BSBMGT608

Manage Innovation and

Continuous Improvement

Assessment Task 1 - Part A

Case Study: Corus: Continuous Improvement as a Business Strategy

 What is Continuous Improvement? Who would be involved in this

process and what would they be doing to enable improvements?
Support your answer with examples from the case.
Continuous development indicates that you are trying to systematically improve your service
or product based on quality requirements. Chronic improvements require the power to
understand how they impact corporate objectives, realize system effects and performance,
and change the tactics that support real information and data. Senior administrators perform
critical functions in implementing permanent development applications. It's not senior
management management, commitment, and engagement, but ongoing development
applications will not pay off.

Squunsov Plate Mill announced a five-year vision development plan that could promote
technologies that advance the company's CI tradition. Everyone inside the employer should
recognize and actively help with the installation. A workshop was held for all employees to
clarify the reasons and vision for CCI's aggressive life.

With the help of a CI coach, employees created their own strategy maps. This graph shows
the link between manufacturing levels and also shows what additional information activity is
required. The map shows the following:
1. Tonnage Information
2. Product diversity
3. Retread Cycle
4. Factorial Overview
5. Stock
6. Delay & Price (Agarwal)
 Describe the type of culture Corus is developing. How will the
vision plan help to develop this culture?
CI culture means that everyone has a say in how ideas can be recommended and how they
can be changed better. It is called engagement.

CI wants to work as a group. In Scunthorpe, the CI administrator coordinates the procedure.

The 40 coaches selected from the staff received school education to facilitate improvement.
The CCI has prepared a 'Tools box' for coaches to use with managers, employees and
operators. They help anyone understand where and how they can improve their paintings.
The agency wants to recognize the agency's location if it wants to deploy and install the
resources needed to carry out the plan. This is shown in one vision.

Grow your company's climax lifestyle with imaginative, proactive improvement plans.
Visionary planning can suggest hyperlinks that can make factors clearer, and allow humans
to understand ideas better and faster. The use of price stream maps helped CL improve the
process flow and working environment. In addition, unnecessary movement, shipping, and
handling have been reduced.

 Analyse how achieving its KPIs will help Corus to give its customers
satisfaction.
Corus is meeting customer deadlines by setting up the following new KPIs:
1. No buyer order remaining at all - this usually means that the customer will receive the
shipment on time.
2. Meet the goal of rolling metal plates within the assigned week.
However, Corus evaluates its operations with completely different manufacturers and
competitors within the metal trade. A procedure of benchmarking techniques in which Corus
is usually reviewing sports to achieve qualitative tracking.

Corus has applicable information within and across Corus to facilitate development. It also
propagates appropriate technical capabilities and facts throughout the metal trade through
international business with the World Iron and Metal Laboratories.

According to the KPI, the Scunsoff plant is planning to meet its steel production targets
within weeks and returns nearly 100% of orders on time and completion of customer orders.
Sconsoff Plate Mill Objective To complete all orders at the same time and own on time by
March 2009.

 Evaluate the key benefits of CI in helping Corus to become a more

innovative and customer focused organisation.
There are significant costs associated with implementing continuous improvement programs:
1. Allocate time for workers to participate in cluster operations
2. Coaching training
3. Installing tools and technical manuals
4. However, Corus already has the following benefits:
5. Waste reduction through sparse production
6. Improve product quality
7. Shortening regular hours
8. Faster response times, on-time ordering for many customers
9. Strengthen competitiveness by lowering prices
10. Maintaining and Obtaining Customers with Innovative Products and Services
11. By empowering employees, Corus helps us gain a large number of dedicated staff and
drive improvement.
Assessment Task 1 - Part B
Case Study: Tata Steel: Ethics and Sustainability

 Describe what is meant by ‘ethical business practice’

Ethical business practices are unit actions performed by businesses and workers, and
behavior control over unit speculation that businesses and workers are professionally and
virtually responsible. This form of practice is generally acquired to avoid sacrificing the
common wealth of workers, customers, and even competitors while pursuing corporate
objectives. These typically include honest employment and promotion within an
organization, programs that treat customers fairly, and programs that verify honesty with
programs to increase sales. Moral practice usually begins with a "downward" program,
where company executives and corporate leaders act as role models for other workers.

