify ways in which planning and operations could be
improved
Apply continuous improvement techniques and processes to improve
customer service
2. Monitor and report
on specified
outcomes
2.2
3. Support
opportunities for
further improvement
Health Industry Training
3.1
Communicate agreed recommendations for improvements in achieving
the business plan to team members
3.2
Document and use work performance to identify opportunities for further
improvement
3.3
Maintain records, reports and recommendations for improvement within the
organisation's systems and processes
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BSBFLM309C Support continuous improvement systems and processes
Assessment tool
ASSESSMENT TOOLS
Assessment is conducted throughout the course using different assessment tools including written/oral
assessment, projects, practical demonstrations, case studies and role plays and observation. Both skills and
knowledge are assessed in line with the requirements of the Australian Quality Training Framework (AQTF)
and the training package.
Recognition of Prior Learning
Recognition of Prior Learning (RPL) is a formal recognition of your current skills and knowledge you have
achieved outside the education and training system. RPL takes into account any previous formal study, work
and life experience and then assesses this against the elements of competency to determine if you can
receive credit toward a qualification. Students seeking recognition can apply by contacting the Manager
Health Industry Training at the commencement of study.
Credit Transfer
Students who have completed a formal unit within their intended qualification with another Registered
Training Organisation (RTO) may be able to apply for a credit transfer or exemption. A certified copy of the
original documentation must be provided when applying for a credit transfer.
Written/oral questions assessment tool
Written/oral questions are designed to enable assessment of the required knowledge. Where appropriate
they may also enable assessment of elements and performance criteria.
As with activities responses might be drawn from:



The theory/information contained in this resource
Additional reading and research
Supplementary materials provided by the trainer/assessor
Trainers/assessors might develop additional questions to elicit more detailed responses. Alternative
questioning methods might also be used where access and equity issues need to be considered.
Project(s) assessment tool
Project(s) are designed to enable holistic assessment of the unit of competency if possible. The
trainer/assessor should consider each project in the context of the specific industry sector and/or organization
and make adjustments or contextualize as necessary. Access and equity issues should also be considered.
Additional projects may also be required.
Other assessment activities
Other assessment activities determined by the trainer could include a range of assessment tools appropriate
for this unit to demonstrate competencies which sufficiently address:





The relevant performance criteria
Critical aspects for assessment
The required skills and knowledge
The context and consistency of the assessment requirements
The relevant employability skills
Health Industry Training
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BSBFLM309C Support continuous improvement systems and processes
Assessment tool
To assist with demonstration of competencies and in conjunction with the assessment for this unit, the trainer
may implement additional assessments in the form of:




practical demonstrations
case studies
role plays
observation
Trainers/assessors should ensure that the learner fully understands the assessment process and the
assessment tasks that need to be undertaken. A copy of the assessment tool must be placed on the student
record as proof of evidence.
ASESSMENT INSTRUCTIONS
Assessment format and layout
All assessments must be:



Typed in Arial 12, single spacing with headings in bold
Header and Footer to be inserted in each page. Header to include unit code and title. Footer to include
student name and page number
All work must be referenced throughout the assessment. Referencing should include author and year of
publication and website address (if applicable). There are many referencing guides available on the
Internet to assist students.
Plagiarism
Plagiarism is the act of representing as one's own original work the creative works of another, without
appropriate acknowledgment of the author or source. In all written work submitted for assessment you must
show the sources for your material. The principle is that whenever submitted material is not your own original
work this must be referenced to acknowledge the author’s work.
It is expected that when a student submits an assessment that it is the independent work of that student and
they have written it in their own words. If a student has plagiarised another person’s work they will be asked
to resubmit their assessment. Plagiarism can lead to instant dismissal.
Submission
All assessments must be submitted in the format described. A date for submission will be set by the trainer.
Assessments must be submitted on or before this date or an extension must be granted by the trainer.
The assessment cover sheets must be detached from the assessment booklets and attached to the front of
each assessment. All sections of the cover sheet must be completed by the student prior to submission of
assessment. The bottom section of the assessment cover sheet will be retained by the trainer.
Resubmitting assessments
If a student is marked ‘not competent’ they will be provided with an alternative assessment for completion to
be able to demonstrate competency. An assessment resubmission should be treated as the original
assessment with all principles applying.
Health Industry Training
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BSBFLM309C Support continuous improvement systems and processes
Assessment tool
ASSESSMENT – BSBFLM309C Support continuous improvement systems and
processes
In your own words, answer the following questions. To be marked as competent in this unit, you must
provide sufficient responses to each question. Bullet points must only be used where applicable eg: if the
question asks you to list, name or give examples.
