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Continuous Improvement Plan

Discuss about the Construction of Quota Park Pathway.

The application of the “continuous improvement plan” within the project allows in improving the quality and standard of the undertake project. According to Goetsch, and Davis, (2014), the project manager needs to identify the particular area of improvement within the project for the achieving the particular level of quality within the project. Improving the particular quality in the project allowed in ensuring the customer satisfaction.

In this assignment, the construction of the shared pathway in Quota Park has been considered as the required construction project involved in the implementation of the “continuous improvement plan” (Dannapfel, Poksinska, and Thomas, 2014). The construction of the shared pathway is sponsored by Mackay regional council for the construction of a shared footpath inside the Quota Park.

The application PCDA model is one of the classical approach for including the “continuous improvement plan” within the project (Aziz, and Hafez, 2013). The use of PDCA methods enables incremental improvement in the project quality and standard. The process of PDCA includes four major phases including planning, doing, checking and acting.

Plan: The plan module of the PDCA model allows the project manager to identify the particular area that required the improvement for meeting the particular standard within the project (Santos, Wysk, and Torres, 2014). The project manager evaluates and analysis the various processes and techniques of the project management plan and methodology for identification of the improvement scope within the project. The planning of the improvement plan is developed with the collaboration of all the team members working in the project (Andersen, Røvik, and Ingebrigtsen, 2014). The project manager developed a detailed plan for implementing the identified scope of improvement that will be established over the next phase of PDCA model.

Do: The approval of the developed planning in the Plan Phase of the PDCA model initiated this particular phase (Modi, and Thakkar, 2014).  In this phase, the approved plan are being executed to achieve the required level of quality.

Check: After the implementation of the required modification the project manager continuously monitors and evaluates the impact and quality of the change implemented in the project.    

Act: This includes the last phase of the PDCA cycle that determines whether the implemented change is successful in improving the quality of the undertaken project (Martin, and Osterling, 2014). 

During the establishment and development of “continuous improvement plan” for the “Quota Park Shared Pathway Establishment” project, the project manager needs to follow and record the information obtained during the project (McCarthy, and Rich, 2015). The development of proper documentation during the construction project ensures the proper flow of information among the team members and effective establishment of the plans (Merlino et al., 2015). The following are the examples of procedural documents that will be used during the improvement plan of “Quota Park Project”.

Procurement Documents

Importance

Project Charter

Project charter is one of the significant document required during the project improvement plan (Tyagi et al., 2015). The detailed project charter includes the requirements and scope of developing the shared pathway in Quota Park. The project charter is reviewed and approved by the Mackay regional council. Therefore, the application of the project charter ensures that that improvement plan follows and achieves the project deliverable and scope.

Project Management Plan

The project management plan illustrated the required plan, techniques and procedure that needs to be followed during the construction of the shared pathway in Quota Park. “ Project Management Plan” demonstrates the applicant of the waterfall model for the construction project.  Therefore, during the improvement process, the project manager needs to follow the “waterfall project development” technique (Dennis, 2016). In addition to that, the application of the “project management documents” assist the project team in developing the improvement plan while ensuring the elimination of the risks identified in the procedural documents. 

Project Risk Management Documents

“Risk Management documents” developed during the project allows the project manager to identify the risks associated in the path construction with the possible relevant mitigation plan for eliminating or reducing the impact of the risks. Following the risk document during the improvement plan, assist the construction team to avoid the possible risks through the improvement plan and implementation of the pathway improvement process.

Project Budget and Schedule documents

The project schedule and budget documents are developed during the project planning phase. The required schedule and budget estimated for the construction of the shared pathway are included within this document (Gîfu, Ionescu, and Teodorescu, 2014. During the improvement planning, the project manager needs to include the allocated budget and time for completing the improvement for the quota park pathway.

Internal Audits

The construction of the shared pathway for the Quota park involves significant amount of financial amount that is being sponsored by the Mackay regional council. The “continuous improvement plan” aims at ensuring the proper quality of the process followed during the construction (Thirkell, and Ashman, 2014). The application of the internal audits allows the project manager in documenting the area and scope that can be improved during the construction project.