 Explain how sustainable practice can help a business to compete

Running an environmentally friendly business reduces environmental impact and preserves
natural resources. Your company will facilitate setup in many ways. For example, you can
do the following:
1. Use of products to reduce reliance on natural resources (e.g. rain tanks, star-troubled
systems)
2. Use of recycled materials (e.g. workshops made of recycled plastic, furniture made of
recycled rubber)
3. Check all business activities to see if you can perform other tasks (e.g. by opening a
conference call rather than a weekly meeting to shorten your business trip).
Making your business environment friendly can prevent cash as well as environmental
benefits.
Recycling lowers your price.
Avoiding, reducing, reusing, and exercising will lower prices. For example, some easy
changes to how documents are affected can help employees engage in environmentally
friendly processes while reducing costs.
1. Preventing unnecessary damage
2. Ask your employees to print on both sides to reduce the paperwork.
3. Recycling by encouraging the use of scrap paper for message forwarding instead of
receiving message pads
4. Crack and recycle excess paper. They can be recycled commercially or require employees
to use it for compost or large amounts of paper.

Good practice will attract new customers.

Promoting your eco-friendly strategy will determine your business except for your
competitors, and the World Health Organization will attract new customers who want to
shop for goods and services from environmentally friendly businesses. Prior to filing an
environmental claim regarding your product, you must first scan the Australian Competition
and Customer Commission for immature sales and accordingly scan Australian Customer
Law to help ensure compliance with Competition and Customer Act 2010.
Additional focus on the impact on the environment can also help attract and maintain staff.
Property Improvement
Reducing the environmental impact of your business can improve the nature of your
business. If you are less obsessed with natural resources than your competitors and have a
way to impact price increases as a result of global climate change, your business is more
likely to succeed in the long run.
 Analyse why LCA is a more accurate type of analysis than just
looking at the carbon footprint of the ‘use phase’ of a material
Use the established methodology of Life Cycle Assessment (LCA) to measure the carbon
footprint of your product and/or service line.
Life Cycle Analysis (also known as AND Cradle-to-Grave Analysis) is the right technology to
determine the degree of greenhouse gas emissions associated with your products and/or
services.
The LCA includes measuring the degree of carbon emissions over the entire life cycle of the
product/service. Once the required material has been processed and regenerated into the
product/service, it is regenerated from the initial start-up to the product/service, and when
the product is discarded, to the final end-of-life end-of-life.
The LCA considers all greenhouse gas emissions.
1. Mining/extracting;
2. Transporting raw materials
3. Production;
4. During marketing and marketing,
5. Using the product, and finally;
6. Throughout the waste management method.
(Moss, 2008)

In the replacement process of the LCAs, emissions can be measured together throughout a
particular stage of production combined, as well as total emissions. The manufacturer (e.g.,
throughout a particular stage within the scope of the procurement of raw materials) shall
be responsible for the purpose of injecting raw materials.Products on the market).

 Evaluate the contribution of Tata Steel to sustainable and ethical

business practices
introduction
Steel can be a unique and important material. It actually touches a part of a trendy life.
This is a key component of the infrastructure. From buses to buildings to cans to
computers, virtually everything we see around the United States is made of steel or made
of sacrificial steel. Steel is important for a trendy society. Tata Steel is the second largest
steel producer in Europe and has major steel production plants in Britain and the
Netherlands.
Commitment to environmentally friendly practices is a component of many companies'
commitments to act responsibly. Social responsibility refers to an organization's obligation
to maximize the long-standing positive impact of nursing organizations and minimize the
negative impact on society. Tata Steel is at the heart of the vision of becoming a 'World
Industrial Benchmark for Creation and Corporate Citizenship'.

corporate ethics
Respecting and protecting settings can be a central, principled control of any Tata cluster
enterprise and can be tied to a profitable business.
Tata Steel has five core values that summarize the ethics of the company: integrity,
understanding, excellence, integration and responsibility. These values are obvious in
everything that it will do and will lead to moral actions of the enterprise. Tatastille naturally
follows this moral stance to take responsibility for the challenge of property.
Sustainability
The definition of Tata Steel for property is 'a continuous and balanced approach to
economic activity, environmental responsibility and social interests'. Property is related to
meeting the challenges of future generations that allow current individuals to derive
pleasure from the consistent, fairly good way of living. This naturally requires a long view
of the economic, environmental, and social impact of the business.
The Tatastille real estate policy states that:
'Our policy is to carry out our activities in connection with the social responsibility of nursing
environmental problems in an integrated approach to become a lot of property and meet
the expectations of stakeholders.'

