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Details of Assessment
Term and Year 1, 2019 Time allowed Weeks 1,2,3,4,5
Assessment No 1 Assessment Weighting 60%
Assessment Type Simulation Exercises and Case Studies (Individual In-Class Assessment)
Due Date Week No. 5 Room TBA
Details of Subject
Qualification BSB51915 Diploma of Leadership and Management
Subject Name Operational Management
Details of Student
Student Name
College Student ID
Details of Assessor
Assessor’s Name Sindhu Nair
Assessment Outcome
/ 60
Results Competent Not Yet Competent Marks
FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
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Student Declaration: I declare that I have been Assessor Declaration: I declare that I have
assessed in this unit, and I have been advised of my conducted a fair, valid, reliable and flexible
result. I am also aware of my right to appeal and the assessment with this student, and I have provided
reassessment procedure. appropriate feedback
The purpose of this assessment is to assess the student in the following Competent Not Yet
learning outcomes: (C) Competent
(NYC)
1.1 Research, analyse and document resource requirements and develop an
operational plan in consultation with relevant personnel, colleagues and specialist
resource managers
1.2 Develop and/or implement consultation processes as an integral part of the
operational planning process
1.3 Ensure the operational plan includes key performance indicators to measure
organisational performance
1.4 Develop and implement contingency plans for the operational plan
1.5 Ensure the development and presentation of proposals for resource
requirements is supported by a variety of information sources and seek specialist
advice as required
1.6 Obtain approval for the plan from relevant parties and explain the plan to
relevant work teams
2.1 Develop and implement strategies to ensure that employees are recruited
within the organisation’s HR management policies, practices and procedures
2.2 Develop and implement strategies to ensure that physical resources and
services are acquired in accordance with the org policies, practices & procedures
2.3 Recognise and incorporate requirements for intellectual property rights and
responsibilities in recruitment and acquisition of resources and services
3.1 Develop, monitor and review performance systems and processes to assess
progress in achieving profit and productivity plans and targets
3.2 Analyse and interpret budget and actual financial information to monitor and
review profit and productivity performance
3.3 Identify areas of under-performance, recommend solutions and take prompt
action to rectify the situation
3.4 Plan and implement systems to ensure that mentoring and coaching are
provided to support individuals and teams to effectively and safely use resources
3.5 Negotiate recommendations for variations to operational plans and gain
approval from designated persons/groups
3.6 Develop and implement systems to ensure that procedures and records
associated with documenting performance are managed in accordance with
organisational requirements
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
Computer with relevant software applications and access to internet and Weekly eLearning notes
Instructions for Students
Please read the following instructions carefully
This assessment has to be completed In class At home
The assessment is to be completed according to the instructions given by your assessor.
Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
Please refer to the College re-assessment for more information (Student Handbook).
Activates include case study, simulation exercises and direct questioning. You are allowed to
use internet, newspapers, textbooks or other resources in completing this assessment. This is
an individual assessment and you must complete the tasks in class.
As a general rule, an employer will own the intellectual property created by its employees in the
course of their employment.
However, intellectual property that is created by an employee, other than in the course of
employment, is owned by the employee, not the employer.
An employee who creates intellectual property in the normal course of their duties cannot claim to
own that intellectual property.
However, if the employee is not employed to create intellectual property, but does so, then the
employee will own the intellectual property.
How are the employee’s duties described in any written employment contract?
Are there duty statements that record the duties of the employee’s position?
Did the employer direct the employee’s activities that led to the creation of the intellectual
property?
Example 1
A software writer is employed to write a software program to manage
databases of inventory being transported by road.
The software writer licenses the computer game for a licence fee of
$100,000, and royalties of 10% of sales.
Does the employer own the computer game and is the employer
entitled to those monies?
No.
The writing of the computer game was therefore outside the course of
employment and the software in the computer game is therefore
owned by the employee.
But that does not affect the ownership of the copyright of the software in the computer
Whether the intellectual property was created during working hours or outside working hours does
not affect ownership. Whether it was created at the employer’s premises or at the employee’s home
does not affect ownership.
Example 2
An engineer is part of a team of co-workers that are together working
on a solution for a new mechanical device, but they just can’t get it to
work.
At 6.30 am one morning while taking a shower, and not giving any
thought to work matters, it occurs to the engineer that redesigning the
shape of a valve will achieve the flow through the device to make it
work.
The engineer calls a friend who is a patent attorney, who advises him
that the valve is sufficiently novel and non-obvious to be patentable.
Over the next few days the engineer files a patent application.
Only after filing the application does the engineer disclose the valve to
the employer, and makes a proposal that the employer license the
innovation from the engineer in return for royalties.
Does the employer own the innovation, and the right to apply for a
patent?
Yes.
6
Impact rating (1 - 6)
2 months
Timeframe for
implementation
Effective risk management system
Resources required
KPI
Indicator of
completion
Alternative suppliers
INSTRUCTIONS
Each multiple-choice question has four responses.
You are to answer all questions.
There is only one right answer.
On completion, submit your assessment to your assessor via the LMS.
1. How do operational plans help an organisation achieve its strategic and business
goals?
(a) By detailing what activities staff have to complete in their job roles to achieve the
organisation’s goals.Answer
(b) By changing operational policies, procedures and processes to reflect the
desired outcomes outlined in organisational goals.
(c) By designing objectives, activities and processes to increase production or
revenue which directly contributes towards organisational goals.
(d) By breaking down organisational goals into practical plans with objectives and
outcomes that contribute to achieving overall goals.
2. To what degree should you involve others in the planning process for an operational
plan?
(a) Consultation about operational plans should occur in regular weekly and monthly
management meetings.
(b) The best time to involve others is during the final review process to evaluate
implementation processes.
(c) Consultation should occur with senior level management during the planning
stage, and operational staff during implementation.
(d) Consultation processes should be ongoing as they are integral to a plan’s
success.
3. Which of the following best summarises what you need to consider when analysing
resource requirements for your operational plan?
(a) If human and physical resources are available in the quantities and timelines
required.
(b) What do we need? What do we have? What are the gaps? How do we fill the
gaps?
(c) Are financial resources readily available? Do human resources need further
training? What are the purchasing processes for physical resources?
(d) Budgets, delivery schedules, availability of specialist advice and legislative
requirements are key considerations.
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T-1.8.1
6. A performance goal of the sales team is to reduce customer complaints by 10% within
the next three months. What are two techniques you (their manager) could use to
monitor their progress towards achieving this goal?
(a) Formal interviews of customers and conducting staff appraisals.
(b) Customer feedback forms and team meeting discussions.
(c) Analysis of sales data and customer spending patterns against employee
rosters.
(d) Team and individual KPIs, verbal and formal customer feedback.
