Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners

SIRXSRM804 Mapping and Delivery Guide
Continuously improve operational retail processes

Version 1.0
Issue Date: April 2024


Qualification -
Unit of Competency SIRXSRM804 - Continuously improve operational retail processes
Description This unit describes the performance outcomes, skills and knowledge required to ensure the principles and practices of continuous improvement are embedded within the organisation.Effective process improvement requires a thorough analysis of current organisational processes and methodologies. Opportunities for process improvement are carefully analysed against set criteria and decisions for change and improvement are documented and communicated. Principles of sustainability are also used to ensure changes will have longevity and will add value to the organisation and wider community.
Employability Skills This unit contains employability skills.
Learning Outcomes and Application This unit of competency supports the needs of senior managers and business owners within the retail industry with significant responsibility for managing and improving the operations of an organisation.
Duration and Setting X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.
Prerequisites/co-requisites Nil
Competency Field
Development and validation strategy and guide for assessors and learners Student Learning Resources Handouts
Activities 		Slides
PPT 		Assessment 1 Assessment 2 Assessment 3 Assessment 4
Elements of Competency Performance Criteria              
Element: Assess the benefits of continuous improvement and quality management.
  • Research and analyse the concepts, principles and tools of quality management and continuous improvement.
  • Evaluate potential uses and benefits of formal quality management and continuous improvement processes and communicate the outcomes to team members and senior management.
  • Research the current and future service requirements of customers.
       
Element: Use performance measures to drive improvement.
  • Establish financial and non-financial performance measures and evaluation criteria for the organisation or for specific projects or services.
  • Gain agreement from relevant stakeholders and staff to financial and non-financial performance measures and evaluation criteria.
  • Monitor services or processes to ensure they meet identified needs and service expectations.
  • Monitor trends in customer/stakeholder satisfaction and service usage to identify opportunities for improvements to services or processes.
  • Report and review issues of service quality using standard organisational processes and timeframes.
       
Element: Design and implement changed and improved processes.
  • Analyse and select a change process to drive the process improvement.
  • Recommend and communicate to appropriate staff the changes to operational processes, projects or services that are to be implemented.
  • Inform staff members of improvement plans, their goals and changes to operational procedures.
  • Select and implement strategies to gain commitment for change.
  • Implement improvement projects within agreed timelines.
  • Monitor and report the effectiveness and benefits of the implemented changes.
  • Review outcomes of the change and improvement processes to promote further learning and continuous improvement across the organisation.
       
Element: Embed sustainability within improved processes.
  • Identify and prioritise opportunities for the implementation of sustainable policies and practices.
  • Analyse strategic and longer-term impacts of change and improvement processes on the future effectiveness and sustainability of the organisation.
  • Review current organisational policies and processes and take steps to retro-fit and embed sustainability principles as part of process improvement.
  • Take steps to ensure changed processes conform to legal requirements, organisational policies and sustainability principles.
       
Element: Manage monitoring and accountability processes.
  • Establish reporting mechanisms and communicate expectations to staff.
  • Report results of service reviews against desired targets in line with standard organisational policies and procedures.
  • Measure and document the outcomes of quality and improvement processes and report to stakeholders in line with standard organisational policies and procedures.
  • Analyse and resolve service shortfalls in line with organisational policies and procedures, including customer service standards.
       


Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

demonstrates understanding and application of the concepts and models of continuous improvement, quality management and change management

identifies and analyses future industry trends and customer requirements that will drive requirement for organisational and process change

shows leadership and management skills to implement, manage and promote sustainable change

plans for change and process enhancement

establishes and closely manages implementation processes ensuring timelines, budgets and performance indicators are met.

Context of and specific resources for assessment

Assessment must ensure access to:

a retail work environment

a total quality management system

current relevant range of text and online information sources

current organisational policies and processes

retail store or department staff

organisational key performance indicators.