Compliance with law and morality

There are current laws or laws that encourage moral and property practices. For example,
anti-pollution laws strictly limit carbon dioxide emissions. Like many alternative companies,
Tata Steel aims to ensure compliance with the law, but with high moral standards, it aims
to travel far and make positive contributions to the potential by traveling at the minimum
required by the law.
This approach to CSR ensures that Tata Steel addresses related property issues and, in
particular, satisfies all relevant stakeholders. This can be reasonable together with the
people who work with Tata Steel and in the community run by Tata Steel, as well as buyers
and businesses and profits. With energy and waste savings, Tatastil will do a lot of work
efficiently and reduce prices.
Assessment Task 2
Team Project: Product Innovation

Defining the product and describe its current use (highlight how product
has evolved since its first invention/innovation)
A microprocessor is a computer processor that integrates the functions of a central processing unit
into a single integrated circuit or up to a few integrated circuits. The microprocessor is a multi-
purpose clock drive register-based digital integration circuit that accepts binary data as input,
processes it according to instructions stored in memory, and provides output. Microprocessors include
both combinatorial and sequential digital logic. The microprocessor functions with the numbers and
symbols displayed on the binary system. Consolidating the entire CPU onto a single chip or a few
chips significantly reduces processing power costs and improves efficiency. Integrated circuit
processors are mass-produced by highly automated processes, reducing unit costs. The reliability of a
single chip processor has been improved due to fewer electrical connections.

As the microprocessor design improves, Rock's law generally maintains the same chip manufacturing
costs (including small parts of the same size on semiconductor chips). Before microprocessors, small
computers were built using racks of circuit boards with many medium and small integrated
circuits.The microprocessor combined this into one or several large ICs. As microprocessor capacity
continues to grow, other forms of computers (see History of Computing Hardware) become almost
obsolete, with one or more microprocessors in all areas, from the smallest embedded systems and
handheld devices to the largest mainframe and supercomputers.

Establish a need/reason/justification for innovation

Since microprocessors are tools that have contributed to many radical innovations that have been
very useful to society, it needs to be encouraged and continued to innovate so that there are
products that can be an important use for society.

Brainstorm the ideas within the team

 Creating a new computer is the size of a phone, but it is a fully functional computer.
 Create an interactive board (interactive board) that can work on the computer itself for use
within your organization.
 Interactive, programmable touch screen doors.

Shortlist at least two separate ideas for trial

 Create an interactive board (interactive board) that can work on the computer itself for use
within your organization.
 Interactive, programmable touch screen doors.
 An uncertain commercial return
 Financial Availability
 Potential competitors innovating the same or similar ideas

Conduct a cost-benefit analysis for each idea

 Net present value calculation
 Incremental Benefits – Cost Ratio
 Sensitivity analysis

Analyse risks and develop strategies to mitigate the risks

 Treat each other with dignity and respect.
 Transparency: Avoid hidden agendas.
 Be honest with each other about ideas, challenges, and emotions.
 Trust each other.
 Be confident that the issues discussed remain confidential.
Highlight and discuss any sustainability issues (e.g. impact on the
environment, waste)
The environmental problem usually associated with this type of product innovation is the use of
electricity. The various fuels used to generate electricity all have some environmental impact. Fossil
fuel plants emit air pollution, require large amounts of coolant, and can destroy a lot of land during
the mining process.

Strategies and resources for implementing the new idea(s)

 Team members make consistent commitments to share all the information they have.
 Share the entire information currently in use.
 Listen carefully first, and don't ignore the opinions you received when you listened.
 Practice with your heart-to-heart.
 Don't be defensive about your colleagues.
 Rather than looking for sinners, give your colleagues a chance to be suspicious and keep
them clean.

Key action items/tasks and time frames for implementation

Energy efficiency: Energy efficiency initiatives can significantly reduce costs to the business, especially
if power consumption is reduced, the time to increase return on investment is relatively short. Here's
how to do this.
 Turn off lights and equipment when not in use.
 Minimize air conditioning use.
 Turn off your computer (and screen) and enable energy-saving mode when not in use at
night (some screen saver packages prevent your computer from hibernating after a certain
amount of time).
 Selecting energy (efficient) equipment such as copiers and computer screens

Impact of change and consequences for people within the organisation

This change could lead to more pressure on people within the organization if the project is
unsuccessful and results in an organization's financial disaster.

A communication plan for communicating new initiatives within the

organisation
 Communication Objectives: Communicate Innovation Ideas and Project Plans to
Stakeholders
 Audience: Executive management, all employees in all departments.
 Communication Message: Implementation of innovative idea production on computer
boards.
 Communication Method: Face-to-face Meeting
 Who is in charge? : Project Manager
 Communication Timing: Before Project Enforcement

Performance measures for measuring success of the new product

Performance is measured by comparing the functionality of the actual product with the expected
functional expectations of the product.
Testing and trialling process including a pilot run
S.C.A.M.P.E.R
 S – Substitute
 C – Combine
 A – Adapt
 M – Modify
 P – Put to another use: what application others uses for similar kind of projects
 E – Eliminate
 R - Reverse

Team goals and objectives

The team's goal is to develop innovative ideas on how microprocessors can be transformed into more
functional, affordable and realistic innovations that are right for the market.

Tasks and responsibilities

 a market survey
 Perform Analysis
 Analyze the practicability of ideas
 Analyze the Possibility of Idea Idea

Team performance goals

To successfully innovate innovative ideas together as a team

How creative ideas were encouraged and gathered

Creative ideas were encouraged and collected through continuous brainstorming sessions, recording
all ideas presented over a period of time, later comparing and narrowing the scope.

How interaction within the team or team process resulted in generation of

new ideas
The team continued to interact face-to-face due to the deployment of open offices in space, thus
encouraging more cooperation and generation of new ideas.
Assessment Task 3
Knowledge Test
Task Instructions:
Research the learning and online resources and answer the following
questions

Q1. What is Kaizen? Briefly describe 5S of Kaizen.

Kaizen is summarized as an ongoing effort by each employee (from CEO to field staff) to improve all
processes and systems in a particular organization. Kaizen suggests that "change continues to
improve the processes and capabilities of the enterprise." In a very common language, Kaizen aims to
achieve continuous small improvements throughout the process and eventually succeed the
organization. The Japanese think that very small and continuous changes within the system and
policy have more effective results than almost major changes.
Kaizen's approach aims at continuous process improvement not only in production but also in all
alternative departments. Implementing the Kaizen tool is not an individual's responsibility but is
directly related to each member of the organization. Regardless of their designation or level within
the hierarchy, each individual should contribute by incorporating small improvements and changes
within the system.
Step 5 is the following unit:
• Alignment: preparation and separation within space that is necessary or not needed.
• Straight: Parts needed are prepared, prepared and easy to use. Make sure that all objects are
clearly positioned so that everyone recognizes them and comes back when the work is done.
• Shine: Clean geography and instruments daily to manage standards and identify defects.
• Standardize: frequently revert to base 3 of 5S and check the status of the Gemba exploitation
practice procedure.
• Continuous: Manage quality while maintaining the foundation. But it still improves for a day or so.

Q2. Describe the difference between disruptive and sustaining

innovations. Support your answer with at least two examples of each.
Destructive innovation is the recent introduction of technology, goods or services to drive change and
gain a competitive edge. In this context, the word turbulence does not mean that it causes or
interferes. It means exchange.
In the enterprise, dynamic innovation can be dangerous because employees are needed to
accommodate a completely different approach to development or facilitation. Turbulent changes,
usually the product of spontaneous thinking, may seem out of step with modern preferences at first.
However, where they did not exist before, they proved successful in their ability to create new market
opportunities. Innovative innovations include mobile phones, digital cameras, and e-book readers.
Kaizen, together referred to as continuous improvement, is a semi-permanent approach to the task of
continuing to realize small and incremental changes in the process to improve capabilities and quality.
Kaizen can be applied to any reasonable task, but being employed by Lin Production and Lin
Programming can be the most glorious. For example, it embraces an American timber window
company in Iowa, and produces Toyota and Rockwell Automation as well as factories.

