Fast Forwarding Company - Continuous Improvement Process - Case Study Example

Name: Institution: Fast Forwarding: Continuous Improvement Process Background and Swot Analysis Background Fast Forwarding (FF) is a Melbourne based courier company that was started 5 years ago. The company started with 5 staff and with a clear improvement strategy that has seen it expand tremendously within a short term to grip the Australian courier market. Swot Analysis Strengths As reflected by the fast market growth and business development, FF is anchored on a viable development strategy underpinned by clear goals and objectives. The fundamental base of strength is in the loyalty and highly motivated employees that continually pursue the fulfilment of company goals. Proper implementation of organizational policies and procedures that have allowed them to spread the reach of the company to a broad range of clientele base has been a great source of strength. Weaknesses Despite it providing the cornerstone of FF’s fast growth and development, the company growth and development policy has been the source of long-term witnesses. Although the strategy provides for continual dispersion of company information within the working teams, lack of a structural expansionary format to accommodate improved capacity (Plenert, 2011) buttresses the weaknesses currently holding the company at ransom. Lack of a clear evaluation and monitoring mechanism has derailed the organization’s ability to address external factors that integrate with the internal parameters to influence performance. Opportunities Considering the fast growth recorded by FF, it is imperative that a continuous improvement process that is informed by evaluation and monitoring offer great opportunities. A monitoring process would report operational needs and provide for remediation and improvement at the right time. A reviewed communication structure would provide an opportune chance for the company to remediate and maintain the highly motivated human resource that is the basis of growth. Threats Continued lack of a monitoring unit and failure to review the growth and development strategy expose FF to a great threat of losing business to competitors of new entrants. Lack an online service platform (Website) and e-business program is a high risk component for FF. Employee complains about two-way communication can escalate into resistance against operational changes hence a threat to the business. Part A: Continuous Improvement Policy and Procedure Introduction The operations of Fast Forward are based on the company mission statement, goals and core values. The operations are anchored on the desire to deliver services efficiently and effectively in order to meet clientele needs and that of other stakeholders. Continuous improvement of operational processes is at the core of FF sustainability in growth and development. FF will continually undertake quality and evaluation of all operations to ensure standards are maintained to the expectations of the clientele and employees. Continuous Improvement Process Fast Forward will use the following processes and strategies to continuously enhance performance: 1. Customer Satisfaction Surveys FF will provide a feedback and complains collection platform for analysis and remediation for continual service improvement. The company’s quality improvement system will provide for continual surveying for identification of opportunities for business improvement through advanced communication platform that captures view from: Employees Customers Other stakeholders 2. Communication System FF will restructure the communication system to facilitate unsolicited exchange of information between clients, the employees, and the company. A FF website will be developed as an appropriate platform for customers to view available services and catalogues, and the entire catchment served by the company including all office locations. The website will have special features that allow customers to place orders and make payments, and also be able to track the statuses of their consignments. An e-business program will be launched to continually provide e-communication with clients for continual improvement. A dedicated customer service desk will established to maintain any physical or telephone correspondence with the customer in order to augment the e-based strategies. The human resource (HR) development department will dedicate a place for employees to send and receive messages regarding operations and their concerns influencing their performance. Changes in operations will influencing employees will be communicated via emails and Memos put up by the HR office, and unit leaders will converse with all stakeholders before implementation to ensure full awareness. 3. Human Resource Management Department Human capacity is the base of Fast Forward growth and development. The company will create a HR management office that will address employee sourcing and recruitment, training and development. The HR office will ensure efficient and effective communication through emails, unit and team leaders, and memos on the central notice boards. Outcomes of issues raised during routine meetings will be communicated during the following meetings and emails from both parties will facilitate a two-way feedback correspondence. 4. Innovative Business Development Fast Forward will create a business development unit that will continually source new business types in the existing niche in order to place the company at the edge of innovation. Obsolete service products will be replaced with emerging types in order to provide a competitive advantage. 5. Management Reviews Considering the changing business environment, an independent party, an external consultant will be elected to audit the performance of the management and the sustainability of the extant structures. Internal reviews will be regularly conducted through weekly senior management meetings and annual planning and budgeting setting events, which will be appraised against the external audits. Part B: Mentoring and Coaching The mentoring and coaching program in FF will be necessary considering the potential for human resource growth and development needs. Mentoring and coaching entails a long-term program for training and development, which are contemporary approaches for supporting employee personal development (Robson, 2010). Coaching in particular refers to the development of personal skills and knowledge in order to improve performance and help achieve organizational goals. Mentoring and coaching at FF will be habited at the human resource department. The program will involve the following: HR department developing a roles and responsibility guide for all jobs Identify communication and knowledge communication tools: custom videos, teaching, and focused discussions Selection of experienced employees that will be assigned new staff to train them hands-on. Introduction of apprenticeship program to train staff offsite in order to have a replenishing source as the demand and service catchment expands Introduction of a self assessment form in which staff will answer questions designed by the HR on performance and motivation. This will aid in identifying gaps in knowledge and training needs. Part C: Evaluation and Monitoring The rate of growth at FF warrants a continuous evaluation and motoring program. Clientele feedback on concerns or comments will be tracked via the website where special features will be integrated to allow for rating of service and any desired improvements or introduction of new products. Trends in employee performance and motivation levels will be gauged through discussions at working team level that will be analyzed and reported by the evaluation and monitoring unit in collaboration with the HR department. Part D: Communicating Strategy Changes Communicating strategy change must involve all stakeholders and channels must be accessible and friendly to all intended recipients. Urgency is of essence to establish and update the company website that external stakeholders: the clients and others will be referred to for information and correspondence. The customer care department will send emails and dispatch motorbike massagers to deliver letters to all esteemed customers to inform them about the changes in strategy. Telephone calls should be made to clients such as the Build With Us to alert them about the urgent strategic measures adopted to accommodate their pleas. A company conference will b held in which the Chief Executive Officer will address all staff about the strategy changes, and emphasize its value for the company and all the FF community. This approach will help stem the concern by employees about an imminent job loss. Part E: Future Planning Like in any other trading entity, the future of FF hinges on tracking trends in the courier business. Continuous surveys about clientele concerns, comments and desire for improvements will be necessary Clear communication platform and structures for enhancing two-way flow of information within and without the company Evolving human resource management practices and structures will ensure proper planning for existing employment positions and for future positions that may be created by emerging business demands A dedicated business development office will be essential for future planning, which will undertake continual market research and improve business objects to suit the changing market needs. The development unit will phase out obsolete services and replace them with current service features that enhance competitive advantage. The management reviews based on internal and independently appointed consultants will help for future planning in that the FF will be working on its realistic status at all time. This will be essential in decision making especially for core issues such as strategy changes or improvements. Summarily, evaluation and monitoring or continuous improvement processes will be vital for timely remediation of any problem areas. Evaluation and monitoring are tools of cost reduction and efficiency improvement because they identify beneficial areas and waste elements for elimination. Future planning must be informed by existing and prospective courier market trends based on empirical data. References Plenert, G. (2011). Strategic continuous process improvement. Santa Barbara, CA: McGraw Hill Professional. Robson, G.D. (2010). Continuous process improvement. New York, NY: Simon and Schuster. Read More