CONTINUOUS IMPROVEMENT

A coach or mentor can help to give guidance and support as challenges are faced, assisting staff in negotiating challenging situations with increased confidence.

The improvement effort may involve the whole business or a specific process in manufacturing, service, or office work. Most successful firms have become adept at making small, continuous improvements to their business processes as an on-going activity for every employee. It

Explain how continuous improvement models, knowledge management systems, quality systems and sustainability principles can be incorporated into business systems

As public sector organisations implement severe cuts and the private sector faces increased competition, all having to manage 'more with less', an increasing number of organisations are turning coaching and mentoring into their training and development solution of choice.

Shop owners should gather information based on developing a strategic approach to business improvement. Information about total quality management (TQM) should be gathered to help Midas with continuous process improvements for addressing business at every level within the organization (Majed & Zairi, 1999). TQM implementation will define services, products, and customers; specify customer’s satisfaction; chart work steps that needs to be completed; identify key measures of processes; eliminate mistakes and activities that does not add value; in addition to continuing analysis, measurement, and process control (Majed & Zairi, 1999). The shop owners input should also include achieving ways to improve the quality of services to customers; reduce cost and time process; promote continuous improvement; optimize accomplishments to add value to customers; create an atmosphere of high morale and employee satisfaction; as well as provide an improvement efforts strategy for employees (Majed & Zairi, 1999).

Process Improvement or Business Process Improvement is an aspect of organizational development (OD) in which a series of actions are taken by a process owner to identify, analyze and improve existing business processes within an organization to meet new goals and objectives. Six Sigma, Lean and

Coaching is a useful way to develop people’s skills and abilities, and of boosting performance. It can also help deal with issues and challenges before they become major problems. Coaching typically begins with a personal interview with the employee to assess the situation, review current opportunities and challenges. After the interview, priorities for action are established along with specific desired outcomes. Individuals may also be asked to complete specific action items in a certain period of time that support the achievement of desired goals. Resources may also be provided such as articles, checklists and assessments.

The management of continuous improvement and process thinking can make a difference in how organisations achieve goals, improvement and

Process Quality is the second approach we use with a concentration on validating that the policies and procedures implemented to maximize quality and customer service are being followed. We also use Process Quality to make sure the implemented procedures are the most appropriate to achieve the goals. This approach is better known as “continuous improvement” and was made famous by Edward Deming. Deming taught that by adopting appropriate principles of management, organizations can increase quality.

Learners/ Employees will be trained and supported by a senior or experience individuals, who may be counselors or advisors.

Continuous quality improvement also known as CQI is an implementation means for advancing the excellence of value presented by associations. Continuous quality improvement appertains to encompassing a standardized way to accumulating and evaluating information or data, in pursuance of to classify contingency to progress the process of a business with the conclusion of distributing improved benefits to consumers or patrons. CQI is a guided path to superiority development that accentuates a continuing or recurrent development of enhancement and assessment.

The chartered Institute of Personnel and Development in the UK (CIPD 2009) reports that 79% of survey respondents are using coaching within their organisation and that 77% say coaching has been increasing in recent years. It is therefore no surprise that the large UK-based customer facing organisation, where I am hypothetically working as a human resources manager, has made a commitment to deliver coaching and mentoring to improve performance over the next two years. The aim of this report is to highlight how coaching and mentoring differs from training, and to also explain how the use of coaching can

2. Umble, M Michael; Umble, Elizabeth J; "How to apply the Theory of Constraints' five-step process of continuous improvement ", Journal of Cost Management; Boston; Sep/Oct 1998

Workplace coaching is a term that refers to the process of equipping people in the working environment with necessary tools, opportunities, and knowledge for total development in order to enhance their effectiveness from an individual, organizational, and work perspective. Workplace coaching has emerged as a major concept in modern organizations since leaders, researchers, and organizations have identified it as a crucial competency in leadership and management (Cacioppe, n.d.). The increase in this practice has also been attributed to the fact that employees continue to request for coaching. As an important competency in leadership and management, workplace coaching has assumed different perspectives and approaches because of the existence of various coaching models such as Systemic Psychodynamic Coaching model.

Process improvement is a fundamental to business management.  If you run an operation (and all businesses do, one way or another) you are reliant on two things: