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    LONOOOOAPU Task3 Task4

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    APIWAT PHOKANCHAI
    The document outlines steps to implement a business plan and review performance at a furniture warehouse. Key steps include: 1. Identifying key performance objectives such as increasing sales revenue by 40% in three years and measuring progress regularly. 2. Testing measurement systems by setting acceptable variance levels, using benchmarks, creating reports, and refining objectives if unmet. 3. Developing strategies to address underperformance through training needs analysis and coaching/training programs. 4. Creating a process to regularly review systems and methods through a 10-step process including documenting current and improved processes.

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    LONOOOOAPU Task3 Task4

    Uploaded by

    APIWAT PHOKANCHAI
    16 views6 pages
    The document outlines steps to implement a business plan and review performance at a furniture warehouse. Key steps include: 1. Identifying key performance objectives such as increasing sales revenue by 40% in three years and measuring progress regularly. 2. Testing measurement systems by setting acceptable variance levels, using benchmarks, creating reports, and refining objectives if unmet. 3. Developing strategies to address underperformance through training needs analysis and coaching/training programs. 4. Creating a process to regularly review systems and methods through a 10-step process including documenting current and improved processes.

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    LONOOOOAPU_Task3_Task4

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    The document outlines steps to implement a business plan and review performance at a furniture warehouse. Key steps include: 1. Identifying key performance objectives such as increasing sales revenue by 40% in three years and measuring progress regularly. 2. Testing measurement systems by setting acceptable variance levels, using benchmarks, creating reports, and refining objectives if unmet. 3. Developing strategies to address underperformance through training needs analysis and coaching/training programs. 4. Creating a process to regularly review systems and methods through a 10-step process including documenting current and improved processes.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    16 views6 pages

    LONOOOOAPU Task3 Task4

    Uploaded by

    APIWAT PHOKANCHAI
    The document outlines steps to implement a business plan and review performance at a furniture warehouse. Key steps include: 1. Identifying key performance objectives such as increasing sales revenue by 40% in three years and measuring progress regularly. 2. Testing measurement systems by setting acceptable variance levels, using benchmarks, creating reports, and refining objectives if unmet. 3. Developing strategies to address underperformance through training needs analysis and coaching/training programs. 4. Creating a process to regularly review systems and methods through a 10-step process including documenting current and improved processes.

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    Download as docx, pdf, or txt
    of 6

    Task 3 Implement Business Plan

    1. Review the business plan you completed in Assessment Task 2. Identify three key perfor-
    mance objectives – at least one financial objective.

    1. Management Area

    Objective: Daily operation management decisions

    Responsibility: Managing director

    2. Logistic

    Objective: manage daily schedule for the trucks and drivers

    Responsibility: Logistic manager

    3. Delivery

    Objective: complete daily delivery routes

    Responsibility: Truck drivers

    4. financial

    Objective: reach sales revenue

    Responsibility: Financial manager

    2. For each performance objective, explain how you will measure progress and results (i.e.,
    KPIs). Include timeframes of measurement (i.e., deadline/s for improvement).

    1. Management

    Measurement: manage delivery routes for metro and regional areas

    2. Logistic

    Measurement: ensure that the schedule for truck and drivers enough for daily delivery

    3. Delivery

    Measurement: daily metro and regional delivery routes are completed

    4. Financial

    Measurement: sales revenue increased by 40% in the next three years

    3. Explain how you will test the performance measurement systems describe above, including
    a. acceptable levels of variance to planned objectives
    The first thing they need to determine is what level of variance is acceptable 1%, 5%,
    10+%. Once they determine that they can move on and begin to analyze what the differences are,
    and what caused them.

    b. benchmarks to be used
    Benchmarks are used as reference points to help businesses understand their own per-
    formance in the context of the wider market. Benchmarking can provide vital data to establish the
    effectiveness of processes and operational efficiency and is often used as a way to compare cus-
    tomer satisfaction, product quality and cost.

    c. potential reports may be involved


    - Financial and budget report
    - Performance report
    - Customer satisfaction report

    d. potential refinement to be made if performance objectives are not met.


    When it comes to business performance objectives you're likely aware that efficiency
    and productivity are crucial. But how do you successfully achieve these? The key to having good
    all-round performance is five performance objectives: quality, speed, dependability, flexibility and
    cost.

    4. Explain how system failures will be identified and what steps will be taken to report them.

    Investigation procedures

    Investigation procedures need to be systematic. For any investigation the team should:

    - act as soon as possible after the incident

    - visit the scene before physical evidence is disturbed

    - not prejudge the situation

    - not remove anything from the scene

    - enquire if anyone else has moved anything

    - take photographs and/or sketches to assist in reconstructing the incident.


    5. Explain how you will ensure you have the required human resources and skilled labour
    available with the right skills and knowledge to implement your business plan. Including any
    coaching or training that may need to be provided to ensure skilled labour.

    The human resource plan relies on identifying deficits or surplus in the company. You’ll
    need to determine if you need to begin recruiting or training, transition, or develop voluntary re-
    tirement processes and redeployment in case of a surplus. Include priorities and critical planning
    issues in your plan.

    Task 4: Respond to performance data

    ASSESSMENT INSTRUCTIONS
    Review the case study information about the Lonsdale Furniture Warehouse (Appendix 2)

    and answer the following questions.


    1. Compare the current performance against desired performance levels, and identify the corrective ac-
    tions required to achieve the business plan goal of improving warehouse productivity by 10%.
    What corrective actions do you recommend for each performance improvement, and why (e.g., in -
    terim, adaptive, corrective, preventative or contingency)?

    Area Required corrective action


    Time
    Average order processing time : decrease 80 minutes to 72 minutes minutes
    Cost
    Average cost to process an order : decrease $200 to $180
    Quality
    Error rate : Less tan 1%
    Production
    Average number of orders processed per day : increase from 50 to 55
    2. Critically analyse the performance against planned objectives.
    a. Identify areas of non-performance.
    Identify areas of non-performance. Report on systems failures which contributed to these results.
    Consider failures in communication, planning, reporting and training. Review performance indicators and
    refine if necessary. Comment on the suitability of performance indicators and what changes might be re-
    quired to achieve organisational goals.

    b. Review the performance indicators. Are the performance indicators suitable and effective?
    What changes might be required to achieve organisational goals?

    - Absenteeism is now 3.9% in order to reach target it need to be decreased by 0.9%


    - Employee engagement is now 83% but the target is 85%
    - Employee attended training session are set to have 45 sessions but actual training sessions are now 32
    sessions

    3. Develop a training and development strategy to address under-performance of any individuals or


    teams. Include strategies for both coaching and training. Your strategy must include a method for
    identifying training needs.
    Absenteeism Training Program
    2. Create an employee attendance policy : Workplace attendance should be straightforward—show up on
    time, as scheduled. But in reality, figuring out how to track, document, and fix employee absenteeism
    can get complicated
    3. Enforce your attendance policy consistently: A habit doesn’t crop up overnight. A pattern of employee
    absenteeism is something that develops over time and may already be seen as accepted behavior by the
    time the issue lands on your desk. In order to learn how to handle employee absenteeism, you have to
    enforce your attendance policy consistently, each and every time.
    4. Keep track of employee absences : When it comes to dealing with employee attendance, it’s important
    to keep complete records. How to track employee absenteeism depends on what works best for you and
    any shift leads or supervisors who will be enforcing the attendance policy. One easy way to track your
    employees’ time is with a time clock app, which provides useful clock in/clock out notifications right
    away.
    5. Address unscheduled absences and no-show’s immediately: Absences happen. But when an employee
    does call in sick or fails to show up for a shift, directly address the situation. Don’t let too much time (or
    even another absence) pass in between. Once they return to work, sit down and have a conversation
    about what happened, why it happened, and what’s expected of them moving forward. Make sure they
    know if their absence has triggered any type of disciplinary action or a performance plan.

    4. Develop a strategy that could be used for reviewing system processes and work methods at Lonsdale
    Furniture Warehouse as part of continuous improvement. Include timelines and be as specific as possi-
    ble.
    Step 1: Meet with the Business Process Participants to Plan an Initial Schedule : Select the business process
    review team from among stakeholders throughout the organisation. Meet to determine overall strategy and
    direction for the project and agree upon a tentative timeline for completion of the 10-step review.

    Step 2: Research Relevant Industry Best Practices : Identify relevant industry best practices. Include process
    flow documents where feasible.

    Step 3: Determine Current-State Business Processes: Set up interviews with process subject-matter experts
    (SMEs) to determine “as-is” processes for sales, marketing and customer service. During this step, also
    note any potential quick wins or other ideas that could impact ‘to-be’ process results.

    Step 4: Document ‘As-Is’ Processes and Make Best-in-Class Comparison: Based on the data collected in
    Step 3, map the ‘as-is’ process flows. If ‘best-in-class’ has been determined, compare ‘as-is’ process flows
    to industry benchmarks.

    Step 5: Collect Feedback on ‘As-Is’ Process Flows: Send process flows and documentation to process SMEs
    with a list of ideas that have been culled from the research conducted in Step 2. Request that customer-fac-
    ing personnel also review this material and provide feedback regarding needed enhancements.

    Step 6: Hold Workshop(s) to Review Feedback : Meet with customer-facing personnel to discuss ‘ah-ha’ in-
    sights gathered from the review of ‘as-is’ processes. Collect and discuss missing process steps; clarify ex-
    isting steps.

    Step 7: Hold a Business Process Improvement Workshop: Set up a workshop with key stakeholders to review
    ‘as-is’ process flows and to develop preliminary ‘to-be’ processes.

    Step 8: Draft ‘To-Be’ Process Flows: Based on the output of the workshop in Step 7, assign process SMEs to
    develop Level 1 and Level 2 ‘to-be’ process flows.
    • Level 1 represents highest-level process steps and notes additional sub-processes that may be re-
    quired.
    • Level 2 process flows provide sub-process details for each key activity/step in Level 1.
    • Leverage best-in-class industry practices wherever possible.

    Step 9: Hold a Business Process ‘To-Be’ Workshop: Set up a workshop to review and enhance ‘to-be’
    process flows. The workshop output is an agreed-on set of ‘to-be’ process flows and a list of key actions
    needed to complete documentation.

    Step 10: Finalise Process Recommendations: Present ‘to-be’ processes back to customer-facing personnel
    as well as process SMEs for final approval. Next, prioritise these new processes for incorporation into the
    customer strategy initiative based on urgency, potential impact and available resources. And finally, create
    an action plan to operationalise prioritised ‘to-be’ processes.

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