Q3. Describe how the concept of creativity contrasts with that of

innovation.
The following squares measure the major changes between creativity and innovation.
1. Creativity is the basis for thinking about new ideas and making them a reality. The death penalty
for observing artistic ideas is innovation.
2. Creativity is an obvious way because opposing innovation can be a productive way.
3. Creativity will never be measured, but innovation is often measured.
4. Creativity is described in a generation of new and unique ideas. Conversely, innovation is explained
to introduce one higher thing to the market.
5. Creativity doesn't need money. On the other hand, innovation requires cash.
6. There are no risks associated with creativity, but opportunities often connect with innovation.
Q4. What does TQM stand for? List eight elements of TQM in the TQM
model.
TQM is a way to continuously improve performance at all levels of operations in each functional area
of the company using all accessible manpower and capital resources.
Eight parts of total quality control
• The vision of the organization: Provides a framework to guide the company's beliefs and values.
The architectural vision must be easy, accurate, and ready to communicate in a way that can perform
needs functions.
• Obstruction elimination: Because it is unrealistic and inevitable to resist amendments in the long
term, TQM is making every effort to educate and communicate, participate, facilitate and support,
negotiate, and specialize in common objectives, as it is probably overcoming potential resistance from
the company.Avoid several other resistances throughout the method, etc.
• Communication: One of the TQM's weather is write, language, or non-verbal communication.All
types of communication include four parts: sender, receiver, message, and media.Tools should be
managed so as not to undermine the company's management interests.
• Ongoing evaluation: Feedback is important for continuous improvement in modifying the sender to
understand whether the sender's information has achieved attractive results. The key to ongoing
analysis is that information square measurements are received in time to initiate corrective action, not
just modifying the sender to understand whether knowledge square measurements will be delivered
to the World Health Organization.
• Continuous improvement: This approach makes it easier to manage and utilize the Japanese
ideology of each worker or employee technology called KAISEN. This idea fits side-by-side with a
team-building approach, such as quality workers, group activities, etc.
• Customer-to-vendor relationships are critical to the TQM approach and need to implement several
ways to improve relationships, connect to structural vision and customer satisfaction, add vendor
rewards, add single sourcing, minimize the vendor's general scope, build internal and external
customers, and more.Establish daily conversations with customers and engage them in design and
development aspects, etc.
• Empower employees: This suggests that employees can realize their highest potential. Authorization
needs to be recognized in the field to help solve the challenges faced by management and to avoid
new obstacles to the approach.
• Training: One of the components of TQM is coaching. This is because coaching may or may not be
necessary. Every worker or employee in the enterprise wants coaching services that can successfully
implement a TQM approach within the enterprise system to improve technical capabilities, capabilities
and effectiveness of .

Q5. In the case study “The Toyota Way”, which are the two key principle
areas of organisational learning that underlie the Toyota Motor
Corporation's managerial approach and production system?
Kaizen is not moving at Toyota, but what distinguishes it from other companies is that Toyota's
Kaizen is usually developed, transformed and integrated. The Toyota production system is designed
to eliminate waste, remove waste, and standardize work methods. However, the current market
needs all coordinated improvements, not just accumulating partial improvements. Toyota is currently
reviewing, prioritizing, and implementing all aspects of business improvement, as seen in CCC21's
challenges to meet customer quality and timeliness needs. Toyota's Kaizen puts priority on the
classification between what needs to be modified and what should not. We should aim to improve
productivity for a higher political economy, but we cannot sacrifice safety and quality in Kaizen. It
also prioritizes identifying smart operating environments, during which staff squares are well intended
for method improvement activities and are luxurious when working together. As explained so far,
Toyota is thought to be a tough technology found in Kavanese and Just in Time. However, the true
strength of the company is considered to be its culture and environment described by individual
employees. This behavior shows the following patterns:
1. Listening to others
2. Reviewing the squared measurement criteria for issues
3. Encourage others/make suggestions.
4. Presenting ideas (wisdom) for survival
5. Consulting with others
6. An accident under stress of operation/product production
7. Boldly come up with new ideas.
The company operates its production line completely efficiently to implement a Just-In-Time system
that only receives sales orders for the day, and is preparing an accurate modern home convenience
(HMR). Since the VCR units are put into film production at the process plant, the operator will aim for
wasteful movement on the production line, long travel distances and the extended time required to
clean the production equipment. Working with part-time employees, management has effectively
adjusted the production line layout from 44 to 25 seconds per unit when "grilling sardines."
Productivity was improved by 8 May 1945, while the improvement time of the production apparatus
was actually reduced by 30 minutes over four months. The visible improvement has further revamped
the way employees think. Those who were used to dealing with the issues raised, the square
measures that are currently taking on new challenges with enthusiasm.