Monitoring

Implementation of work plan/ Activities

 Learning outcome one

Monitoring and improving workplace operation

1. Identifying quality problems issues.
2. Consulting colleagues and change procedures and systems to
improve efficiency and effectiveness
3. Work schedule
4. Delegating work to the appropriate people
5. Assessing work flow
Monitoring
Implementation of work plan/Activities
Learning Outcome 2:- Plan and organize workflow

2.1. Steps to Workflow Analysis

2.2. Scope of Workflow Analysis
2.3. Benefits and Savings of documents
2.4. What Does Workflow Analysis Do?
Cont.…

2.5. How Do I Do Workflow Analysis

2.6 WORK FLOW STEPS
2.7 Workflow components
2.8 Conducting and Implementing Workflow
2.9 Identifying quality problem
2.10 Improve quality while containing or even reducing costs
2.11 Consulting colleagues
Learning Outcome 3: Meaning and concepts of records:

Why are records kept?

What is records management?
What Methods Might Be Used For Collecting Information?
Shop Safety –Requirements
1. Completing accurately workplace records within required
timeframes
2. Staff records
3. Regular performance reports
4. Maintaining workplace records
5. Delegating and monitoring appropriate completion records
Learning Outcome 4: Solve problems and
make decisions
1. Identifying and considering workplace problems from customer
service perspective
2. Resolving short term action problem appropriately
3. Solving problems and make decisions
4. Analysing and assessing problems for long term impact and
potential solutions
5. Monitoring, participating and encouraging the team member to
solve the problems
6. Monitoring action taken effectiveness of solutions in the workplace
Monitor and improve work place
operations

Monitoring is concerned with progress. It aims to ensure that the program is

functioning as planned. Through regular monitoring we can see weather the program is on
the best path success. When people monitor, the collect information that acts as feed back
for both managers and participants.
Monitoring is a process of tracking or measuring what is happening.
It includes
Performance monitoring - measuring progress in relation to an implementation plan;
Situation monitoring - measuring change in a condition or a set of conditions or lack
e.g., changes in the situation of women or changes in the broader socio-economic country
context).
Learning outcome one
Monitoring and improving workplace operation

purpose of monitoring
 Measure progress according to plan.
 Trigger timely adaptation of response, particularly in crises or
unstable contexts;
 Generate critical information for the evaluation
 Provide accountability for implementation;
Complementary function of monitoring

With out monitoring, evaluation cannot be done well.

Monitoring is necessary, but not sufficient for evaluation
Monitoring facilities evaluation; evaluation generate additional data
collection and information
An evaluation of an intervention will often lead to improvement of
plans
An evaluability exercise often result in modifying data collection for
monitoring purpose
 Work scheduling

 Work scheduling is a process determines the timing of work

activities identified by the planning process and results in a
project schedule
 It represents sequencing and phasing of individual activities
required to complete the work.
 schedule is a management tool used to predict project
completion, and there by ensure timely completion by adjusting
resources applied to the work.
 The Initial steps to developing a
schedule are:
1. Estimating the time required for each activity
2. Computing the time required for project completion
3. Establishing time intervals in which each activity must start
and finish
4. Identifying the activities crucial to timely project completion
5. The critical path method (CPM) of scheduling makes use of
a single or deterministic time estimate for each activity in
the network
Cont…

6. calculations are then performed to establish the early

and late start and finish times for each activity
7.Time window for performance. Critical activities are
those lying on the network path requiring the greatest
time for completion
Need for work Scheduling

 Scheduling provides critical information to owners,

contractors, subcontractors.
Schedules have both offensive and defensive
uses.
Project management teams may use
schedules offensively in the following
ways:
Cont…

 To predict the work completion date

 To serve as an effective project control tool
 To avoid liquidated damages
 To manage money by predicting cash flows
 To determine the “time window” of an activity
 To coordinate subcontractors
 To coordinate client-supplied information
Cont…