Quality Documents

The project is continuously reviewed and quality of the path is under continuous monitoring and analysis. The quality report includes and identified that required area, process and techniques that is followed during the construction of the Quota Park having the possibility of improvement (Chaplin, and O’Rourke, 2014). The quality documents allows the project manager to plan for the particular are included in the “continuous development process”.

Procedural Documents Required in Improvement Plan

The application of the lean improvement plan aims at including sustainable project management culture and leadership commitment for the construction of the shared pathway in the Quota Park.  The proper application of procedure and principle of the lean methodology helps in achieving required efficiency, quality and safety during the construction of the shared pathway in Quota Park. For the improvement of the construction project, the project manager needs to identify and implement five significant principles in according to the lean thinking process (Clark, 2016). The following are the principles that needs to be implemented during the improvement plan of the shared pathway:

Value Specification: The value specification process in the construction project helps in the identification of the customer need and activities that needs to be performed in the project. The project manager in this phase, evaluated the requirements and scope as identified and approved by Mackay regional council for the construction of the shared pathway. From the project assessment, the constriction of the shared pathway requires the installation of signage, paving, fencing, turf, concrete footpaths and pipe culverts while ensuring the environment, safety and traffic management at the Quota Park.

Value Stream Identification: The “Value Stream Identification” in the project allows the project manager to identify the process, tools and areas that are not required in the project and eliminate them from the project plan (Poksinska, Fialkowska-Filipek, and Engström, 2017). Therefore, during the construction planning of the improvement plan, the project manager identifies the various process in the construction methods that are not required for the successful completion of the shared pathway. In this construction project, the project manager continuously change the project plan when something goes wrong during the project. During the construction phase, the use of unnecessary process, material transportation, labor workforce movement, and the storage of materials required for construction. The project manager ensures the proper evaluation of the time and budget provided to the construct for ensuring the required quality of the constructed pathway.


Flow: Ensuring the flow of the construction process and improvement methodology allows the project team to focus on delivering the quality of the pathway constructed during the project. The project manager of the Quota Park construction project ensures that the required raw materials including concrete materials, fencing materials, pipe culverts materials required for the complete construction of the shared pathway. This allowed in the identification of the value stream within the Quota Park construction project.

Improvement Plan Used in Quota Park Project

Pull: The principle of “pull” methodology needs to be applied instead of push for the construction of the shared pathway. This allowed the project manager to plan and construct the shared pathway with the exact requirement as mentioned by the Mackay regional council. In addition to that, this particular principle allows the construct team to incorporate any modification or new requirement in the shared pathway construction. This results in the time reduction and application of “Just in Time” project management tool for ensuring the completion of the shared pathway within the allocated time and budget.

Perfection: The application of the perfection solution in the construction of the shared pathway within the Quota pathway enables the application of the continuous improvement plan in the construction project enables the construction team to deliver the pathway construction while ensuring the requirement and specification of Mackay regional council for developing the shared pathway. For meeting the required specification and Mackay regional council’s satisfaction, the project manager ensure effective and continuous communication through the effective communication channel throughout the project.


