Section 1: Identifying the continuous improvement needs of your business

Preparing for the meeting How did you prepare for The initial step was to prepare for the meeting is to
the customer meeting? What information did you research about every person attending the meeting
review? What policies and procedures did you refer then set the goals and objectives for the meeting.
to? Planning the agenda to help your object and follow
the activates with a head start on meeting
preparation

Outcomes of the customer meeting Document the The outcome was the average of 2 customer
feedback that your customer provided you with. complaints are received in a month, which are
What did this tell you about the continuous generally related to the themes like customer service
improvement needs of your business? staff unable to provide product advice, not friendly,
lengthy wait times on calls, other than that delivery
faults and more time in responding to customer
complaints.
Thus continuous improvement needed to bring more
engaged employees, lower employee turnover, more
competitive products & services, better customer
service,having a proactive learning culture

Attach Feedback Forms

Emails
Survey (Offline and online)

Section 2: Systems and processes research

Benefits of continuous improvement

The benefits of this technique is commendable, it brings the money gains , working employees
feel more accomplished with improvement, makes them stay longer in the organisation and
producing desired results. Technology and innovation makes progress every time, adopting this
technique keep your business in different and more successful trajectory

Continuous improvement models

A. PLAN – DO – CHECK – ACT MODEL
This model is highly used process which is used the organisation for continuous
improvement, the working structure of this model works continually for the improving the
process, products, goods and services provided the organisation for solving the ongoing
problems.
B. KAIZEN
This model was invented by the Japanese organisations for the continuous improvement in
the business the word itself means change for the better, this model works on to two core
belief which explains the working of kaizen is that everything can be improved and to
achieve the big significant improvements small gradual changes plays major role.
C. TOTAL QUALITY MANAGEMENT
The TQM model works on the customer requirement and expectation, the models seek to
improve the quality and performance of the product according the necessity of the
 customer, as it ultimately it decide the class of quality.
Building in continuous improvement
The building process started with the brainstorming and mind mapping as it helps in defining the
objective of the organisation, bringing new ideas on table with their pros and cons, which helped
in documenting the teams approach towards any problems and issues. This is achieved by
providing various training like decision making, mentoring and providing skills and knowledge,
little modification and change is required after analysing the process, at the end regulations and
social responsibilities with environmental and resource sustainability initiatives for waste
management.
Continuous improvement tools
 PDCA
 5 Why’s
 Gemba Walks
 3M's – Muri, Mura, and Muda.
 Continuous Improvement Software
Decision-making processes for supporting continuous improvement
The decision making process started with the identifying and breaking the big decisions before
investing your strength, become informed about the situation and issues, finding the solutions
and eliminating unnecessary options with making financial considerations to plan and act with
final evaluation.

Strategies for encouraging staff to participate in continuous improvement decision-making.

• Communicate Expectations.
• Manage Small Improvements.
• Give Feedback.
• Unleash the Potential of your Employees.
• Celebrate Innovation.
• Promote a Creative Work Environment.
• Organize Continuous Improvement Teams.
• Reward Improvements.

Strategies for ensuring that staff are informed about continuous improvement processes and
outcomes
• As a Team Leader, We are answerable for urging colleagues to partake in ceaseless
improvement exercises.
• We additionally need to guarantee that your group is educated regarding any progressions or
enhancements to the manner in which their work is finished.
• Maintaining preparing records
• Ensuring that Occupational Health and Safety strategies are clung
• Maintaining plans
• A review may watch that these are being performed by the principles of the organization

Ways of collecting feedback to inform continuous improvement

• Live Chat.
• Social Channels.
• Polls and Surveys.
• Monitor Feedback on Other Sites.
• Analyze On-site Activity.
• Create A Group.
• E-mails.
 • Ask for Opinion.

Ongoing mentoring and coaching processes that can be used to ensure that staff are able to
implement and support continuous improvement processes.
• Mentees
• Mentors
• Set goals
• Define roles and expectations
• Develop a structure for the program
• Record the meetings
• Review the program regularly

Strategies for ensuring continuous improvement in sustainability.

 adjust continuous improvement efforts to strategy

 guarantee the plan is clear and metrics are aligned
 assemble leadership commitment and engagement
 oversee change
 give just-in-time applied training
 work in reinforcement and fun

A discussion of strategies for knowledge management and suitable strategies

An association's KMS helps with putting away data gathered that can likewise incorporate
consistent improvement exercises. This can help all staff individuals to have the option to audit
the results of ceaseless improvement exercises and to apply these learnings to their own work or
office.

Two strategies for improving insights and experiences from business activities
• Network
• People

Attach:
Bhuiyan, Nadia, and Amit Baghel. "An overview of continuous improvement: from the
past to the present." Management decision (2005).

Bhuiyan, N., Baghel, A., & Wilson, J. (2006). A sustainable continuous improvement
methodology at an aerospace company. International Journal of Productivity and
Performance Management.

McGinnis, T. C., & Huang, Z. (2007). Rethinking ERP success: A new perspective from
knowledge management and continuous improvement. Information & Management, 44(7),
626-634.