1. There are a number of key provisions of relevant legislation and regulations from all levels of government
that that may affect aspects of business operations, such as:
a)
b)
c)
d)
e)
f)
g)
h)
Anti-discrimination legislation.
Ethical principles.
Codes of practice.
Privacy laws.
Financial legislation.
Occupational health and safety (OHS) legislation.
Consumer law.
Credit procedures legislation and regulations.
Why is it necessary to have a working knowledge of the legislation involved in business? What is the aim
of OHS legislation and what responsibilities does it place on employers?
There is a raft of legislation that surrounds organisations that are involved in business. Some of this
legislation is specific to one area of business operation but others are generic. You are not expected to
be a lawyer but you are required to have a level of knowledge commensurate with your role in the
organisation. In other words, the level of knowledge of the relevant legislation that you require as a
client representative would be far less than that expected of the manager in charge of compliance.
Your organisation will have access to all of the relevant legislation and should keep you informed of your
responsibilities to the organisation, its customers and what you need to do to ensure compliance.
Failure to comply with legislation can have consequences for you personally and for your organisation.
Under OHS legislation, employers have a duty to ensure that employees' working environments are safe
and pose no threats to their health. OHS legislation occurs at a national and state level. The aims of all
these Acts are similar.
They aim to:
 secure, the workplace health, safety and welfare of employees
 protect persons at or near workplaces from risks to health and safety arising out of work activities
 ensure that expert occupational health and safety advice is available to employers, employees and
contractors
 promote work environments that are adapted to the health and safety needs of employees
 foster cooperation and consultation between employers and employees on matters related to
employee health, safety and welfare
2. Whilst continuous improvement processes are beneficial to organisations, there are a number of barriers
to its implementation. What are 10 barriers to continuous improvement?





Answers can include:
lack of leadership
failure to consult employees
failure to communicate with employees
failure to implement sound change management strategies
failure to outline the benefits of continuous improvement
Health Industry Training
Page 7
BSBFLM309C Support continuous improvement systems and processes
Assessment tool

















failure to provide training in new skills and knowledge relating to continuous improvement changes
failure to create targets and performance indicators
failure to measure progress
failure to allow enough time for continuous improvement projects
failure to create actionl implementation plans
resistance to change from employees
lack of creativityl innovation when it comes to identifying continuous improvement opportunities
lack of commitment from management
lack of clear vision
lack of trust in management
lack of cooperation between departments and workers
insecure leaders who have trouble accepting that policies and procedures that they put into place can
be improved or who see any reworking of policies and procedures as criticism
attacking employees and not processes
failure to encourage systems thinking; ie people work in a system, make the effort to improve the
system
failure to strip down processes to find and eliminate problems that reduce quality
failure to instil teamwork and create an atmosphere for innovation and permanent quality
improvement
non-productive thinking such as, 'close enough is good enough', 'who really cares', 'we cannot afford
better quality'. 'I do not have to deal with customers, so it is not up to me 'it might work elsewhere but
net in our industry', 'we must be doing okay because we do not get many complaints'.
3. What are the quality approaches known as 'continuos improvement', 'benchmarking' and 'best practice'?
Where does information on best practice come from? What areas might benchmarking performance
criteria be created for?
Continuous improvement means exactly what it says. Everything you and your organisation does should
be monitored and evaluated to determine how and where it can be improved. This is a cyclical or
continuous process imperative to successful operation of a business now and into the future.
Benchmarking is the process used by organisations to evaluate various aspects of their business in
relation to what is recognised as best practice; the documented and recorded methods - processes,
procedures and practices - that are accepted as the best in the world for the industry an organisation
operates in or the services an organisation provides. Best practice refers to the notion that there is a
technique, method, activity, process, incentive or reward that is more effective at delivering a desired
outcome than any other method. These are proven techniques and methods that research and
application show as consistently producing outstanding results. Best practice strategies and
methodologies can be adapted to different situations and organisational needs and used to achieve high
level results. They are, in effect, the goals that should be strived for and will take into consideration both
the minimum standard acceptable and the highest level of work practice.