10. How do state and federal legislative requirements influence recruitment strategies?
(a) They ensure all new employees receive appropriate training for all aspects of
their job role, especially equal opportunity and workplace health and safety.
(b) They regulate the wording of advertisements, selection criteria used and terms
and conditions of employment.
(c) They ensure recruitment processes follow set guidelines, use standardised
documentation and all job applicants receive a full company disclosure
statement.
(d) They control the use and distribution of applicants’ personal information, the
processes used to promote vacant positions and responding to applications.
11. Your workplace has an HR department and extensive HR policies and procedures.
Based on your operational plan’s needs, you want to recruit a specialist technician on
a three-month fixed contract. How do you ensure the best person is recruited
according to organisational policies and procedures?
(a) Provide the HR team with position requirements and monitor the recruitment
process.
(b) Read all HR policies and procedures thoroughly before allowing the HR team to
commence the recruitment process.
(c) Outsource the recruitment process to a recruitment agency as they have
extensive experience in the process and fixed-term contracts.
(d) Complete the recruitment process yourself as it’s a specialised role. Consult with
the HR team if required throughout each stage.
12. You are the project manager in charge of implementing a business-wide operational
plan. Which of the following is a strategy you can use to ensure employees are
inducted into the organisation according to organisational policies and procedures?
(a) Interview all new employees at the end of the induction program to ensure they
know and understand organisational policies and procedures.
(b) Monitor the induction process to ensure all activities are completed.
(c) Conduct all induction procedures yourself.
(d) Complete spot checks during different phases and activities in the induction
program to ensure they are being completed correctly.
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T-1.8.1
16. You are developing new training videos and booklets for staff affected by outcomes of
the operational plan. You are going to employ a training resource development
business to create them for you. What intellectual property rights or responsibilities
should you consider when acquiring their services?
(a) Make sure any contracts clearly state who owns the training materials after
development and the training materials don’t contravene copyright laws.
(b) Ensure the developer has the right to access company images and procedures.
You are responsible for how the materials are distributed after development.
(c) Check all contracts for clauses which state who is responsible for any breaches
of IP laws and who has the right to withdraw from the contract without loss of
income.
18. Why is the first step in monitoring performance to compare actual against planned
performance?
(a) To calculate variance figures, highlighting areas of underperformance that need
further investigation.
(b) It allows managers to take immediate action to rectify any issues or areas of
concern.
(c) To evaluate progress towards or achievement of the operational plan’s goals.
(d) The results of the comparison are trigger points for the activation of contingency
plans.
19. Why is the cash flow budget an important monitoring and evaluation tool for
operational plans?
(a) It evaluates the amount of cash and other funding used by the operational plan in
the acquisition of all physical, human and financial resources.
(b) It monitors the viability of the plan’s outcomes against planned revenue and
profits to ensure the business has sufficient cash on hand at any given time.
(c) It evaluates the flow of cash and other funding through all sources of revenue
being used to fund the operational plan.
(d) It monitors the impact of the operational plan on the business’s cash flow to
ensure they don’t get into financial difficulty.
20. One of the IT Help Desk call centre’s goals was to increase the number of calls an
operator processed per hour. They budgeted for a 5% increase in calls per hour. After
two months, the call rate reached the 5% target. However, customer complaints were
up by 15% and the number of cases that were not resolved during the first call was up
21%. Which of the following best matches your interpretation of these performance
results?
(a) Staff achieved the productivity target but changes needed to reach it have had
negative impacts on other organisational goals and must be investigated.
(b) The activities undertaken in the plan have been successful as the goal was
achieved. The next operational plan should address customer service issues.
(c) The performance targets for other areas of the business must be adjusted to
incorporate the outcomes of the operational plan’s target.
22. What are two methods you can use to identify staff development needs?
(a) Analyse training needs by developing person descriptions and key selection
criteria.
(b) Conduct a skills audit and compare current skills to requirements for new
physical resources.
(c) Use online questionnaires to identify skills gaps and develop performance
appraisals for all key job roles.
(d) Conduct monthly staff training programs for the duration of the operational plan
and discuss its outcomes with team members.
23. Once development needs have been identified, what techniques can you use to
support individuals and teams so they can complete activities in the operational plan
effectively and safely?
(a) Develop practical, hands-on training programs that enhance current skills and
knowledge.
(b) Conduct one-on-one interviews and staff surveys to determine individual needs
and training requirements.
(c) Develop a training plan and implement coaching and mentoring programs.
(d) Use mentoring and supervision to allow employees to undertake new tasks in a
controlled and safe environment.
24. Monitoring process has indicated that physical resource purchases for SoundWave
Stereo’s new store will soon be over budget. As a result, you need to recommend
changes to the operational plan. What should you prepare prior to negotiating changes
to the plan?
INSTRUCTIONS
You are to answer all questions.
Read each question carefully. Ensure you have provided all required information.
On completion, submit your assessment to your assessor via the LMS.
To achieve a successful outcome of these questions the minimum correct answers required is:
Section 1 - 10/13 correct
Section 2 - 5/7 correct
Section 3 - 10/12 correct
Learners have access to the complaints and appeals process as per AAMS student hand book
Reasonable adjustment will be provided for students with a disability or learning difficulty according to
the nature of the disability or difficulty. Reasonable adjustments are made to ensure that the student
is not presented with artificial barriers to demonstrating achievement in the program of study.
Reasonable adjustments may include the use of adaptive technology, educational support alternative
methods of assessment such as oral assessment.
CONSULTATION PROCESSES
STEP 5: ESTABLISH
PERFORMANCE INDICATORS
EVALUATION SYSTEMS
Q2: What are the four key resources you need to consider when implementing an
operational plan?
Physical ,financial,human
Visual diagrams such as flow charts are a great way of identifying relationships or
simultaneously. Priorities are then established and tasks sequenced based on the results.
It can also help identify the critical path for the operational plan.
Q4: List three internal personnel you might consult with when developing an operational
plan.
• Other relevant personnel such as health and safety representatives, union or employee
Q5: List three methods you might use to consult with employees during the operational
planning process.
Telephone
teleconferencing software allows computer screens and documents to be shared with all
participants.
Email is a rapid form of communication which allows ideas, information and documents to
Emails can be used to follow up face-to-face meetings or confirm decisions made during
Face-to-face
This can include meetings, interviews, brainstorming sessions and workshops. Meetings
could be formal events with minutes taken to record their proceedings, or informal, held at
Q7: Why is setting KPIs an effective monitoring system for your operational plan? Give two
reasons.
They monitor efficiency and evaluate effectiveness of a system. The results from
monitoring KPIs can be used to monitor progress towards objectives, identify successful
completion of tasks and areas for improvement, and to demonstrate accountability. They
Q8: List five examples of information you might include in a contingency plan?