Singh, J., & Singh, H. (2015). Continuous improvement philosophy–literature review and
directions. Benchmarking: An International Journal.
Section 3: Continuous Improvement Policy

Purpose
This strategy alludes to E-OfficeWorx's learning and improvement projects and exercises for all
staff individuals. E-OfficeWorx expects to assist representatives with broadening their insight and
procure new abilities to tackle their responsibilities better. We need our workers to feel certain to
discover new ways towards self-improvement and achievement.
Scope
This policy applies to all permanent, full-time or part-time, employees of the company. Employees
with temporary/short-term contracts might attend trainings at their manager’s discretion.
Employees, managers and executives should collaborate to build a continuous professional
development (CPD) culture
Continuous improvement principles
The only principle is steady change is conveyed in limited quantities consistently. This outcomes in
various advantages like small changes can amount to an enormous effect. Little changes are for
the most part more affordable and have a lower hazard to carry out than enormous changes
Continuous improvement model and implementation
PLAN – DO – CHECK – ACT MODEL
The model is implemented as the name suggest by continuously planning, doing checking the
works and acting on the results, the implementation helps the organisation by providing the
simple and effective approach to solve the problems within the organisation and bringing the
change, this model turned out to be useful for testing the new improvements on scale of small to
large problems

Tools to support the continuous improvement process

PDCA- This tools works as it states Plan, Do, Check and Act. The organization used this tool to
initially plan the their working on every sector of the organization, with planning the they were
acting on implementation for the working, continuous checking the completed work and acting on
the outcome according to results helped the origination to bring the successful changes.
5 Why’s- It assisted the organization in recognizing the issues and seeing pas through it, the
organization using this has empowered the their working culture which helped them in solving
many issues within organization whether they are customer focused or within the staff working
culture.
Knowledge management systems
Enterprise wide knowledge management systems - the executives frameworks utilize a variety of
innovations for putting away organized and unstructured reports, finding representative ability,
looking for data, dispersing information, and utilizing information from big business applications
and other key corporate frameworks.
Customer relationship management (CRM) - It is an innovation for dealing with all your
organization's connections and communications with clients and possible clients. The objective is
basic: Improve business connections. A CRM framework assists organizations with remaining
associated with clients, smooth out measures, and further develop productivity.
Strategies for encouraging staff to participate in continuous improvement decision-making
 Pick little reasonable upgrades
 Continuously request criticism
 Be open and responsive to criticism
 Act evaluations
 Work collectively

Processes for communicating the continuous improvement processes and outcomes

  Continuously talk about "why" the interaction is required
 Track down the right correspondence design
 Pick your words cautiously
 Redo correspondence to suit the crowd

Responsibilities
 Investigating organization cycles and systems.
 Creating measure upgrade systems.
 Exploring shortages, issues, and grievances in current business measures.
 Setting up standards and norms of organization execution.
 Observing staff execution and authoritative cycles.
 Teaming up with different partners to upgrade efficiency and staff fulfilment.
 Conveying thoughts and suppositions to different individuals from the board.
 Overseeing staff companions and groups of different sizes.
 Preparing, tutoring, and directing colleagues in new cycles.
 Keeping awake to-date with improvements in administration and cycle advancement.

Attach-
Aleu, F. G., & Van Aken, E. M. (2016). Systematic literature review of critical success
factors for continuous improvement projects. International Journal of Lean Six Sigma.

Butler, M., Szwejczewski, M., & Sweeney, M. (2018). A model of continuous

improvement programme management. Production Planning & Control, 29(5), 386-402.

Granerud, R. L., & Rocha, R. S. (2011). Organisational learning and continuous

improvement of health and safety in certified manufacturers. Safety Science, 49(7), 1030-
1039.

Savino, M. M., & Mazza, A. (2013). Toward environmental and quality sustainability: An
integrated approach for continuous improvement. IEEE Transactions on Engineering
Management, 61(1), 171-181.

Section 4: Knowledge management systems

Describe the systems Describe both systems. Knowledge management system 1

How did they meet the organisation’s needs? Enterprise wide knowledge management
How will they contribute to continuous systems
improvement within the organisation? Attach It helped the frameworks of the organisation
copies of both systems (and links to both for bringing out the innovation within the
systems) to this section of your Portfolio. organisation, the organisation has used this
KMS technique for clearing the issues mostly
found in reports by adapting the various other
ways like finding representative ability, looking
for data, dispersing information, and utilizing
information from big business applications and
other key corporate frameworks.

Knowledge management system 2

Customer relationship management (CRM)
 The given organisation has approached CRM
method to improve their coactions with
customer, working staff and other business
opportunity, they majorly have focused on the
customer by getting as much as feedback
possible so that their complaints can be solved
and further similar issues won’t appear.
Attach Chalmeta, R. (2006). Methodology for
customer relationship management. Journal
of systems and software, 79(7), 1015-1024.

Becerra-Fernandez, I., & Sabherwal, R.

(2014). Knowledge management: Systems
and processes. Routledge.
Section 5: Continuous improvement tools

Describe the tools Describe both tools. How did

they meet the organisation’s needs? How will PDCA- This tools works as it states Plan, Do,
they contribute to continuous improvement Check and Act. The organization used this tool
within the organisation? Attach copies of both to initially plan the their working on every
tools (and links to both tools) to this section of sector of the organization, with planning the
your Portfolio. they were acting on implementation for the
working, continuous checking the completed
work and acting on the outcome according to
results helped the origination to bring the
successful changes.

5 Why’s- It assisted the organization in

recognizing the issues and seeing pas through
it, the organization using this has empowered
the their working culture which helped them in
solving many issues within organization
whether they are customer focused or within
the staff working culture.
Attach Jagusiak-Kocik, M. (2017). PDCA cycle as
a part of continuous improvement in the
production company-a case study.
Production engineering archives, 14.

Mĺkva, M., Prajová, V., Yakimovich, B.,

Korshunov, A., & Tyurin, I. (2016).
Standardization–one of the tools of
continuous improvement. Procedia
Engineering, 149, 329-332.