Information on best practice will come from a number of sources. Sources can include;
 consultation with industry experts
 networking and updating knowledge of current trends and innovations within an industry filed
 business seminars and conferences that involve industry leaders
 current journals and industry magazines
 research papers and white papers
 statistical reports
Benchmarking performance indicators can be expressed quantitatively in areas such as;
Health Industry Training
Page 8
BSBFLM309C Support continuous improvement systems and processes
Assessment tool








profit margins
return on investment
cycle times
percentage defects
sales per employee
cost per unit of product or services
numbers of customer complaints
staff attrition and absentee statistics
4. What are the benefits of continuous improvement?
Benefits include:
 improved customer relationships (both internal and external)
 reduced operating costs
 increased productivity
 increased customer perception of value for money
 lower response! delivery times
 faster manufacturing/ service cycles
 flexible production systems
 increased range of choices for customers
 risk minimisation
 reductions in waste, mistakes and rework
 consistently high quality products and services
 reduced customer complaints
5. In the cyclical approach to quality improvement it is essential that records, reports and recommendations
pertaining to improvement are documented. Why? What are the benefits if documentation? How can the
information in these documents be communicated effectively?
The information in these documents allows organisations and employees to develop goals, understand our
work, develop plans and instructions, solve problems, make decisions, complete tasks, and monitor, evaluate
and improve products, services and work. It also enables us to analyse and evaluate the success of
continuous improvement processes/operations. Without these measurements you will have no idea of what
is going well, or what is going wrong. Effective monitoring processes involve recording, storing and
documenting information, passing information through the correct channels to people who can deal with it,
presenting information in ways that make it understandable, then using information to make changes and
improvements.
Documentation, particularly if it is done as soon as the area is first identified, can have multiple benefits
including:
 ensuring that the information is not lost / forgotten
 recording the exact nature of the issue
 recording who identified the issue in case they are required for further informational action
 recording exactly how the problem was uncovered, eg the data gathering and analysis tools that
 were used
Effective communication occurs when:
 there is sufficient information given to those who will be affected or will participate in the changes
 information is reliable, open, consistent and current
 there is empathy between the parties involved in the communication ie a basic appreciation of the
psychological differences and similarities between people and a recognition of mutual legitimacy recognition that others also have legitimate interests, points of views and concerns
 there is a true desire for agreement and cooperation
 relationships built on trust have been developed and maintained
Health Industry Training
Page 9
BSBFLM309C Support continuous improvement systems and processes
Assessment tool
The more information and the greater the degree of honesty that is expressed with regard to the
Change / improvement the more likely it is that change will be supported
6. What should you do when making recommendations for change?
When making recommendations for change, you should:
 provide information to, and collect feedback from, those who will be affected by the change
 focus on quality, customer needs, wants and expectations
 test and experiment
 build acceptance of and contribution to change into your workplace culture ensure that both your goals
and your plans are sound
 sell the benefits of the change to those affected
 reassure them and provide training, coaching or mentoring to support any new skill needs
 ask for opinions and ideas from the people affected by the proposed changes
 follow up and give feedback on employee and other stakeholder suggestions
 work toward agreement
 convince others that there is a genuine need for changel improvement.
 provide evidence that there is a need for change
 provide employees with a vision of how much more improved their lives will be if they do change, or
support the improvement.
 Tie recommended changes directly to results
 consult, throughout the whole of the changel improvement process, with employees and other
stakeholders who will be affected.
7. When attempting to use continuous improvement processes to improve customer service levels, what
methods could you use to gather information about what improvements need to be made?
You could:
 ask them
 conduct surveys
 utilise market research
 record all customer complaints
 interview customers over the telephone or face to face
 ask them for inputs regarding improvements to your product / service
 analyse your sales records for changes or fluctuations
 conduct random quality checks - both internal and external
Health Industry Training
Page 10
BSBFLM309C Support continuous improvement systems and processes
Assessment tool
ASSESSMENT – BSBFLM309C Support continuous improvement systems and
processes
In your own words, answer the following questions. To be marked as competent in this unit, you must
provide sufficient responses to each question. Bullet points must only be used where applicable eg: if the
question asks you to list, name or give examples.
Questions
1. There are a number of key provisions of relevant legislation and regulations from all levels of government
that that may affect aspects of business operations, such as:
a.
b.
c.
d.
e.
f.
g.
h.
Anti-discrimination legislation.
Ethical principles.
Codes of practice.
Privacy laws.
Financial legislation.
Occupational health and safety (OHS) legislation.
Consumer law.
Credit procedures legislation and regulations.
Why is it necessary to have a working knowledge of the legislation involved in business? What is the aim of
OHS legislation and what responsibilities does it place on employers?
