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Building Strong Brands: Building Relationships Leadership
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1.1 Evaluate the interrelationship between the differentprocesses and functions of the organisation.
1.2 Justify the methodology to be used to map processes tothe organisation’s goals and objectives.
1.3 Evaluate the output of the process and the qualityGateways.
2.1 Design plans which promote goals and objectives forown area of responsibility.
2.2 Write objectives, which are specific, measurable,achievable, realistic and time-based to align people andother resources in an effective and efficient way.
2.3 Implement appropriate systems to achieve objectives inthe most efficient way, on time, to budget and meeting
organisational standards of quality.
2.4 Carry out work activities meeting the operational planthrough effective monitoring and control.
3.1 Design systems to manage and monitor qualitystandards specified by the organisation.
3.2 Demonstrate a quality culture to ensure continuousmonitoring, evaluation and development of the process.
3.3 Recommend improvements which align with theorganisation’s objectives and goals and which result inimprovements.
3.4 Report on the wider implications of proposed changeswithin the organisation.
4.1 Carry out risk assessments as required by legislation, regulation and organisational requirements ensuring
appropriate action is taken.
4.2 Demonstrate that health and safety regulations and legislation applicable in specific work situations are correctly and effectively applied.
4.3 Carry out a systematic review of organisational health and safety policies and procedures in order to ensure
they are effective and compliant.
4.4 Carry out practical application of health and safety policies and procedures in the workplace.
The core business of The Cool Car Company is to buy and sell used cars for which the steps can be broken down into different components. The basic objective of any business is to reduce the number of rejection levels, target a rapid growth, increase sales, and improve customer relationship management and innovating new products and services. These objectives require several functions and processes requiring communication between buying team, sales team, managing director, operations and logistics, finance team, legal team and servicing and dispatch team. The decentralised management structure helps in following three business processes, namely management process, operational process and supporting process as shown in Figure 1 (Gerth 2013).
The strategic or change management process is held by the management team. After the strategic processes and goals are defined, demand creation process is undertaken for creating value for the goods and services. The reports for market development are formulated and designing of products take place. The finance department is helps in allocating optimum fund for redesigning the cars for sale after which the delivery process is undertaken (Simons 2013). The logistics team is responsible for delivering the cars after checking availability in the garage where the cars are parked. The marketing team is responsible for providing after sales service and satisfying the customers. The feedback from customers provided to the service representatives can be used to modify products and services and provide maximum satisfaction to the customers. Such cross-functioning process helps in increasing productivity, reducing errors and be competitive in the market. The values of growth orientation, customer satisfaction and high quality products and services can be achieved by efficient interrelationships in the company (Milovanovic 2014).
1.2 Justification of the methodology to be used to map processes to the organisation’s goals and objectives
The methodology that can be used to justify organisation’s objectives and goals is Process Mapping. The previous section explained the activities undertaken in the management of The Cool Car Company. The processes can be mapped with the key activities for fulfilling business objectives (Conger 2011). The processes can be mapped for core processes and key activities as shown in Table 1.
He is responsible for setting strategic goals and allocating responsibilities in every team. The director also co-ordinates with activities and improvements that are made in the organization.
The buying team decides on the used cars to purchase for second hand sales. The condition of the car and defects are looked by the buying team.
The legality of documents is checked by the legal team. A set of legal papers for resale of the used car also handled by the team. They must ensure that the purchase and sale made is via authentic documentation.
The finance team manages the finance and formulates growth strategies. The expenditure that must be involved in servicing cars and profit margins are estimated by finance department.
The sales department creates value by co-ordinating with other department. The main objective of the business is to increase sales and profitability.
Servicing and dispatch team
The servicing and dispatch team takes care of the quality being delivered to the buyers.
The inventory or stock of cars is managed by the logistics team.
The department manages the website and takes care of the after-sales activity for satisfying maximum customers. They attract new clients for purchase and sale.
Table 1- Process Mapping
The Cool Car Company can evaluate the output of processes and quality gateways by setting KPIs. The key performance indicators can be set for measuring the extent of positive outputs such as customer satisfaction levels, levels of rejection, delivery processing time, website visits, overall cost and extent of product and service portfolio (Bai, Sarkis and Wei 2010).
The company can use SAP software for managing customer relations in context with business operations. The customer data can be handled in a better way as their feedbacks or wants can be fulfilled using the software. The geographic or demographic market segment data can be captured for analysing demand of specific cars. The rejected or faulty cars accounted by the customers must be measured to check if the supplier is providing with cars value for money. The suppliers can be selected on the basis of rejection levels so that the company has to undergo a lesser cost (Olamade, Abubakar and .A 2014). The delivery processing time initiating from the time of demand generation till delivering through logistics must be measured. The least time taken is considered as the best delivery period. The overall cost for servicing using oil and lubricants, fixing mechanical faults, logistics and marketing cost must be measured for eliminating unnecessary expenditures. The website visits are monitored for assessing awareness; times spent by people on it and track of clicks for analysing most searched content by the users. The range of car varieties available for sale and number of suppliers can be determined for knowing the widespread of business. The services provided by the company before and after sales are also maintained for further improvements (Marr 2012).
The area of responsibilities for The Cool Car Company is taking care of internal and external stakeholders, customer orientation, product and service development, customer relationship management and market research (Aaker 2012).
The Cool Car Company has internal and external stakeholders such as suppliers, workers, government, legislatives and customers. The area of responsibility is to maintain long-term and healthy relationships with the stakeholders. Another area of responsibility is to develop products and services through strategic analysis. The existing plans must be reviewed while newer opportunities and associated risks must be identified. Ansoff matrix can be used for product development for determining new products or markets. New market segment can be targeted by selling new cars and not just used cars. Market research can be conducted for addressing demands for product and services (Anderson 2012). Customer relationship management can be developed by making it one of the corporate objectives. A direct link with customers must be improvised by controlling costs and maintaining for required assistance. The software systems for ERP and SAP must be installed and the control must be limited with higher management. The resources for implementing the plans such as labor, capital and IT services must be developed. The above plans and processes would help in attaining goals for own area of responsibility (Devinney 2015).
A set of SMART objectives are written for The Cool Car Company following Doran’s theory as shown in Table 2.
Improvising direct links with customers and suppliers is considered as a specific objective.
Targeted revenue growth by 10% in the current year.
Increase number of suppliers by 10% in each quarter.
Reduce overall costs by at least 5% in the current year.
Increase demand and supply stability.
Improve customer satisfaction.
Standardize logistics and delivery processes by reducing lean period.
Train employees for reduction in faults
To improve the customer relationships with the implementation of ERP and SAP in the current year.
Table 2- SMART objectives
With the implementation of ERP and SAP, a direct relationship with customers and suppliers for managing operations can be improved. The standardization of logistics and delivery process would help in creating a process flow immediately after creation of demand. The training of employees can help in improving overall processes for reducing errors and costs involved in the management. The costs can be reduced by assessing risk and avoidable expenditures. With the improvement in relationships with customers and suppliers, stability in the internal and external environment of the organization can be attained. The ultimate goal of an organization is to attain profitability and satisfy its customers that can be attained using SMART objectives (O'Neill and Conzemius 2011).
2.3 Implementation of appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organisational standards of quality
It is important to implement appropriate systems for meeting organisational standards of quality. The Project Management Tool can be implemented for meeting objectives of The Cool Car Company. A few approaches such as Gantt chart, Risk Management tool, Work Break Structure of CRM processes and Critical Path Analysis can be used for implementing systems in The Cool Car Company as shown in Figure 2 (De Felice, Petrillo and Silvestri 2015).