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

observation of performance in the workplace

a role play

answers to questions about specific skills and knowledge

review of portfolios of evidence and third-party workplace reports of on-the-job performance.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

Required skills

administration and management skills to:

research and access information

coordinate activities

manage time, including planning and prioritising work

analytical and problem-solving skills to:

review and analyse business processes

select strategies that best match the organisation’s requirements

communication and interpersonal skills to:

negotiate performance measures

persuade staff to embrace change

prepare complex business reports on implementation of changed processes and outcomes

initiative and enterprise skills to:

identify and implement opportunities for business improvement

set goals and objectives

Required knowledge

concepts and models of:

change management

effective communication

operational planning

concepts of organisational culture and change principles

continuous improvement models and tools

industrial relations arrangements and other legal requirements

service standards and performance targets

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the individual, accessibility of the item, and local industry and regional contexts) may also be included.

Concepts, principles and tools of quality management and continuous improvement may include:

Total Quality Management (TQM), including Six Sigma

ISO 9000 and the processes for certification

failure mode and effects analysis

benchmarking

continuous improvement methodologies, including Kaizen

‘lean transformation’ processes, sometimes known as the ‘Toyota Lean Model’ or the ‘Toyota Production Model’.

Non-financial performance measures may include:

customer satisfaction ratings

completion times for projects measured against project plans

volume of repeat business

number of business referrals

industry awards received

performance in industry benchmarking studies

staff feedback received

work complying with codes and standards.

Change process should be planned and monitored and may entail:

processes to:

plan for the change

implement the change

reinforce the change

steps to support staff during the change, including:

coaching and mentoring

training interventions

revised process documentation

feedback and appraisal processes

reward and recognition processes.

Change and change management may be analysed by reference to theories that may include:

Kotter: eight steps to successful change

Lewin: change model

Prosci: ADKAR model

Kruger: Change Management Iceberg.

Opportunities for the application of sustainability principles, policies and processes may include:

application of:

fair trading practices

socially responsible investment practices

conservation of resources

economic growth that does not compromise needs of future generations

good governance

minimisation of pollution

new and efficient technology use

use of alternative and renewable energy

waste reduction.

Sustainability principles may include:

economic sustainability, over time

environmental sustainability, over time

social sustainability, over time.

Reporting mechanisms may include:

non-financial and financial system reports, including budgets

informal reporting methods, such as regular team and departmental meetings.

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
Research and analyse the concepts, principles and tools of quality management and continuous improvement. 
Evaluate potential uses and benefits of formal quality management and continuous improvement processes and communicate the outcomes to team members and senior management. 
Research the current and future service requirements of customers. 
Establish financial and non-financial performance measures and evaluation criteria for the organisation or for specific projects or services. 
Gain agreement from relevant stakeholders and staff to financial and non-financial performance measures and evaluation criteria. 
Monitor services or processes to ensure they meet identified needs and service expectations. 
Monitor trends in customer/stakeholder satisfaction and service usage to identify opportunities for improvements to services or processes. 
Report and review issues of service quality using standard organisational processes and timeframes. 
Analyse and select a change process to drive the process improvement. 
Recommend and communicate to appropriate staff the changes to operational processes, projects or services that are to be implemented. 
Inform staff members of improvement plans, their goals and changes to operational procedures. 
Select and implement strategies to gain commitment for change. 
Implement improvement projects within agreed timelines. 
Monitor and report the effectiveness and benefits of the implemented changes. 
Review outcomes of the change and improvement processes to promote further learning and continuous improvement across the organisation. 
Identify and prioritise opportunities for the implementation of sustainable policies and practices. 
Analyse strategic and longer-term impacts of change and improvement processes on the future effectiveness and sustainability of the organisation. 
Review current organisational policies and processes and take steps to retro-fit and embed sustainability principles as part of process improvement. 
Take steps to ensure changed processes conform to legal requirements, organisational policies and sustainability principles. 
Establish reporting mechanisms and communicate expectations to staff. 
Report results of service reviews against desired targets in line with standard organisational policies and procedures. 
Measure and document the outcomes of quality and improvement processes and report to stakeholders in line with standard organisational policies and procedures. 
Analyse and resolve service shortfalls in line with organisational policies and procedures, including customer service standards. 

Forms

Assessment Cover Sheet

SIRXSRM804 - Continuously improve operational retail processes
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Assessment Record Sheet

SIRXSRM804 - Continuously improve operational retail processes

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