 To expose conflicts among trades

 To predict resource demand and improve resource allocation
 To mitigate supply-demand conflicts
 To create an as-built record
 To compute progress payments
 To serve as an effective communication tool
Delegating work to the appropriate
people
 Delegation is one of the most important and effective
management skills.
 It is also about maximizing the productivity of your staff.
 Personal Success
 Sales Success
 Business Success
 Leadership Success
Delegating work to the appropriate people

The task-relevant maturity of your staff how long they have been on
the job and how competent they are—determines your method of
delegation.
 Low task-relevant maturity : means they are new and
inexperienced in the job.
 Medium task-relevant maturity : means staff has experience in
the job; they know what they are doing.
 High task-relevant maturity : is when the staff person is
completely experienced and competent.
There are seven essentials for
effective management and delegation:
1. Pick the right person.
2. Match the requirements of the job to the abilities of the person.
3. Delegate effectively to the right person
4. Delegate smaller tasks to newer staff to build their confidence and
competence.
5. Delegate the entire job
6. Delegate clear outcomes.
7. Delegate with participation and discussion.
Learning outcome 2
PLAN AND ORGANIZE WORK FLOW
 Workflow is a study of the way documents, information and people related to
a process move through an organization, in order to improve efficiency
 A workflow consists of a coordinate and repeatable pattern of business
activity
 Workflow is representation of real work. whereas a workflow is typically a
process or collection of processes
Steps to Workflow Analysis

• Review and assessment of current state

• Definition of future state requirements and workforce
strategy
• Summary of benefits and operational savings
• Implementation roadmap
Scope of Workflow Analysis

• Current document management systems

• Current document workflow processes
• Security and permission requirements
• Identification of challenges and opportunities
Benefits and Savings of workflow

• Overall efficiency
• Employee time efficiency
• Physical space utilization
• Improvements in customer service
• Compliance
• Employee job satisfaction
What Does Workflow Analysis Do?

• Create a visual document of movements within a

workspace Shows:
• Where unnecessary movements occur during process
• The total distance traveled with a process
• Identify unnecessary frequent visits to same location
• Identify high traffic areas and potential
congestion/ bottlenecks
WORK FLOW STEPS

 Flow Chart Of Current Processes

 Question Why Things Are Done In These Ways
 Question How Processes Could Be Better (Vision And Goals)
 Assess Practice Tools Available
 Analyze Best Practice Approaches
 Identify Needed Process Changes and improvement tool
Generalize Workflow Analysis?

Select a process to document

2. Create the process floor plan/ map of work space
3. Visually observe the movements of the target
4. Trace all movements to helps identify patterns
5. Analyze work space activity charted in step 4 for improvement
opportunities:
 Reorganize work space into logical work area where
interdependent activities are done in close proximity
Workflow components

 components of a workflow can basically be defined by three parameters:

1. Input description: the information, material and energy required to
complete the step
2. Transformation rules, algorithms, which may be carried out by associated
human roles or machines, or a combination
3. Output description: the information, material and energy produced by the
step and provided as input to downstream steps.
Cont…

Conducting and implementing workflow

.share the news of the new hit with end-users.
.Implementation core team takes the workflow
.design the module build around the workflow diagram.
Identifying quality problem

Identifying problem areas

• Identifying areas for improvement
• Designing solutions to problems
• Developing action plans
Pare to Analysis can be used to analyze the ideas from a brainstorming session. It
is used to identify the vital few problems or causes of problems that have the
greatest impact.
Improve quality while containing or even reducing costs
Cont…

 The price that companies pay for poor product quality is steep.
From costly rework and product recalls to a decline in customer
satisfaction, eroding brand image and loss of shareholder
confidence,
 it’s no surprise that every company’s goal is to produce high-
quality products at the lowest possible cost
Consulting Colleagues

 Difficulties between colleagues

, communication can fail for a variety of different reasons. We shall
here explore the ideal
A. The Ideal Differences in status, in gender, in experience, and in
educational background, among others
B. Peers? What is necessary to justify her colleagues judging her
incompetent was a pattern of failure with the new form of
intervention, a pattern that continued even after talking about
her problems with her.
Learning outcome 3:- What are records?

