Implement Innovative

Processes
BSBMGT608 Manage innovation and
continuous improvement
Session 3

© 2015 Innovation and Business Industry Skills Council Ltd

Purpose of this presentation
At the end of this session, you should be able to:
 promote continuous improvement and sustainability
as an essential part of doing business
 address the impact of change and consequences for
people, and implement transition plans
 ensure that objectives, timeframes, measures and
communication plans are in place to manage
implementation
 implement contingency plans in the event of non-
performance.
© 2015 Innovation and Business Industry Skills Council Ltd
Purpose of this presentation (cont.)
 follow-up failure by prompt investigation and
analysis of causes and manage emerging
challenges and opportunities effectively
 ensure that learning from activities is captured
and managed to inform future work
 regularly evaluate continuous improvement
systems and processes
 communicate costs and benefits of innovations
and improvements to all relevant groups and
individuals.
© 2015 Innovation and Business Industry Skills Council Ltd
Promoting continuous improvement
Continuous improvement has emerged over time as
a philosophy with four reinforcing elements:
 management

 inputs

 internal
operations
 outputs.

© 2015 Innovation and Business Industry Skills Council Ltd

Management
Senior management must build a continuous
improvement framework or system comprising of:
 continuous improvement or quality policy
 regular audits
 definitions of key performance indicators (KPIs)
 a formal Plan-Do-Check-Act (PDCA) process
 a system to collect and analyse improvement
suggestions
 a formal document/record management system.

© 2015 Innovation and Business Industry Skills Council Ltd

Kotter’s change model
Stage 1 Establishing a sense of urgency
●

Stage 2 Creating the guiding coalition

●

Stage 3 Developing a vision and strategy

●

Stage 4 Communicating the change vision

●

Stage 5 Empowering broad-based action

●

Stage 6 Generating short-term wins

●

Stage 7 Consolidating gains and producing more change

●

Stage 8 Anchoring new approaches in the culture

●

© 2015 Innovation and Business Industry Skills Council Ltd

Communicate costs and benefits
What would you communicate?
 financial impacts

 productivity

 individual and organisational performance.

© 2015 Innovation and Business Industry Skills Council Ltd

Communicate costs and benefits
Why communicate this information?
 celebrate success

 learn from mistakes

 create awareness

 assist with embedding the innovation

 reinforce positive culture.

© 2015 Innovation and Business Industry Skills Council Ltd

Transition planning
A good transition plan clearly states:
 What will be achieved – the objective of the plan.

 When will it be achieved – timeframes.

© 2015 Innovation and Business Industry Skills Council Ltd

Transition stages
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© 2015 Innovation and Business Industry Skills Council Ltd

Contingency planning
A contingency plan is typically documented as
follows:
 risk

 impact

 likelihood

 contingency action.

© 2015 Innovation and Business Industry Skills Council Ltd

Analyse failures
Failures should be investigated and fully understood
in order to:
 make a save

 learn from mistakes.

© 2015 Innovation and Business Industry Skills Council Ltd

Analysis tools
The two most common tools are:
 the 5 Whys

 cause and effect diagrams.

Consultation Communication
issues issues
Process
failure

Training Tools or workplace

issues design issues
© 2015 Innovation and Business Industry Skills Council Ltd
The next steps
You should now:
 read Section 3 of the Student Workbook

 Complete the self-paced activities in Section 3 of

the Student Workbook before the next session.

© 2015 Innovation and Business Industry Skills Council Ltd