Fast Forward’s Continuous Improvement Process

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Table of Contents

Introduction
Continuous improvement process review
Review communication to stakeholders
Future planning for Fast Forward
Conclusion
Works Cited

Introduction

Continuous improvement process entails all effective changes undertaken in an organization to ensure that the organization maintains a sustained growth and value for customer. It involves instituting measures, techniques and performance indices that are used to assess, evaluate and take appropriate actions to sustain the life of an organisation. Fast Forward’s continuous improvement policy serves as a frame of reference in delivering courier services to its clients (Bartol et al. 17-35).

Continuous improvement process review

Following a decline in Fast Forward’s performance including loss of Build With Us, a key corporate client, due to dissatisfaction with service delivery, a review of the following service segments is essential to revitalize Fast Forward’s business: Customer feedback, service monitoring system, staff mentorship and coaching programs, firm’s communication system and channels, performance review and operation’s structure.

Customer feedback: A mechanism should be put in place to collect, evaluate and respond to customer feedback. This will involve designing and distributing questionnaires to the firm’s service points to be filled by its customers about their complaints and complements.

A customer service feedback task team should be formed to ensure that customer’s feedback is handled appropriately including making follow-ups to enhance development of a strong relationship between business and clients (Bartol, et al. 17-35).

Service delivery monitoring system: The departure of Build With Us is attributed to the current manual system of monitoring and recording of mail deliveries which is slow and inefficient. Owing to this, an elaborate IT system should be instituted to enhance fast recording and information tracking to ensure customer retention and high business efficiency.

Staff mentorship and coaching: Mentoring is providing guidance and support to help a mentee, to find a direction of doing something on his own while coaching is giving directives and guidelines for someone to follow to enhance his/ her potential. Mentoring and coaching differ in the sense that mentoring is long term and often leads to a relationship as the mentee looks at a mentor as a role model to emulate while coaching is short term and does not require the coach to necessarily be a role model (Rummler’s and Brache’s 10).

The firm will assume a rigorous mentorship and coaching program in which professional mentors and coaches will be sourced from within and outside to facilitate staff motivation and growth. Such mentors and coaches will be expected to have good communication skills of message precision, time consciousness, proactivity and mindful of employees’ efforts.

Communication systems and channels: A good and effective communication system will be instituted to ensure effective flow of information in the firm’s hierarchy through meetings, noticeboards, office telephones, firm’s intranet and e-mail system. There will be effective weekly meetings and trainings at all departmental levels and monthly meetings involving management.

Performance review: To ensure high performance, targets will be set for all employees and key performance indicators put in place to measure their productivity. Following this, there will be monthly and annual employees’ performance appraisal.

To ensure effective monitoring of the company’s operations, the operations department will be structured into task teams each assigned a specific task to ensure high service delivery and customer retention. Such teams will hold regular meetings to report on the progress of their assignments (Samson and Daft 7-21).

Review communication to stakeholders

Following the above described reviews, a communication will be made to the firm’s employees, shareholders, customers and top management including directors through suitable channels as described: Internal stakeholders will be communicated to through office-mails, intranet uploads and noticeboards.

External stakeholders such as customers and shareholders will receive communication through global e-mail system where appropriate, newspaper notices and annual stakeholders’ meetings among others.

Future planning for Fast Forward

The future plans of Fast Forward will entail measures to expand business territories, and to maintain a growth in asset portfolio and profit margins.

The following progressive improvements are essential in meeting the future of the firm: Firstly, I will ensure a sustained growth in human resource with respect to growth in business; secondly, I will ensure integration of ideas of all employees in business planning including customer feedback in making business decisions, thirdly, I will invest in IT systems to meet business expansion and modern communication challenges.

Lastly, I will invest in staff motivation and mentorship to motivate employees to work for the common goal and philosophy of the company.

Conclusion

From a general perspective, the decline in business performance of Fast Forward is due to laxity in implementation of its continuous improvement processes and policies. The above described reviews should help revitalize the company’s performance. Staff motivation is of essence in ensuring effective implementation of these reviews as this will change them from being reactive to proactive.

Works Cited

Bartol, Kathryn e tal. Management:A Pacific Rim Focus. 5th ed. Boston: McGraw Hill, 2008. Print.

Rummler’s G.A and A.P. Brache’s. Improving performance 2nd edition :How to manage the white space on the organization chart. San Francisco: Jossey-Bass publishers, 1995. Print.

Samson, Danny and Richard Daft. Fundamentals of management. 2nd ed. New Jersey: McGraw Hill, 2005. Print.

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