The work breakdown structure would help the company in assessing the tasks to be performed. The task and projects can be prioritized so that there is no delay in the delivery process. Further, a Gantt chart can be developed for setting time duration to achieve milestones. The project life cycle and activities can be defined in the chart as it depicts the events along a timescale (Frame 2014). The critical path analysis can help in marking critical paths by a basic network diagram for effectively planning and controlling the project. Risk management tool can help in identifying the risk and analysing how to respond to it. It can help in minimising the adversity of events. The Cool Car Company can achieve efficiency goals through these tools and approaches. The strengths and loopholes can be critically analyzed from the results of above mentioned approaches (Halinen, Törnroos and Elo 2013).
The operational plan can be met by performing various work activities such as Value chain analysis, product and service development, organizational constraints and meeting objectives (Mohrman and Shani 2011). An estimate of sales can be made if the product varieties have to be increased. A market research activity must be conducted through Research & Development team to determine the highly demanded products and services. A competitive analysis must be made in the geographic region providing additional services with a greater market share. High value products must be delivered by updating products, services and technology at regular intervals (Janvier-James 2011).
The Cool Car Company must constantly make efforts to meet objectives of high quality, efficient time of delivery and reduced costs. The company must never compromise with quality with affordable prices or value for money. The servicing products such as oil and lubricants must be ordered in bulk for cutting cost. Benchmarking must be performed and there must be proper communication between departments of the organisation. The economies of scale must be maximized by rigid controls over business management process. Total Quality Management must be given maximum attention and investment so that the existing customers can be retained and new customers can be attracted. Feedback of products and services must be taken for fulfilling complaints and engaging with customers (Dabholkar 2014).
In case of emergency health care services, timeliness and efficiency are the most important quotients of customer satisfaction. As per the standards specified by ACAS, customer satisfaction and quality are at the top levels (Acas.org.uk 2016). A system for managing quality and monitoring it is designed for South Central Ambulance Service in making substantial improvements in job satisfaction, quality and productivity. ACAS stresses on teamwork as it can encourage innovation and improve quality. Teamwork also helps in remaining competitive for which the involvement of employees is necessary. There is a need to increase autonomy and develop problem solving techniques. Such processes can help in reducing waste and improve services of the ambulance service (ACAS 2016).
The quality can be managed and monitored by creating a standard of timeliness every time. SCAS must continuously improve processes for understanding the important of time and customers preferences in adherence with the ACAS standards. Zero defect policy may be adopted by SCAS for operating quality system efficiently (Dabholkar 2014). The quality control techniques of Prevention, Correction and Improvement can be adopted as shown in Figure 3. SCAS must comply with ISO 9000 for effective quality control. The quality management standard would help in increasing efficiency of emergency services provided by SCAS through effective systems. The unnecessary costs would be reduced and productivity would be increased. Quality management makes an overall improvement in job management, competence and organizational culture. If any one of the above aspects is dwindling, the output is at risk (Iso.org 2015).
3.2 Demonstration of a quality culture to ensure continuous monitoring, evaluation and development of the process
Quality management is not just a process, but it is a continuous assessment of thee organizational process. Total Quality Management is very difficult to achieve if the subcultures and artefacts do not work in sync with each other. There are several cultures determined that must be developed, monitored and evaluated namely improving patient safety, patient experience, clinical effectiveness, valuing staff and reviewing operational performance delivery plan. Currently the organisation is prioritizing on hitting the targets and not on high quality customer service. SCAS must take initiatives to develop strategic priorities and goals to improve quality of services and reduce harm to patients (Gimenez-Espin, Jiménez-Jiménez and Martínez-Costa 2013). Surveys can be taken by patients regarding their experience. SCAS can learn from their patient stories for improving services. The health care service must also prioritize on the most required emergency service such as asthma care, heart attacks etc. SCAS must engage with its staff by providing them education regarding basic clinical services. The driving quality of ambulances must also be assessed (Phung et al. 2015).
There is a need to build employment relations and deliver change. A monitoring system must be developed for tracking performance of SCAS against key activities. Unannounced spot check must be performed of the vehicles, stations and infrastructure. A deep cleaning programme for the vehicles must be conducted for ensuring cleanliness. A special nurse team must be trained and recruited for controlling infections for reducing patient infection risk (Wankhade 2012).
