BSBSTR601 Manage innovation and continuous improvement
Assessment Details
Unit Code/Name
Qualification Code/Name
Assessment Task
Student Details
Student Name Juan Suarez
Student ID
Student Declaration: I declare that the work submitted is my own and has Signature:
not been copied or plagiarized from any person or source.
Date:
Instructions to Students
This assessment is to be completed according to the instructions given below in this document. Please
read the Questions carefully then complete all Tasks.
Should you not answer the tasks correctly, your assessor will provide you with feedback on the
results and gaps in knowledge. You are entitled to two (2) resubmissions attempts in showing your
competence with this unit. Please refer to the College re-submission policy for more information.
Before submitting this assessment, ensure that you have provided all required information above,
signed and dated.
If you have questions and other concerns that may affect your performance in the Assessment, please
inform your assessor immediately.
To receive satisfactory outcome in this assessment, you must answer all the questions correctly.
This is an Individual Assessment. Once you have completed this assessment, please submit the
assessment on Moodle in the designated submission link.
Plagiarism is copying someone else’s work and submitting it as your own. Any Plagiarism will result
in a mark of Not Satisfactory. SCCM uses a Plagiarism Checker to check the originality of the
student assessment. The student must be aware of and understand the SCCM’s policy on plagiarism
and certify that this assignment is their own work, except were indicated by referencing, and that
student have followed good academic practices.
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BSBSTR601 Manage innovation and continuous improvement
Introduction
The assessment tasks for BSBSTR601 Manage innovation and continuous improvement are outlined in
the assessment plan below. These tasks have been designed to help you demonstrate the skills and
knowledge that you have learnt during your course.
Please ensure that you read the instructions provided with these tasks carefully. You should also follow
the advice provided in the Business Works Student User Guide. The Student User Guide provides
important information for you relating to completing assessment successfully.
Assessment for this unit
BSBSTR601 Manage innovation and continuous improvement describes the skills and knowledge
required to sustain and develop an environment in which continuous improvement, innovation and
learning are promoted and rewarded.
For you to be assessed as competent, you must successfully complete two assessment tasks:
Assessment Task 1: Knowledge questions – You must answer all questions correctly.
Assessment Task 2: Project – You must work through a range of activities and complete a project
portfolio.
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BSBSTR601 Manage innovation and continuous improvement
Assessment Task 1: Knowledge questions
Information for students
Knowledge questions are designed to help you demonstrate the knowledge which you have acquired
during the learning phase of this unit. Ensure that you:
review the advice to students regarding answering knowledge questions in the Business Works
Student User Guide
comply with the due date for assessment which your assessor will provide
adhere with your RTO’s submission guidelines
answer all questions completely and correctly
submit work which is original and, where necessary, properly referenced
submit a completed cover sheet with your work
avoid sharing your answers with other students.
i Assessment information
Information about how you should complete this assessment can be found in Appendix
A of the Business Works Student User Guide. Refer to the appendix for information on:
where this task should be completed
the maximum time allowed for completing this assessment task
whether or not this task is open-book.
Note: You must complete and submit an assessment cover sheet with your work. A
template is provided in Appendix C of the Student User Guide. However, if your RTO
has provided you with an assessment cover sheet, please ensure that you use that.
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BSBSTR601 Manage innovation and continuous improvement
Questions
Provide answers to all of the questions below:
1. Outline two methods for conducting cost-benefit analysis.
Net Present Value (NPV): Calculates the present value of projected benefits less the present value of expected
expenditures. If the net present value is positive, the project is regarded financially viable.
Benefit-Cost Ratio (BCR): Divides the present value of benefits by the current value of costs. A BCR larger than
one implies that the project's benefits outweigh the expenses, making it possibly profitable.
Outcome Satisfactory Not Satisfactory
Comment
2. List three ways that knowledge management systems can be established in an organisation.
Implement a centralized knowledge repository: This could be a specialised platform or programme that allows
employees to effortlessly save, access, and share data. This guarantees that knowledge is not compartmentalised
and is accessible to everyone who require it.
Foster a culture of knowledge sharing: Encourage employees to actively contribute to the knowledge base by
recognising and rewarding those who share their skills. Create possibilities for collaboration and knowledge
exchange by hosting workshops, forums, or mentoring programmes.
Utilize technology to facilitate knowledge management: Use tools like search engines, tagging systems, and
content management systems to make it easier to find and organise data. Consider employing artificial intelligence
(AI) tools to analyse data and uncover patterns that can help enhance knowledge management operations.
Outcome Satisfactory Not Satisfactory
Comment
3. Complete the table to identify and explain three types of continuous improvement systems/processes that
can be used in an organisation. The first row has been completed as an example for you to follow.
System or Process Explanation
Continuous improvement plan This sets out actions to be taken into the future.
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BSBSTR601 Manage innovation and continuous improvement
Kaizen A Japanese phrase meaning "continuous improvement." It focuses on tiny,
incremental improvements implemented by all staff to enhance processes,
decrease waste, and boost efficiency.
PDCA cycle A four-step methodology for implementing change. A plan is made,
implemented, and reviewed, with action taken to improve the plan as needed.
This cycle is performed indefinitely to promote ongoing improvement.
Six sigma A data-driven strategy that seeks to remove flaws and reduce variability in any
process. It uses statistical tools and techniques to discover the fundamental
causes of issues and develop solutions to prevent them from happening again.
Outcome Satisfactory Not Satisfactory
Comment
4. Complete the following table regarding creativity and innovation theories and concepts.
List one creativity and one Summarise the theory, including key concepts
innovation theory
Componential Model of Creativity This idea claims that creativity is the result of three factors: expertise, creative
(Amabile) thinking skills, and motivation. Expertise refers to knowledge and technical
skills in a given field. The ability to develop fresh and beneficial ideas is a key
component of creative thinking. Motivation is the individual's intrinsic
motivation to engage in creative endeavour. This idea states that creativity is
maximised when all three components are present at high levels.
Diffusion of innovation theory This hypothesis describes how, why, and at what rate new ideas and
(Rogers) technologies spread across civilisations. The basic premise is that there are
several types of adopters: innovators, early adopters, early majority, late
majority, and laggards. Each group has unique qualities and reasons for
embracing an innovation. Understanding these groups' influence can help
organisations successfully introduce and distribute new products or services.
Outcome Satisfactory Not Satisfactory
Comment
5. Discuss (in one or two paragraphs) three principles that are relevant to organisation learning. In your
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answer, identify the principles and explain what each one means as an organisational learning principle.
Three key principles relevant to organizational learning are systems thinking, personal mastery, and shared vision.
Systems Thinking: This idea emphasises seeing the organisation as a complex system with interconnected
components. It entails understanding how various parts inside the organisation interact and how changes in one
area can affect others. Organisations can utilise a system thinking approach to uncover the causes of problems and
build more effective solutions. It also assists organisations in determining the long-term effects of their decisions
and activities.
Personal Mastery: This philosophy emphasises individual learning and progress within the organisation. It
motivates employees to keep improving their skills, knowledge, and expertise. Organisations develop a learning
and continuous improvement culture by encouraging personal mastery. Employees improve their adaptability,
proactiveness, and ability to contribute to the organization's success. It also instils a sense of ownership and
empowerment in employees by encouraging them to take the initiative and seek out learning opportunities.
Shared Vision: This idea entails establishing a shared purpose and direction for the organisation. A shared vision
focuses employees' efforts and pushes them to strive towards a common objective. It gives employees a sense of
meaning and purpose, encouraging feelings of connection and dedication to the organisation. A shared vision also
helps to break down silos and promotes collaboration among departments and teams.
Outcome Satisfactory Not Satisfactory
Comment
6. Complete the following table regarding quality management and continuous improvement theories.
List one quality management Summarise the theory, including key concepts
and one continuous
improvement theory
Total Quality Management TQM is a comprehensive approach to quality that focuses on customer
(TQM) happiness, continuous improvement, and employee involvement. Key concepts
include:
- Customer focus: Understanding and satisfying customers' wants and
expectations.
- Process approach: Managing activities as interrelated processes in order to
increase efficiency and effectiveness.
- Continuous improvement: We strive for continuous improvement in all facets
of the organisation.
- Employee involvement: Empowering and engaging employees in quality
improvement efforts.