3.1 Why are records kept?

_Records are created not for the sake of it but to provide
information about what happened, what was decided, and how to
do things. So, as part of their daily work they keep a record
_updating a register or database, writing a note of a meeting or
telephone call, or filing a letter or email –
What is records management?
Records management is about controlling records within a
comprehensive regime made up of policies, procedures, systems,
processes and behaviors’.
It is the personal decision of the business owner how those records
are collected and stored and how information related to record
keeping is disseminated.
Information is only useful, if the right information is collected in the
right format Increasingly every business receives more and more
information and data
Basic criteria information must be

Accurate: Information is true and verifiable

• Relevant: Information applies to the interests of the individuals who use it for
the decisions they are facing.
• Specific: Information must contain concrete facts or answer specific questions.
• Understandable: People using the information must be able to understand it.
Comprehensive: The information should include all the important categories
within its scope of coverage.
• Comparable: The information presented should be. uniform collection,
analysis, content, and format
 FILING SYSTEMS

 Every business has filing to do.

 It is important to everyone in your workplace that you are diligent about your
filing responsibilities and properly follow the designated systems.
 There are three main areas applicable to the majority of workplace filing
systems:
1. Business records for financial management
2. Technical information for physical management
3. Personal information for OHS, employment, human resource management
WHAT METHODS MIGHT BE USED FOR
COLLECTING INFORMATION?
 Methods for collecting information may include:
 Observation and listening
 File records
 Individual research
 Statistics and reports from other organizations
 producing reports from data collected in the business
 Translating data from diaries and note-books
 Professional data collection agency
 Interviews with colleagues/customers
 Questioning
Learning outcome 4:-Solving a problem
and making a decision
 Problem solving is a process in which we perceive and resolve a
gap between a present situation and a desired goal, with the path
to the goal blocked by known or unknown obstacles.
 The steps in both problem solving and decision making are quite
similar.
 Resources of problems and short term action for
Problem Solving and Decision Making

 Much of what people do is solve problems and make decisions. Often, they are
"under the gun", stressed and very short for time.
 Decision making is defined as the selection of a course of action from among
alternatives.
However, the following basic guidelines will get you started for
Problem Solving and Decision Making.
Cont.…

1. Define the problem

 Defining complex problems:
 Prioritize the problems:
 Understand your role in the problem:
2. Look at potential causes for the problem
3. Identify alternatives for approaches to resolve the problem
4. Select an approach to resolve the problem
5. Plan the implementation of the best alternative (this is your action
plan)
1.Define the problem

 To define the problem Ask yourself and others, the following questions:
 What can you see that causes you to think there’s a problem?
 Where is it happening?
 How is it happening?
 When is it happening?
 With whom is it happening?
 Why is it happening?
 Write down a five-sentence description of the problem
2.Look at potential causes for the
problem
 It’s amazing how much you don't know about what you don't know.
 It’s often/frequently useful to collect input from other individuals one at a
time (at least at first).
 Write down what your opinions and what you’ve heard from others.
 Write down a description of the cause of the problem and in terms of what is
happening, where, when, how, with whom and why.
3. Identify alternatives for approaches
to resolve the problem
Brainstorm for solutions to the problem.
4. Select an approach to resolve the problem
 When selecting the best approach, consider: Which approach is the most
likely to solve the problem for the long term?
 Which approach is the most realistic to accomplish for now?
 Do you have enough time to implement the approach?
Plan the implementation of the best
alternative (this is your action plan)
Carefully consider "What will the situation look like when the problem is
solved?"
2. What steps should be taken to implement the best alternative to solving the
problem?
3. How will you know if the steps are being followed or not? (These are your
indicators of the success of your plan)
4. What resources will you need in terms of people, money and facilities?
Analyzing and Monitor the indicators
of success:
1. Are you seeing what you would expect from the indicators?

2. Will the plan be done according to schedule?

3. If the plan is not being followed as expected, then consider
Other Problem solving technique
A. Analysis—
B. Backwards planning
C. Categorizing/classifying—
D. Challenging assumptions—
F. Evaluating/judging
G. Thinking aloud.
H. Network analyses.
J. Task analysis.
THE END!