The best way to answer that is to ask yourself, ‘What could go wrong?’ Then ask ‘What
If the consequences are relatively minor and the organisation is prepared to accept them,
If the potential for something to go wrong or the consequences are a concern, then you
need to think about how you are going to deal with the situation. Planning ahead means
any problems are dealt with quickly, the operational plan will continue to proceed smoothly
The best way to evaluate if contingency plans are necessary is to use a risk management
system.
Q10: Where can you source information for the development and presentation of your
proposal for resource requirements?
Proposals for the acquisition of resources focus on specific resource needs within the
plan. Multiple proposals could be developed within one plan. For example, an operational
plan that requires the acquisition of a number of costly items of equipment will develop a
proposal for each item so each one is evaluated independently from the others.
Q11: What is one method you can use to ensure work teams understand and implement the
operational plan?
Q12: List two ways technology can assist you to manage operational plans.
Q13: An establishment currently budgets $2,500 each month for printing and stationery. You
want to increase this amount by 3%. How much will you allocate in the new budget?
To be able to recruit the right people, you must know exactly what is needed. Take the
The human resources (HR) team, recruitment personnel or agency use this detailed
information to develop a job description, person specification and key selection criteria
(glossary). They detail the duties and responsibilities of each position, personal skills,
qualities and experience needed, and a checklist of the minimum requirements applicants
Stage 2: Recruitment
Next, you need to promote the available position and process applications. You can use
traditional print media, online job boards, a recruitment agency or promote the position
internally. Think about your target employment market as this affects how or where a
specific online job board whereas a temporary administrative position is promoted within a
After all applications are received they undergo an initial sorting process based on their
Once the initial sorting is completed, the next step is to develop a shortlist of suitable
candidates. Applications are compared to the job description, person specification and key
selection criteria.
most common method but many businesses use other methods as well, such as skills
tests, job simulations or evaluating work samples. Peer evaluations for internal
applications and reference checks for external ones provide personalised feedback.
Keep in mind the job role and requirements when choosing selection methods.
The hire process starts once an offer of employment has been made and accepted. It
salaries and completing employment documentation. Terms and fees for contracts are
Q15: Nearly all businesses have established practices for promoting job vacancies and
accepting and processing applications. List two examples of how or where you might
promote a vacancy to fulfil a specific job role relating to your operational plan.
Q16: List three examples of physical resources you might need to implement to complete an
operational plan.
The expansion of a sales-orientated business might plan for additional service counters
shelving, display racks, display and task lighting. An office building having its foyer
renovated would need lounge furniture, freestanding and fixed lighting, wall art, décor
items and bathroom furniture and fittings. The introduction of a new accounting system
Q17: List three factors you need to consider to ensure that physical resources and services
are acquired in accordance with organisational policies.
It is always best to provide a summary of all physical resource requirements. Not only
does it give an overall picture of the plan’s requirements, identical resource needs for
different activities can be accumulated and ordered at the same time. It also provides a
Check out your organisation’s purchasing policies and procedures when identifying and
Q18: What is a patent and how does it relate to intellectual property laws?
new, inventive and useful. No other businesses are allowed to produce or duplicate a
patented item. You must apply for and be granted a patent; just because you invented it,
Q19: You’ve found an image on the internet you want to reproduce in your advertising
material. Can you use it? Explain your answer.
Q20: Describe three planning and organisational techniques you can use to minimise
inefficiencies and waste.
IF YOU ARE PRESENTING THE PLAN TO EMPLOYEES WHO HAVE NOT BEEN
INVOLVED IN THE PLANNING
PROCESS, YOU SHOULD START WITH EXPLAINING WHY THE PLAN WAS
DEVELOPED AND HOW IT WILL
BENEFIT THEM.
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T-1.8.1
• WHO
• WHEN
• WHAT
• HOW
Q22: List four sources of performance data you might use to monitor and review progress
towards achieving targets.
Items or products produced, sales made, calls answered per hour, per shift, per
outlet
Equipment downtime
Employee absenteeism
Accident rates
Q23: List four sources of financial information you might analyse when monitoring and
reviewing profit and productivity performance.
delivery dockets
miscellaneous items
Budgets can be developed for all short-term or long-term goals within an operational plan.
based on the progress of the plan and to incorporate unexpected expenses. They quickly
indicate areas of concern, allowing project managers to respond and resolve problems
They are also used to evaluate the impact of operational plan outcomes on the business
during implementation and after completion. Individual, team or departmental budgets can
be used to positively reinforce good performance or allow the team to analyse variances
underperformance clarifies what actions (if any) need to be taken to rectify the issue.
Some underperformance issues cannot be solved, for example, unexpected price rises for
physical resource purchases. Other ongoing issues (high labour costs, poor productivity,
expressed as a number or a percentage. The type and size of the variance indicates a
automatically mean it is unfavourable; it depends on the type of figures you are analysing.
There are some basic rules when trying to determine if a variance is favourable or
unfavourable.
As with physical resource and budgetary performance, the reason for underperforming
must be investigated. The cause might not be staff-related but due to other reasons such
expectations.
One cause of underperformance is that individuals and teams have not been given
adequate skills and knowledge to use resources effectively or complete activities required
Often, operational plans require specialised resources not normally used by the
organisation and its staff. This is especially true for plans developed for a specific
Existing and new staff may need training, coaching or mentoring to learn new skills or
standards.
Q28: What can you do to support individuals and teams to effectively, economically and
safely use resources?
expectations.
One cause of underperformance is that individuals and teams have not been given
adequate skills and knowledge to use resources effectively or complete activities required
Coaching
Coaches tend to have a more formal relationship and specific purpose. For example, they
are working as a new employee’s ‘buddy’ for their first week of employment to teach them
the job role. The coach may start with skills and knowledge training and slowly step back
into questioning and guiding as the new staff member becomes more confident in their
role.
Mentoring
two people. It may have aspects of both training and coaching but the relationship can be
founded on professional respect and develop into friendship. Often insights and
experiences are shared as well as skills and knowledge. A manager may mentor a new
supervisor, a colleague mentor a new employee until they are comfortable and at home in
Q30: List four things to consider when making recommendations for variations to operational
plans.
Make recommendations
stakeholders or decision makers. Major changes may need budgets for physical, human
corrective actions, prioritise your recommendations. Which actions are likely to be most
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T-1.8.1
Sometimes the final details of a recommendation must be negotiated with others within
the organisation. Others may wish elements of the recommendation be modified based on
For example, equipment purchases for a plan are already over budget by 15%. The
manager believes he can reduce expenses in other areas of the plan and achieve close to
Make sure you have information available to support the reasons for your
recommendations.
Clarify the desired outcomes from the recommendations and why they are important to
Discuss the known consequences of inaction, and potential results from your and others’
recommendations.
Be prepared for some give and take during negotiations. Prioritise recommended actions
Labour and wages budgets monitor the financial outlay associated with human resources.
your workplace.