3.3 Recommendation of improvements which align with the organisation’s objectives and goals and which result in improvements
SCAS can adopt Six Sigma methodology for improving the quality of processes. Six Sigma is a rational approach for getting better in an increased pace. Once achieved, the organization is operating at a level that is "defective" only .0003% of the time (Swink and Jacobs 2012). The DMAIC approach can be adopted by defining, measuring, analyzing, improving and controlling. SCAS must clearly state the areas hoped to be improved linking to the strategic plan or values of the organization. Further, SCAS must establish a baseline for the process to be improved. The factors influencing process improvement must be analyzed. Several tests must be conducted for improving ideas and suggestions. The process performance must be monitored for controlling the measures (Gimenez-Espin, Jiménez-Jiménez and Martínez-Costa 2013). These strategies and processes would help SCAS in working towards zero defects. The organizational plans and goals can be achieved as Six Sigma allows careful analysis and effective decision making. The efforts of traditional TQM can be taken to the next level. SCAS can also reduce cost; improve customer satisfaction rates, increase levels of lives saved when these are applied in clinical, administration and operations (DelliFraine et al. 2013).
There are several critical success factors that can help in improving the processes further. A well organised information and analysis system, education and training system, customer management system, well developed system etc. The organization must aim to achieve different belts of Six Sigma marking effectiveness on quality processes. Rewards and recognition, cadence management system and several educational initiatives not only improved the overall quality of service rendered but also indirectly increased the number of reference able customers (Gremyr and Fouquet 2012).
It is recommended to implement Six Sigma methodology within SCAS as it would help the organisation in improving operations, increasing customer satisfaction, reducing delayed services, improve efficiency and productivity of operations. The basic function of Six Sigma is used to improve customer satisfaction by improving services and meet customer requirement. SCAS would have positive implications with the adoption of Six Sigma would lead to quicker availability of services to customers, time management, less wastage of resources, sustained gains, reduced customer dissatisfaction levels, standardized procedures for operations, alignment with objectives and integration of concepts (Swink and Jacobs 2012).
With every positive outcome, there are also a few negative implications such as the collection of data is difficult. Patients may be hesitant to share reviews. Six Sigma involves high cost as it removes defects thoroughly. There is a chance of incorrect statistical figures that distorts the improvement plan. A lack of experience or inappropriate process may lead to decline in quality measurement and affect profitability. Sometimes, the organizational goals are not in alignment with Six Sigma methodology (Southard, Chandra and Kumar 2012).
The above stated factors have wider implications on SCAS on the proposed changes. The Six Sigma expert uses qualitative and quantitative techniques to drive process improvement. Although the tools, themselves, are not unique, the way they are applied and integrated as part of a system is. It is recommended to implement Six Sigma as with the implementation of it, SCAS would be able to successfully improve customer satisfaction by overlooking cons involved in the process (Yüksel 2012).
As a health and safety consultant:
4.1Risk assessments as required by legislation, regulation and organisational requirements ensuring appropriate action is taken
Health and Safety legislation is an effort for identifying workplace hazards and reducing risks from harmful situations or substances. Risk assessment is necessary for reducing accidents, increasing standards, improving workplace relations, optimum usage of resources, reducing compensation claims and increasing profitability (Hse.gov.uk 2016). There are various risks associated with SCAS for which Health Safety & Risk Group is responsible. The aim of the Trust is to record significant risk and assess for governing best practices. There is a need to record a standard pro-forma and submit to the Quality Director. The risks would then be graded based on its priority (Hse.gov.uk 2016).
From organisational point of view, it is necessary that the staff receive education and training regarding health and risks associated with their area of work. A formal training must be provided to them. The training must be mandatory for all employees. It is the responsibility of the training manager to ensure that all staffs undergo awareness and education. The Managing Safely Training and National Patient Safety Agency (NPSA) programme must be conducted (Hse.gov.uk 2016). The organisation is responsible for providing supervision for providing Clinical Governance, Conflict Management, Manual Handling Awareness and Corporate Liability (Head of Education 2013). The management can communicate risks through publications, website or email. Overall awareness about ergonomic hazards, driving for work, biological risks, chemical risks, explosion risks, stress management, fire associated risk, patient handling risk, flexible work shift and every possible risk in the field must be discussed. Risk must be managed risk as a part of normal line management responsibilities (Hsa.ie 2016).