The application of the lean thinking process in the construction of the pathway in the Quota Park aims at minimizing the waste materials while ensuing the environment, safety and traffic management during the construction of the shared pathway. The application of the lean thinking procedure helps in increasing the effectiveness and productivity of the construction project. The significant determinants of the pathway construction of the Quota Park Pathway is to increase the labor flow and workflow reliability as the increment of the construction of the shared pathway. The project manager needs to apply concurrent engineering process for ensuring parallel execution of the construction work. The project manager would allocate multidisciplinary project team for obtaining the required productivity, quality of the required shared pathway. Project Manager uses Pert and CPM Network Analysis for appropriately scheduling the construction process and techniques. Furthermore, conducting the overlapping activities and parallel tasks during the construction of the pathway allows the completion of the entire project within the allocated and scheduled time. The application of the concurrent engineering focuses on the information sharing, communication and enhancing the team effort during the construction of the pathway. The project needs to incorporate the use of daily meetings and brainstorming sessions to share various views and ideas for improving the quality of the construction process. Furthermore, the project manager needs to ensure safety of the construction team and work environment at the construction location of the Quota Park. The alignment of the safety process and techniques during the construction procedure allows the project manager in reducing the environment pollution during the construction procedure. The modification of the quality based on conformance to the quality developed from the source can be identified with the application of the Quality Management Tools. The application of the TQM tools and techniques allowed in the evaluation and deification of the obtained quality needed for the construction of the Quota Park shared pathway. Furthermore, for ensuring the quality and improving the standard of the construction project, the project manager applies the visual inspection tools for identifying the uneven nature of the pathway and construction of the path. The modification of the pathway with the acceleration of the construction processes while ensuring the elimination of the possible risks ensures in achieving the required quality in the construction project. The project manager needs to regularly monitor and control the quality of the process and techniques used for the construction of the shared pathway in the Quota Park for effective continuous improvement plan.

Conclusion

The implementation of the lean thinking process for ensuring the “continuous improvement plan” for the construct of the shard pathway in the Quota Park allowed in improving and monitoring the quality of the construction project. Since, Quota Park project involved the construction of a pathway, the implementation of the improvement project involves the continuous monitoring and assessment of the quality during the improvement plan. The illustrated plan for improving the quality and pathway standard helps in ensuring the required quality of the undertaken construction project.

References

Andersen, H., Røvik, K.A. and Ingebrigtsen, T., 2014. Lean thinking in hospitals: is there a cure for the absence of evidence? A systematic review of reviews. BMJ open, 4(1), p.e003873.

Aziz, R.F. and Hafez, S.M., 2013. Applying lean thinking in construction and performance improvement. Alexandria Engineering Journal, 52(4), pp.679-695.

Chaplin, L. and TJ O’Rourke, S., 2014. Lean Six Sigma and marketing: a missed opportunity. International Journal of Productivity and Performance Management, 63(5), pp.665-674.

Clark, D., 2016. Quality improvement in basic histotechnology: The lean approach. Virchows Archiv, 468(1), pp.5-17.

Dannapfel, P., Poksinska, B. and Thomas, K., 2014. Dissemination strategy for Lean thinking in health care. International journal of health care quality assurance, 27(5), pp.391-404.

Dennis, P., 2016. Lean Production simplified: A plain-language guide to the world's most powerful production system. CRC Press.

Gîfu, D., Ionescu, D. and Teodorescu, M., 2014. Design of a stable system by lean manufacturing. International Letters of Social and Humanistic Sciences, (28), pp.61-69.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Martin, K. and Osterling, M., 2014. Value stream mapping: how to visualize work and align leadership for organizational transformation. McGraw-Hill.

McCarthy, D. and Rich, N., 2015. Lean TPM: a blueprint for change. Butterworth-Heinemann.

Merlino, J.P., Petit, J., Weisser, L. and Bowen, J., 2015. Leading with Lean: Getting the outcomes we need with the funding we have. Psychiatric Quarterly, 86(3), pp.301-310.

Modi, D.B. and Thakkar, H., 2014. Lean thinking: reduction of waste, lead time, cost through lean manufacturing tools and technique. International Journal of Emerging Technology and Advanced Engineering, 4(3), pp.339-334.

Poksinska, B.B., Fialkowska-Filipek, M. and Engström, J., 2017. Does Lean healthcare improve patient satisfaction? A mixed-method investigation into primary care. BMJ Qual Saf, 26(2), pp.95-103.

Santos, J., Wysk, R.A. and Torres, J.M., 2014. Improving production with lean thinking. John Wiley & Sons.

Thirkell, E. and Ashman, I., 2014. Lean towards learning: Connecting lean thinking and human resource management in UK higher education. The International Journal of Human Resource Management, 25(21), pp.2957-2977.

Tyagi, S., Cai, X., Yang, K. and Chambers, T., 2015. Lean tools and methods to support efficient knowledge creation. International Journal of Information Management, 35(2), pp.204-214.

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