Productivity
The number of sales made, calls answered, transactions or documents processed, items
produced per hour, shift, day, achievement of individual and team KPIs, deadlines and
INSTRUCTIONS
Your assessor will do the following.
Observe you in a management and leadership field of work using a range of skills/tasks.
Use the checklist to observe you using a range of skills/tasks.
Observe you over a period of time while you learn and use various skills/tasks.
Ensure that you can consistently perform all tasks multiple times satisfactorily.
Decide when you are competent at all tasks.
Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Can research, analyse and document Q: Who do you need to consult with when developing an
resource requirements and develop an operational plan?
operational plan in consultation with
relevant personnel, colleagues and specialist Q: Explain how your role contributes to organisational
resource managers. goals.
Is able to develop and/or implement Q: How do you consult with staff about new plans or
consultation processes as an integral part of procedures in the workplace?
the operational planning process.
Q: How do you ensure the staff understand what’s
Communicates effectively with relevant required of them?
stakeholders.
Q: Do you plan for regular consultation with staff?
Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Collaborates with others to achieve joint Q: What strategies can you use to encourage effective
outcomes and plays an active role in teamwork amongst group members?
facilitating effective group interaction.
Q: What do you think are the qualities of an effective
Is able to take a leadership role on occasion. leader?
Can describe models and methods for Q: What type of operational plans do you prepare in your
operational plans. workplace?
Can explain the role of an operational plan Q: Why do businesses need operational plans?
in achieving the organisation’s objectives.
Q: Explain how an operational plan helps you achieve
objectives.
Can outline the organisation’s policies, Q: What workplace procedures relate to the operational
practices and procedures that relate to the plans you’re responsible for?
operational plan and monitors adherence to
these. Q: Explain how you monitor adherence to these.
Is able to gather, interpret and analyse Q: How can you find out the requirements of a plan?
workplace documentation to determine Where would you look for information?
requirements of plan.
Ensures the operational plan includes key Q: What are key performance indicators? Give an
performance indicators to measure example.
organisational performance and meet
Q: Why are key performance indicators necessary for an
business objectives.
operational plan?
Can list alternative approaches to
developing KPIs. Q: What processes do you use to develop KPIs for your
plan?
Can develop and implement contingency Q: Why do businesses develop contingency plans?
plans for the operational plan.
Q: Explain a situation when you’ve needed to implement a
contingency plan. What happened?
Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Ensures the development and presentation Q: How do you present proposals for resource
of proposals for resource requirements is requirements? What presentation standards must you
supported by a variety of information comply with in your workplace?
sources and seeks specialist advice as
required. Q: Think of a resource proposal you’ve completed in your
workplace or training environment. What information
sources or specialist advice did you obtain?
Knows to obtain approval for the plan from Q: Who approves your plans?
relevant parties and communicates
effectively when explaining the plan to Q: How do you communicate details of plans to work
teams? Does your communication style change depending
relevant work teams.
on the team you’re communicating with?
Is able to develop and implement strategies Q: What procedures must you follow when recruiting or
to ensure that employees are recruited inducting employees?
and/or inducted within the organisation’s
human resources management policies, Q: Are there any strategies you employ to assist with the
practices and procedures. recruitment process?
Is able to develop and implement strategies Q: What procedures apply to the acquisition of resources?
to ensure that physical resources and
services are acquired in accordance with the Q: Who must approve purchase of resources?
organisation’s policies, practices and Q: Does the approval process vary depending on the type
procedures. of resource or amount?
Knows the legislative and regulatory Q: Give three examples of legislation that has potential
requirements relevant to the operational impact on an operational plan in your workplace or
plan and appreciates the implications of training environment.
legal responsibilities, specifically safety.
Q: What steps do you take to ensure you comply with the
law?
Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Can develop, monitor and review Q: What system do you use to monitor progress towards
performance systems and processes to achieving profits and targets?
assess progress in achieving profit and
productivity plans and targets. Q: What review processes do you undertake to ensure
things are ‘on-track’?
Is able to analyse and interpret budget and Q: What type of budgets are used in your workplace or
actual financial information to monitor and training environment?
review profit and productivity performance.
Q: Outline the type of information contained in budgets.
Can explain the budgeting process.
Q: How often are budgets prepared in your workplace or
training environment?
Is able to use systematic analytical processes Q: A departmental budget shows a negative sales variance
to identify areas of underperformance, and you think it has something to do with the staff
recommend solutions and take prompt working in that area. What does this result tell you and
action to rectify the situation. what action would you recommend?
Can communicate effectively to plan and Q: What is the difference between mentoring, training and
implement systems to ensure that coaching?
mentoring and coaching are provided to
support individuals and teams to effectively, Q: Explain a situation when you have identified a need for
economically and safely use resources. coaching or mentoring in the workplace.
Can communicate effectively to negotiate Q: What do you do if you disagree with suggested changes
recommendations for variations to to an operational plan?
operational plans and gain approval from
Q: What process must you follow if you want to vary a
designated persons/groups.
plan?
Can develop and implement strategies for
making variations to the plan.
Uses systematic analytical processes to Q: What process do you follow to manage performance
develop and implement systems to ensure documentation? Are there set procedures you must
that procedures and records associated with follow?
documenting performance are managed,
monitored and documented in accordance Q: How do you know that performance documentation is
with organisational requirements. completed correctly and within time constraints?
Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Q: Name some of the more complex documents you’ve
Can identify, develop and document a range had to complete in your current role?
of detailed texts relating to the
management of an operational plan and Q: Do you expect your staff to understand and interpret
ensures the vocabulary, grammatical the same information?
structure and convention is appropriate for
the audience. Q: How do you modify your communication to suit the end
user?
Can select and use mathematical problem- Q: What systems or resources do you use to calculate
solving strategies to organise resource budgets and timelines?
requirements, performance benchmarks
and financial viability of the operational plan Q: How do you effectively calculate human resources to
and is able to interpret numerical ensure you’ve got the right number of staff allocated to a
information related to timeframes and project or work task?
budgets.
ASSESSMENT D – PROJECT
Learner instructions
This project is made up of three components – Assessment D, Assessment E and Assessment F (refer
flow chart). The information provided within this assessment and responses to each assessment task
will be used as a basis for completing tasks in Assessments E and F when directed (separate
documents).
The whole project is broken down into 12 stages mirroring the process used when planning,
implementing and monitoring an operational plan.
Stage 1 – 1.1
Assessment Stage 2 – 2.1, 2.2, 2.3 Stage 5 – 5.1
D Stage 3 – 3.1 Stage 6 – 6.1, 6.2
Stage 4 – 4.1 Stage 7 – 7.1, 7.2
Assessment Stage 8
E Stage 9
Stage 10
Assessment Stage 11
F Stage 12
If there is insufficient information about Kingfisher organisational or operational details to allow you
to complete an assessment task to the depth of detail you wish, you may make assumptions about
Kingfisher’s operations.