4.2 Demonstration of health and safety regulations and legislation applicable in specific work situations are correctly and effectively applied
The primary legislation Health and Safety at Work Act 1974 imposes duties and responsibilities implicitly (Gov.uk 2016). It is the responsibility of the individuals for examining their personal behaviours against health and safety checklist. The body also looks after no new introduction of health hazards. The new recruits, people taking extra responsibilities, health and safety representatives must receive training for dealing with hazards (Prospect.org.uk 2016). Health, Safety and Environment is the national regulator for maintaining health and safety at workplace in UK. Other than that Medicines and Healthcare Products Regulatory Agency (MHRA) ensures that the medical devices, medical equipments and devices used in the healthcare are safe (Gov.uk 2016). The government agency ensures that these medical facilities are safe and acceptable for use. The legislative body investigates for harmful incidents that are likely to happen (Hse.gov.uk 2016).
MHRA operates throughout UK for regulating devices and making alerts when required. Health, Safety and Environment has an agreement with MHRA for co-operating on fatal and non-fatal accident investigations. The body also helps in generating awareness among the citizens of UK. The regulatory bodies investigate root causes and take remedial actions as far as possible (Ginter, Duncan and Swayne 2013). HSE further regulates with General Medical Council for setting out roles and responsibilities for effective relationships. The professional bodies aim to protect the welfare of patients by overseeing the work of regulatory bodies. The standards set for health care professionals are assured for training through these professional bodies. HSE also provides a 10-point list for consulting with the organizations and discussing health and safety with them (Hse.gov.uk 2016).
4.3 Systematic review of organisational health and safety policies and procedures in order to ensure they are effective and compliant
Ill health and accidents are random incidents that may occur from failures of control of human or technicality. It is the responsibility of the organization to take care of such issues by implementing health and safety in the organization. It is the responsibility of the organization to understand the priority of health and safety (Hsa.ie 2016). Systematic review can be conducted in the following ways:
Appoint a senior executive with responsibilities such as accountability, periodic review, development and evaluation of health and safety management systems.
New work practices, potential risks involved, controlling procedures must be managed when a new investment is made in the organization .
Consult with employees, safety committee and prepare health policies as appropriate
Set health objectives and targets for staffs
Review the effectiveness of the implemented health and safety systems
Implement latest improvements through the outcomes of risk assessment
Establishment of unambiguous and clear health responsibilities .
These measures may be followed and a self-assessment can help in determining the adequacy of health and safety management in the organization. The system can be monitored through active and reactive systems. The monitoring system involves sampling and inspection of certifications, investigating accidents and evaluation of the entire process (Health and Safety Authority 2016).
The health and safety policies can be practically applied in the organization. A section of risk implications can be planned and briefed as a template in WHS. The health and safety policies should be made a standing agenda in the meetings. The risks of commencing new services must be documented and analysed. The implications of refurbishment process and health facility must be addressed by overlooking the health and safety requirements after commissioning. The document of health and safety must be implemented on the template while purchasing medical equipments and services. The obligations and accountabilities must be specified in all contracts, leases, etc (NSW 2013).
The Safety, Health and Welfare at work must be applied on all employers, employees and the stakeholders connected with the work activities of health services. The directors will ensure that all arrangements for the health and safety of staff, employed within their Directorate, are made known, maintained and reviewed whenever there is a change of operation, equipment or process. A copy of health and safety policy will be available in each department and managers are responsible for ensuring that this document is maintained, updated and kept freely available to all staff. Quarterly health and safety workplace inspections in liaison with the health and safety representative would be carried out. The Driving Standards Policy that defines the Trust procedure for the reduction of accidents associated with vehicles must be recognized (Hsa.ie 2016).
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