- Fact-based decision making: Using data and analysis to drive decision-
making
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PDCA Cycle The PDCA cycle is a simple but effective framework for continuous
improvement. It involves the following steps:
- Plan: Identify the issue or opportunity for improvement, investigate the
underlying cause, and devise a strategy for action.
- Do: Implement the plan on a small scale or pilot project.
- Check: Evaluate and compare the implementation results to the predicted
outcomes.
- Act: If the results are good, standardise the solution and use it on a large
scale. If the outcomes are not satisfactory, change the plan and continue the
cycle.
Outcome Satisfactory Not Satisfactory
Comment
7. Discuss three concepts associated with risk management. As part of your answer, provide an example of
how each concept may relate to organisational learning.
Risk Identification: This entails recognising probable occurrences or situations that could jeopardise an
organization's aims. In the context of organisational learning, risk identification may entail identifying potential
hurdles to knowledge sharing, such as a lack of trust among employees, poor communication routes, or opposition
to change. For example, a corporation may recognise the risk of employees failing to embrace a new knowledge
management system due to a lack of training or awareness.
Risk Assessment: Once identified, risks must be evaluated to determine their potential impact and probability of
occurrence. This includes assessing the nature of each risk, its potential repercussions, and the organization's
vulnerability to it. In organisational learning, risk assessment may include determining the possible impact of a
knowledge gap on a specific project or decision. For example, a corporation may estimate the risk that a lack of
competence in a new technology may cause a product launch to be delayed or result in costly blunders.
Risk Mitigation: This includes creating and implementing measures to lessen the possibility or severity of
recognised hazards. Risk mitigation tactics may involve avoiding the risk entirely, passing the risk to another party,
minimising the risk by preventive measures, or accepting the risk and planning for its repercussions. Risk mitigation
in organisational learning may include adopting training programmes to address knowledge gaps, building clear
communication channels to allow information transfer, or fostering an environment that encourages experimenting
and learning from mistakes. For example, a corporation could reduce the risk of knowledge loss owing to employee
turnover by executing a knowledge transfer programme or establishing a centralised information repository.
Outcome Satisfactory Not Satisfactory
Comment
8. Explain how to conduct a gap analysis of an organisational system
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A gap analysis is a systematic process used to identify and evaluate the differences between the current state of an
organizational system and its desired future state. Here's a breakdown of how to conduct one:
Define the Scope: Determine whatever system or process you want to investigate. This could be a specific
department, a technology platform, a customer service procedure, or any other facet of the organization's
operations.
Identify the Desired Future State: Clearly explain the goals and objectives you hope to achieve with the
system or process. What is the optimal outcome? What performance indicators are you looking to improve?
What specific functionalities or capabilities would you like to add?
Assess the Current State: Collect data and information about the present state of the system or process.
This can include examining current documentation, conducting interviews or surveys with employees and
stakeholders, watching workflows, and analysing performance statistics.
Identify the Gaps: Compare the current state to the desired future state, and identify any gaps or
disparities. These gaps may be related to performance, efficiency, functionality, resources, skills, or any
other important issue.
Prioritize the Gaps: Not all gaps are created equally. Some may be more important to handle than others,
based on their potential impact on the organization's objectives. Prioritise the gaps according to their
severity, urgency, and opportunity for improvement.
Develop an Action Plan: Make a thorough plan to remedy the identified deficiencies. This may include
deploying new technologies, rethinking procedures, educating workers, or purchasing additional resources.
The action plan should specify goals, dates, and responsibilities.
Implement and Monitor: Implement the action plan and track its progress on a regular basis. Track key
performance indicators to see if the implemented changes are narrowing gaps and bringing the
organisation closer to its anticipated future state.
Evaluate and Adjust: Periodically assess the efficacy of the gap analysis and applied modifications. If
required, modify the action plan depending on the outcomes and feedback obtained.
Outcome Satisfactory Not Satisfactory
Comment
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Assessment Task 1: Checklist
Student Name:
Did the student provide a Completed successfully?
sufficient and clear answer
that addresses the Yes No
suggested answer for the
following?
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Task outcome: Satisfactory Not satisfactory
Assessor signature:
Assessor name:
Date:
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