However, you must discuss this with your assessor and gain approval prior to commencing the
relevant assessment task. Any assumptions about organisational policies or procedures or
operational processes which affect the responses to an assessment task must be listed at the start of
your assessment.
Read the Project background information contained in your Course files, and the project
information provided throughout the assessment and within task descriptions.
Access and read all supporting policies and procedures, documentation and templates as listed
throughout the assessment.
Complete all tasks in Stages 1 – 7.
Stage 1
1.1 requires you to identify all strategies and activities required to achieve planned goals
Stage 2
2.1 requires you to identify physical resources required to undertake and complete operational
plan activities
2.2 requires you to identify consultation processes
2.3 requires you to conduct research into potential suppliers of physical resources
Stage 3
3.1 requires you to identify human resources required to undertake and complete operational
plan activities
3.2 requires you to identify consultation processes
Stage 4
4.1 requires you to prioritise and sequence the plan’s activities
Stage 5
5.1 requires you to develop performance indicators for the operational plan’s activities
Stage 6
6.1 requires you to identify potential risks for an activity
6.2 requires you to develop a contingency plan for one of the identified risks
Stage 7
7.1 requires you to develop a proposal for the acquisition of a physical resource
7.2 requires you to answer questions about approval processes
Answer all questions (where applicable) within each assessment task of the assessment.
Submit the following assessment materials.
A completed operational plan
Flow chart or Gantt chart
A contingency plan
A written proposal for one type of physical resource
Responses to all questions
available.
Task 2.2
Using the Project background information provided and the activities now listed in your operational
plan, identify the physical resources required to undertake and complete each activity in the plan.
You have consulted with both the marketing manager and the team about their physical
resource needs. Read the Team meeting consultation and Marketing manager resources email
contained in your Project background information
Then, complete the Resources required column in Section 2: Activities of your operational plan by
listing the physical resources required for each activity.
Save your operational plan. You don’t need to submit it yet.
There are several ways available to consult with team members about their input on
a project. Emails and intranet may be used as a quality assurance and a way to
improve the process. It is also an efficient way to get the same message across the
whole group, especially in big organisations. On the other hand, it is an approachable
system to welcome any opportunities for the staff to respond and provide feedbacks.
This will contribute to the planning process and goals. Also, newsletters may be used
to provide the staff about the important information about the plan with open
opportunities to revert back with feedbacks. Furthermore, the use of surveys,
questionnaires and information sessions may help to encourage staff to respond by
providing specific feedbacks about the project. Quantitative and qualitative data are
gathered for the operational plan of the project. In addition, there can be meetings;
formal or informal. While informal meetings can be held anytime and anywhere,
formal meetings require a safe and controlled environment. Both ways aim to gather
feedbacks. Another different way to consult teams members are through interviews.
Structured interviews may help the management to get the feedbacks needed in
regards to specific aspects of the operational plan. These are done through specific
questions. A more open way to gather such feedbacks and information is through
brainstorming sessions whereby new ideas and solutions are generated. These are
analysed to further determine its importance. To make these sessions fruitful, it is
important to always welcome and recognise the effort of all participants for bringing
their input and feedbacks to the organisation. This is in order to encourage more
open participation.
Task 2.3
Research potential suppliers of the required physical resources to gain an understanding of the
following information.
Options available for each type of physical resource (e.g., types of office desks,
photocopiers, computer hardware).
Timelines for delivery and installation (if required).
Researched resource information will be used in 7.1 and Assessment E. Timelines for delivery and
installation should be included in calculations for Stage 4.1.
Save the information you have researched. You don’t need to submit anything at this stage.
Action Date
1. Today’s date 14th April
2. Plan to be developed and presented to the management team for approval 14th May
4. New marketing employees recruited and commencing induction program 21st June
Develop a flow chart or Gantt chart which indicates all activities in the operational plan. Clearly
identify the critical path. Refer to Section 1 of the learner guide material on how to develop these
charts if unsure.
Calculate the number of days each activity will take to complete using the weighted formula in
your resource – O + (4 x M) + P / 6 = ET. Update Section 2: Activities of your operational plan to
show the number of days calculated and anticipated completion dates for each activity.
Identify either start and completion dates or number of days allocated for each activity on the
chart.
Save your operational plan. You don’t need to submit it yet.
Raising funds is very significant to help achieve the goal of the operational plan.
Raising funds help to obtain resources such as human resources/labour, capital
resources and financial resources. If more funds is needed, the organisation needs to
work on further strategies to obtain such by influencing senior management and
skateholders to invest in order to supply these resources and in turn, get a profitable
return.
Specialist advice can come from many informative sources such as managers,
marketing specialist, financial consultants, accountants, suppliers, internal and
external customers and the sales team. Customers’ feedbacks are also important to
cater better needs and improve on the product efficiency.
Presentation is the key to selling a business operational plan. The use of graphs helps
to visually demonstrate costs, contingency plans and risk management plans and
strategies to fund the plan. The more the organisations’ goals and benefits are
reiterated and are made believable, the more comfortable the stakeholders will feel
about investing in it.
Performance Criteria: Obtain approval for the plan from relevant parties and explain
the plan to relevant work teams
Firstly, the team member gets to be acquainted to the roles needed prior to applying
for it. Jobs and roles are advertised with specified skills needed and the employee
gets to apply in relation of the demands and skills they can offer to the organisation.
A resume is sent to the organisation and a selection process is undertaken in the
form of an interview. This first step through applying and being recruited give the
team members a clear perception about their roles and the responsibilities that are
expected from them.
The second step whereby the team members get acquainted to their roles is through
an acceptance offer, a contract. Through a contract, the employer, through the
Human Resource department, get to elaborate in writing about the roles and
responsibilities of the employee. This contract is dully signed and returned to the
Human Resource department as an agreement and acceptance of the roles and
responsibilities required.
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T-1.8.1
The third step whereby the employee gets acquainted to the expected roles and
responsibilities is through an induction of the workplace. An orientation or
supernumerary time allows them to understand the dynamics of their department
and the goal of the operational plan.
Generally, once approved, the information is then passed on to the staff in the form
of informal meetings, generally held every Thursday and also by email, so that the
same information is delivered to every employee of the department. Flyers and
newsletters are also posted on the common notice boards so everyone gets
acquainted with the approval of the operational plan.