There is a raft of legislation that surrounds organisations that are involved in business. Some of this
legislation is specific to one area of business operation but others are generic. You are not expected to be a
lawyer but you are required to have a level of knowledge commensurate with your role in the organisation. In
other words, the level of knowledge of the relevant legislation that you require as a client representative
would be far less than that expected of the manager in charge of compliance.
Your organisation will have access to all of the relevant legislation and should keep you informed of your
responsibilities to the organisation, its customers and what you need to do to ensure compliance. Failure to
comply with legislation can have consequences for you personally and for your organisation. Under OHS
legislation, employers have a duty to ensure that employees' working environments are safe and pose no
threats to their health. OHS legislation occurs at a national and state level. The aims of all these Acts are
similar.
They aim to:
• secure, the workplace health, safety and welfare of employees
• protect persons at or near workplaces from risks to health and safety arising out of work activities
• ensure that expert occupational health and safety advice is available to employers, employees and
contractors
• promote work environments that are adapted to the health and safety needs of employees
• foster cooperation and consultation between employers and employees on matters related to employee
health, safety and welfare
2. Whilst continuous improvement processes are beneficial to organisations, there are a number of barriers
to its implementation. What are 10 barriers to continuous improvement?
Answers can include:
• lack of leadership
• failure to consult employees
• failure to communicate with employees
• failure to implement sound change management strategies
• failure to outline the benefits of continuous improvement
Health Industry Training
Page 11
BSBFLM309C Support continuous improvement systems and processes
Assessment tool
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
failure to provide training in new skills and knowledge relating to continuous improvement changes
failure to create targets and performance indicators
failure to measure progress
failure to allow enough time for continuous improvement projects
failure to create action/ implementation plans
resistance to change from employees
lack of creativity/ innovation when it comes to identifying continuous improvement opportunities
lack of commitment from management
lack of clear vision
lack of trust in management
lack of cooperation between departments and workers
insecure leaders who have trouble accepting that policies and procedures that they put into place can
be improved or who see any reworking of policies and procedures as criticism
attacking employees and not processes
failure to encourage systems thinking; ie people work in a system, make the effort to improve the
system
failure to strip down processes to find and eliminate problems that reduce quality
failure to instil teamwork and create an atmosphere for innovation and permanent quality JPL
improvement
• nonproductive thinking such as, 'close enough is good enough', 'who really cares', 'we cannot afford
better quality'. 'I do not have to deal with customers, so it is not up to me 'it might work
elsewhere but net in our industry', 'we must be doing okay because we do not get many complaints'.
3. What are the quality approaches known as 'continuous improvement', 'benchmarking' and 'best practice'?
Where does information on best practice come from? What areas might benchmarking performance
criteria be created for?
Continuous improvement means exactly what it says. Everything you and your organisation does should be
monitored and evaluated to determine how and where it can be improved. This is a cyclical or continuous
process imperative to successful operation of a business now and into the future.
Benchmarking is the process used by organisations to evaluate various aspects of their business in relation
to what is recognised as best practice; the documented and recorded methods - processes, procedures and
practices - that are accepted as the best in the world for the industry an organisation operates in or the
services an organisation provides. Best practice refers to the notion that there is a technique, method,
activity, process, incentive or reward that is more effective at delivering a desired outcome than any other
method. These are proven techniques and methods that research and application show as consistently
producing outstanding results. Best practice strategies and methodologies can be adapted to different
situations and organisational needs and used to achieve high level results. They are, in effect, the goals that
should be strived for and will take into consideration both the minimum standard acceptable and the highest
level of work practice.
Information on best practice Will come from a number of sources. Sources can include:
• consultation with industry experts
• networking and updating knowledge of current trends and innovations within an industry filed
• business seminars and conferences that involve industry leaders
• current journals and industry magazines
• research papers and white papers
• statistical reports
Benchmarking performance indicators can be expressed quantitatively in areas such as;
• profit margins
• return on investment
• cycle times
• percentage defects
• sales per employee
Health Industry Training
Page 12
BSBFLM309C Support continuous improvement systems and processes
Assessment tool
•
•
•
cost per unit of product or services
numbers of customer complaints
staff attrition and absentee statistics
4. What are the benefits of continuous improvement?
Benefits include:
• improved customer relationships (both internal and external)
• reduced operating costs
• increased productivity
• increased customer perception of value for money
• lower response/ delivery times
• faster manufacturing/ service cycles
• flexible production systems
• increased range of choices for customers
• risk minimisation
• reductions in waste, mistakes and rework
• consistently high quality products and services
• reduced customer complaints
5. In the cyclical approach to quality improvement it is essential that records, reports and recommendations
pertaining to improvement are documented. Why? What are the benefits if documentation? How can the
information in these documents be communicated effectively?
The information in these documents allows organisations and employees to develop goals, understand our
work, develop plans and instructions, solve problems, make decisions, complete tasks, and monitor, evaluate
and improve products, services and work. It also enables us to analyse and evaluate the success of
continuous improvement processes/operations. Without these measurements you will have no idea of what
is going well, or what is going wrong. Effective monitoring processes involve recording, storing and
documenting information, passing information through the correct channels to people who can deal with it,
presenting information in ways that make it understandable, and then using information to make changes and
improvements.
Documentation, particularly if it is done as soon as the area is first identified, can have multiple benefits
including:
• ensuring that the information is not lost/ forgotten
• recording the exact nature of the issue
• recording who identified the issue in case they are required for further information/ action
• recording exactly how the problem was uncovered, eg the data gathering and analysis tools that were
used
Effective communication occurs when:
• there is sufficient information given to those who will be affected or will participate in the changes
• information is reliable, open, consistent and current
• there is empathy between the parties involved in the communication ie a basic appreciation of the
psychological differences and similarities between people and a recognition of mutual legitimacy recognition that others also have legitimate interests, points of views and concerns
• there is a true desire for agreement and cooperation
• relationships built on trust have been developed and maintained
The more information and the greater the degree of honesty that is expressed with regard to the change/
improvement the more likely it is that change will be supported.
Health Industry Training
Page 13
BSBFLM309C Support continuous improvement systems and processes
Assessment tool
6. What should you do when making recommendations for change?
When making recommendations for change, you should:
• provide information to, and collect feedback from, those who will be affected by the change
• focus on quality, customer needs, wants and expectations
• test and experiment
• build acceptance of and contribution to change into your workplace culture ensure that both your goals
and your plans are sound
• sell the benefits of the change to those affected
• reassure them and provide training, coaching or mentoring to support any new skill needs
• ask for opinions and ideas from the people affected by the proposed changes
• follow up and give feedback on employee and other stakeholder suggestions
• work toward agreement
• convince others that there is a genuine need for change/ improvement.
• provide evidence that there is a need for change
• provide employees with a vision of how much more improved their lives will be if they do change, or
support the improvement.
• Tie recommended changes directly to results
• consult, throughout the whole of the change/ improvement process, with employees and other
stakeholders who will be affected
7. When attempting to use continuous improvement processes to improve customer service levels, what
methods could you use to gather information about what improvements need to be made?
You could:
• ask them
• conduct surveys
• utilise market research
• record all customer complaints
• interview customers over the telephone or face to face
• ask them for inputs regarding improvements to your product! service
• analyse your sales records for changes or fluctuations
• conduct random quality checks - both internal and external
To be marked competent in this unit, students must respond to all points in the project. Answers must be
comprehensive, detailed, demonstrate appropriate research procedures and be supported by suitable
references.
Project
Choose a process within organisation with which you are familiar, to complete this project. Alternately you
may complete it hypothetically.
You are to identify and report on a process that needs to be, or can be improved. This could be an already
identified problem area, or an area where you consider changes can improve productivity and effectiveness,
pre-empting future problems.
Write a report on the process and its improvement by following the structure below:
Background information
Briefly describe the organisation and its core business.
If the process you have selected occurs in part of the organisation describe that section more fully.
Describe the process in its current form. Present this information in a flow chart if this is helpful.
Describe the problem with the process.
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BSBFLM309C Support continuous improvement systems and processes
Assessment tool
Data gathering plan
Discuss the tools that you will use to gather data about the process and why you chose these tools.
Discuss how you will analyse the data.
Improvement plan
From the data that you gathered, identify possible improvements and write them as recommendations.
Set targets for those improvements.
Apply continuous improvement techniques
Discuss the techniques and processes you will use to implement your recommendations to improve customer
service in your focus area.
Communication and support plan
Explain how you will:
 Communicate the targets for improvements to your team members
 Communicate the intended continuous improvement processes
 Encourage and support team members
 Utilise training, mentoring and coaching
Monitoring and record keeping plan
Explain how you will monitor team progress against the targets.
Discuss how you will know if your continuous improvement strategy was successful.
List the records you will need to maintain.
Responses will be dependent on the organisational process the student has selected for the project however,
to be marked competent the student must address all sections of the project.
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