Task 6.2
Strategies are in place to ensure physical resources and services are gained in
accordance with the organisation’s policies, practices and procedures. These are:
Practices and procedures are also taken into account in order to incorporate
In the past few years we have seen a significant shift in consumer awareness of environmental
issues, which presents both a challenge and an opportunity. The challenge is to make sure that we
manage our business responsibly and take a long term view. The opportunity is to capitalise on this
interest by offering products to homeowners and trade professionals to enable them to respond to
this agenda in a positive and proactive way. Whilst Steps provides a pragmatic framework for our
work, the real challenge is how we embed CR principles into our everyday lives; and in this area
there are no quick fixes. In order to improve understanding and raise awareness, we are working
closely with the Kingfisher Commercial team to deliver training to operating companies in areas such
as chemicals and timber, and it’s good to see the increase in the number of energy efficient and
lower impact product ranges now being sold in our stores. We have also produced guidance for the
businesses on energy, waste and packaging and have continued to run workshops for our suppliers’
Q2: Where could you find out about the correct format for the operational plan proposal
and approval processes?
A proper Operational Plan could be explained being a plan which is prepared through an element of the firm
that obviously defines activities it would take to hold up strategic objectives as well as plans of the upper level
management. For example things that really intended for victorious team are undoubtedly people in the
team. Interaction is perceptibly the vital key. Teamwork actually needs everyone to interact effectively,
recognising as well as understanding of viewpoints plus even appreciating contribution that one is expected to
supply. The operational plan must be very precise and not a vague one as the whole further processing
depends on the plan and all the strategies are to be set accordingly. Operational as well as strategic planning
in reality are linked in terms of decision and many other processes, that must be designed towards informing
as well as supporting each other intended for very effective administration of plans plus strategies to enhance
the overall presentation of firm, whether business otherwise non profit. A perfectly well-implemented
planning would provide vision, direction plus goals for organization’s operational plans and carry outs, and also
operational planning would translate strategy into day to day execution plans of business which would
ultimately produce great outcomes.
Q3: Describe who you need to communicate the contents of the operational plan to and the
technique(s) you will use to do it.
Assessor checklist
To be completed by the assessor.
Learner’s name:
Developed or implemented
consultation processes during the
planning process using appropriate
conventions and protocols.
Ensured the operational plan includes key
performance indicators to measure
organisational performance.
ASSESSMENT E – PROJECT
Candidate instructions
This project is made up of three components – Assessment D, Assessment E and Assessment
F (refer flow chart). The project information and responses you completed in Assessment D
should be used as a basis for completing this assessment (E) and later in Assessment F.
The project is broken down into stages mirroring the process used when planning,
implementing and monitoring an operational plan.
In this assessment, you must complete 2B which contains Stages 8, 9 and 10 (highlighted).
Stage 1
Assessment
Stage 2 Stage 5
D
Operational Management, Assessment No.1 Page 69
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Stage 4 Stage 7
T-1.8.1
Any additional details must reflect realistic industry standards, policies and procedures. They
must be discussed with your assessor and approved prior to commencing the relevant
assessment task. Any assumptions about organisational policies or procedures or operational
processes which affect the responses to an assessment task must be listed at the start of your
assessment.
Read all project information provided throughout the assessment in each stage and within
task descriptions.
Access and read all supporting policies and procedures, documentation and templates as
listed throughout the assessment.
Complete all tasks in Stages 8 – 10.
Stage 8
8.1 requires you to prepare a specification for a physical resource
8.2 requires you to obtain quotations based on the specification’s requirements
8.3 requires you to answer questions on acquiring resources
Stage 9
9.1 requires you to answer questions on strategies for acquiring human resources
Stage 10
10.1 requires you to answer questions on intellectual property rights and responsibilities
Answer all questions (where applicable) within each assessment task of the assessment.
Submit the following assessment materials.
A specification for one physical resource
Quotations for the physical resource
Responses to all questions
Task 8.1
Congratulations! The operational plan has been approved ‘in principle’. You now have one
month to acquire the necessary physical and human resources. Use the Project background
information, supplier information researched in Stage 2 of Assessment D and the operational
plan developed in Assessment D to complete the assessment tasks in this assessment.
Task 8.2
Obtain quotations based on the small equipment specification developed in 8.1.
Quotations should be sourced from industry suppliers for real products.
Policies and procedures relating to the number and format of quotations are outlined in
Kingfisher Garden Centre’s purchasing policy which is available on the Kingfisher
intranet, www.didasko-online.com/kingfisher/finance.php.
Open the ‘Purchasing policy’ and follow the relevant policies and procedures for obtaining
quotes.
The quotations will be used in Assessment F.
Save your research information and quotations. You don’t need to submit anything at this stage.
The head of the acquisition of physical resources by stating the primary reason for the
acquisition of the physical resource and its tentative utilization.
What
The matter which will be consulted with the head of the acquisition of physical resources by
stating the primary reason for the acquisition of the physical resource and its tentative
utilization.
Q2: Read the Kingfisher Garden Centre’s purchasing policy (same policy you referenced
for 8.2). How does this organisational policy affect the acquisition of your physical
resources?
Within my organisation, the methods used for acquiring physical resources and services are
specific order forms that need to be completed when ordering. Using these forms, we reduce
the time and cost involved in administering the purchasing process. Also, these forms and the
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T-1.8.1
Q3: Based on the quotations you have received, what purchasing threshold does this
purchase fall under?
The request for quotations is a procurement method that is used for small value procurements
of readily available off-the-shelf goods, small value construction works, or small value
services procurements.
This procurement method is also known as invitation to quote and shopping, and it does not
require the preparation of tender documents to the same extent as open tendering, request for
proposals or two-stage tendering.
The invitations are not complex, and this method is considered non-competitive because the
procuring entity determines which contractors, suppliers or service providers to request
quotations from as long as a minimum of three are invited.
This procurement method is used under conditions stipulated in the procurement legal and
regulatory framework and, accordingly, can be requested in writing: email, fax, courier, but
not telephonically. Sometimes there are limitations set on the period of time and frequency
within which this method can be used for the procurement of similar goods, work or services.
This is to prevent the procuring entity from splitting requirements in order for them to fall
within the threshold level where the request for quotation method can be applied.
Q1: Outline the strategies you (as project manager) will use to ensure the human resources
department recruits the most suitable applicant for the position.
STRATEGY
Ensures the organisation has the necessary skills, knowledge and attributes to meet current
and future strategic and operational requirements
Ensures supply meets demand requirements
Increases the pool of potential applicants
Improves the selection process by ensuring that only those applicants that meet the
requirements of the position are selected for further investigation
Can impact on the likelihood that a suitable candidate will accept a job offer
Increases organisational effectiveness
The Recruitment and Selection process goes through the following main steps.
Vacancy
Grading
Redeployment
Advertisement
Short list
Interview
Appointment
Induction
Q3: What strategies can you use to ensure the new employee is inducted according to
organisational policies and procedures and is made to feel welcome in their workplace?
Intellectual property rights (IPR) have been defined as ideas, inventions, and creative
expressions based on which there is a public willingness to bestow the status of property. IPR
provide certain exclusive rights to the inventors or creators of that property, in order to enable
them to reap commercial benefits from their creative efforts or reputation. There are several
types of intellectual property protection like patent, copyright, trademark, etc. Patent is a
recognition for an invention, which satisfies the criteria of global novelty, non-obviousness,
and industrial application. IPR is prerequisite for better identification, planning,
commercialization, rendering, and thereby protection of invention or creativity. Each industry
should evolve its own IPR policies, management style, strategies, and so on depending on its
area of specialty. Pharmaceutical industry currently has an evolving IPR strategy requiring a
better focus and approach in the coming era.
Q2: Sam, one of the marketing team members, discussed an idea they have for how to move
the heavy pot plants in the marketing team’s office with Adrian, one of the maintenance
staff. The idea is based on a trolley they made at home some time ago. During work
time and using Kingfisher’s equipment, tools and materials, they worked together to
alter one of the trolleys. The modified trolley worked exactly as hoped during the office
relocation, making their job much easier. The marketing person decides to take the
sketch and model he made to ABC Tools, one of Kingfisher Garden Centre’s suppliers,
to see if they are interested in producing it.
To help you answer the questions, refer to the section on intellectual property in Section
2 of the learner guide resource. Further information is available in your Course files.
Go to your Course files and read Assessment E_Intellectual property.
Based on intellectual property laws, who has the rights to the original idea and potential
new invention? Briefly explain why.
Entrepreneurs and business owners need to understand the basics of intellectual property (IP)
law to best protect their hard-earned creations and ideas from unfair competition. Intellectual
property includes distinctive items that you have created and ones that give you an economic
benefit.
Seek professional experience from an intellectual property attorney to help your company
plan for success and avoid theft of ideas, designs, and other concepts. Since filing and refiling
IP applications can get expensive and waste time if done incorrectly, determine what you
need to protect when it comes to IP:
Decide which of your ideas fall under which specific protection option
Q3: What steps can they take to protect their intellectual property rights and ownership of
the invention?
1. Patents
A patent grants property rights on an invention, allowing the patent holder to exclude others
from making, selling, or using the invention. Inventions allow many businesses to be
successful because they develop new or better processes or products that offer competitive
advantage on the marketplace. You get a patent by filing a patent application with the U.S.
Patent and Trademark Office (USPTO).
Utility
Design
Plant
2. Trademarks
A trademark is a word, phrase, symbol, or design that distinguishes the source of products
(trademarks) or services (service marks) of one business from its competitors. In order to
qualify for patent protection, the mark must be distinctive. For example, the Nike "swoosh"
design identifies athletic footwear made by Nike.
Although rights in trademarks are acquired by use, registration with the USPTO allows you
to more easily enforce those rights. Before registering your trademark, conduct a search of
federal and state databases to make sure a similar trademark doesn't already exist. This
trademark search can help you reduce the amount of time and money you could spend on
using a mark that is already registered and trademarked.
3. Trade Secrets
A trade secret is a formula, process, device, or other business information that companies
keep private to give them a business advantage over their competitors. Examples of trade
secrets include:
Soda formulas
Customer lists
Survey results
Computer algorithms
Unlike the other types of intellectual property, you can't obtain protection by registering your
trade secret. Instead, protection lasts only as long as you take the necessary steps to control
disclosure and use of the information.
Assessor checklist
To be completed by the assessor.
Learner’s name:
ASSESSMENT F – PROJECT
Learner instructions
This project is made up of three components – Assessment D, Assessment E and Assessment F (refer
flow chart). The project information and responses you completed in Assessments D and E should be
used as a basis for completing tasks in this assessment (F).
The project is broken down into stages mirroring the process used when planning, implementing and
monitoring an operational plan.
In this assessment, you must complete F which contains Stages 11 and 12 (highlighted).
Stage 1
Assessment
Stage 2 Stage 5
D
Stage 3 Stage 6
Stage 4 Stage 7
Assessment Stage 8
E Stage 9
Stage 10
Assessment
Stage 11 – 11.1, 11.2, 11.3, 11.4
F Stage 12 – 12.1
As with Assessment D and E, this assessment is based on the organisation Kingfisher Garden Centre.
Information about the business is available on the Kingfisher intranet. If there is insufficient
information about Kingfisher organisational or operational details to allow you to complete an
assessment task to the depth of detail you wish, you may make basic
assumptions about Kingfisher’s operations.
Any additional details must reflect realistic industry standards, policies and procedures. They must
be discussed with your assessor and approved prior to commencing the relevant assessment task.
Any assumptions about organisational policies or procedures or operational processes which affect
the responses to an assessment task must be listed at the start of your assessment.
Read initial Project background information and project information provided throughout the
assessment in the section and task descriptions.
Access and read all supporting policies and procedures, documentation and templates as listed
throughout the assessment.
Complete all tasks in Stages 11 and 12.
Stage 11
11.1 requires you to answer questions about monitoring processes
11.2 requires you to prepare a purchasing budget report based on the outcomes of monitoring
processes
11.3 requires you to interpret the budget report and answer questions
11.4 requires you to implement strategies for coaching and mentoring
Stage 12
12.1 requires you to answer questions about managing operational plan documentation
Submit the following assessment materials.
Purchasing budget variance report
Responses to all questions
Q1: Will you achieve the main goal of the office relocation completed by 14th June? Explain
why/why not?
Specific
Well defined
Measurable
Agreed Upon
Realistic
Time-Based
One of the most effective skills you can have in life is powerful and effective time management. If
you're not managing your time well, there's no way you're going to reach your goals at work and the
life outside of it. Sure, you might make some progress. But your time management will be an uphill
battle if you don't take your time seriously. For people who squander and waste the precious little
time they do have, they know all too well how difficult achieving even mildly difficult goals can be.
Task 11.2
Using the same file as you did in Task 11.1 go to the Purchasing budget variance report and
calculate the information and complete the variance report.
Using the information provided in the Purchasing report, calculate and enter the ‘actual’ cost for
each piece of office furniture, then calculate the total $ amount.
Using the variance % formula in your resource, calculate the variance % for each piece of furniture
and enter the result in the variance % column, then calculate the total variance %.
Round all variance figures to one decimal place (as shown in example provided – Miscellaneous).
Save and submit assessment F_Purchasing report when completed.
Stationary, furniture
Over budget
Q2: Is the budget for office furniture under or over budget? Is this a favourable or
unfavourable result?
Q3: Should these variances be investigated to determine the reason why they are under or
over budget? If yes, which categories should be investigated? Explain why.
If no, why is it not necessary to investigate them?
Inaccurate Budgeting
The variance may simply be due to a bad guess at your expenses or income. If this is a chronic
problem, take time to revisit your budget and update it based on your company's most recent
experience. Budgets are living documents and should be altered to reflect current operations.
Retaining a budget that you know to be wrong won't help you project your profitability in the
future. If, for example, your warranty expenses are running at 3 percent of sales versus the 1
percent you originally expected, fist analyze the costs and determine whether they are normal or
if there is something increasing them that can be fixed. If they are expected to continue, update
your budget to reflect that.
If your company has experienced an increase in costs or a decrease in revenues due to changes in the
market where you operate or the overall economy, your budget can show large variances. Review your
whole budget and project new revenues and expenses based on the current market realities. For example, if
revenues on one of your products has dropped 20 percent because a new competitor has entered the
market, adjust revenue projections downward to show the negative impact on your future bottom line.
Large market shifts also signal the need for strategic planning to make sure that future revenues remain the
same or grow.
Employee Theft
Employees can perpetrate theft or fraud on your company in many ways. Some are difficult to detect,
especially if the employee has access to both your physical assets and your accounting system. Variance
analysis often can provide the first indication that something untoward is happening. If your inventory
Q1: What solution(s) would you recommend or actions would you take to address this
issue? Remember to consider workplace health and safety requirements, any costs
incurred, capabilities and availability of other members of staff, recruitment options
available to the business and your upcoming deadline.
One of the most important aspects of your risk assessment is accurately identifying the potential hazards in
your workplace.
A good starting point is to walk around your workplace and think about any hazards (things that may cause
harm). In other words, what is it about the activities, processes or substances used that could injure your
employees or harm their health?
When you work in a place every day it is easy to overlook some hazards, so here are some tips to help you
identify the ones that matter:
Check manufacturers' instructions or data sheets for chemicals and equipment as they can be very
helpful in explaining the hazards and putting them in their true perspective
Look back at your accident and ill-health records – these often help to identify the less obvious hazards
Take account of non-routine operations (eg maintenance, cleaning operations or changes in production
cycles)
Remember to think about long-term hazards to health (eg high levels of noise or exposure to harmful
substances)
There are some hazards with a recognised risk of harm, for example working at height, working with
chemicals, machinery, and asbestos. Depending on the type of work you do, there may be other hazards that
are relevant to your business.
Q2: In this situation, who do you need to negotiate changes to the operational plan with?
Select/write/circle ‘Yes’ if you do. Base your response on the information provided
throughout this project and Kingfisher’s organisational charts. The charts are available
on Kingfisher’s intranet at www.didasko-online.com/kingfisher/about-us.php#overview
Who Yes
The National General Manager Yes
The IT staff No
Who Yes
The National General Manager
Yes
The National Marketing Manager
No
The executive management team
Yes
The National Finance Manager
No
The marketing team
No
The other member of the maintenance team
No
The suppliers
Yes
The IT staff
No
Q4: The new photocopier has arrived and it is a different make, model and format to the
marketing team’s current machine.
What strategies would you implement to ensure everyone is able to use the new
photocopier safely, effectively and economically?
As with all workplace hazards, photocopiers and other copying equipment should be
dealt with in this way:
The employer must obtain the safety data sheets (SDSs) for any chemical used by a
photocopier or other piece of machinery, including toner and glass cleaners, and make these
available to you. These are now usually able to be downloaded from the website of the
manufacturer.
The employer must carry out an assessment of the work procedures involved in copying to
identify any risks of manual handling (for example shifting, carrying, reaching reams
of paper) or exposure to contaminants.
Talk to your members about the possible health and safety effects of using copying
equipment.
The SDSs must be checked to ensure all recommended precautions are implemented.
Check the conditions in the room the copier is located in.
Investigate any past incidents.
If the machine at your workplace is very old (for example one that uses loose toner),
negotiate replacement with a newer machine.
The manufacturer's recommendations for siting, ventilation, cleaning, servicing,
maintenance, and frequency of filter changes must be obtained and followed. Filters that
are in working order catch paper dust and destroy ozone.
Ensure there is adequate ventilation in the room and around the machine.
When replacing toners or using solvents, users should wear rubber or vinyl coated
protective gloves and if a liquid toner is used, safety goggles or a face shield. After adding
toner, hands and face should be washed immediately.
Ensure there is a clear system outlining what cleaning and repairs employees are expected
to carry out, such as clearing a minor paper jam, and those for which a specialist technician
should be contacted. Employees carrying out minor cleaning and repairs must be given full
training and information on technical issues and on health and safety.
The copying machine selected, the workplace design and the work schedule should be such
that they allow operators to work without risk of musculoskeletal discomfort. For example,
the positioning and height of various components should be such that sustained and
repetitive postures are avoided.
Noise problems can be avoided by placing equipment in a separate room from workers.
As a general rule, the more frequently a copier is used or the more duplicating
machinery there are, the more important is a separate room with local (separate)
mechanical exhaust ventilation (refer to Australian Standard AS 1668). Properly
maintained modern machines placed in well-ventilated areas, and with the
appropriate but simple precautions taken, are rarely a hazard.
Q7: Who will deliver the required skills and knowledge during coaching, mentoring or
training sessions?
The employer must obtain the safety data sheets (SDSs) for any chemical used by a
photocopier or other piece of machinery, including toner and glass cleaners, and make these
available to you. These are now usually able to be downloaded from the website of the
manufacturer.
The employer must carry out an assessment of the work procedures involved in copying to
identify any risks of manual handling (for example shifting, carrying, reaching reams
of paper) or exposure to contaminants.
Talk to your members about the possible health and safety effects of using copying
equipment.
Q8: How can you monitor and evaluate the success of the program(s)?
Monitoring and evaluation of any programme or intervention is vital to determine whether it works,
to help refine programme delivery, and to provide evidence for continuing support of the
programme. Evaluation will not only provide feedback on the effectiveness of a programme but will
also help to determine whether the programme is appropriate for the target population, whether
there are any problems with its implementation and support, and whether there are any ongoing
concerns that need to be resolved as the programme is implemented.
Q1: How do the organisational policy and procedures help you manage your
documentation?
Policies and procedures are an essential part of any organization. Together, policies and procedures
provide a roadmap for day-to-day operations. They ensure compliance with laws and regulations,
give guidance for decision-making, and streamline internal processes.
However, policies and procedures won’t do your organization any good if your employees don’t
follow them.
Employees don’t always like the idea of having to follow the rules. But policy implementation is not
just a matter of arbitrarily forcing employees to do things they don’t want to do.
Q2: Based on the administrative procedures, must operational plans be version controlled?
These procedures provide guidance and direction on the management of information and records
throughout the information lifecycle.
Q4: Where must all documentation associated with your operational plan be stored?
Corporate information and records must be captured by all staff and should provide reliable and
accurate evidence of business decisions and actions. The University retains and disposes corporate
information and records in accordance with the Public Records Act 2002 (Qld) and the relevant
retention and disposal authorities.
Assessor checklist
To be completed by the assessor.
Learner’s name: