A. Set out a sample of 5 production objectives within a key process area of CSF Ltd directly dependant on management and/or staff to achieve. A.1. Question 1 a/ A key process area to be identified and the Learner to describe SMART objectives applicable to the selected process. b/ Each objectives should be specific, measurable, attainable, realistic and timely (SMART)

1. Processes at CSF Ltd.
ASSIGNMENT 1AB
Yasmina Rayeh | Business Management |ETAC Minor Level 6 | AIS Code: 6N4310
November 7, 2014
Authored by: Yasmina Rayeh

2. A. Set out a sample of 5 production objectives within a key process area of CSF
Ltd directly dependant on management and/or staff to achieve.
1. Question 1
a/ A key process area to be identified and the Learner to describe SMART objectives applicable to the selected
process.
b/ Each objectives should be specific, measurable, attainable, realistic and timely (SMART)
Although the business conditions are stable in terms of demand for product and cash flow, CSF Ltd needs to improve
the structure of the company by making changes in different areas of production.
This is the key turn for CSF Ltd if the company seek to pursue the vision of the leadership, which is to grow the
profitability, avoiding wastage, monitoring and improving production areas and conforming to the industry standards.
The organisation was structured and managed in a way that the production performance has been measured so far
only against budget, cost and delivery time, but not in terms of production efficiencies (wastage, slacks). The
information system in place to track labour usage and materials for products is mainly for costing purposes and not
measuring cost upstream.
The reason can be that the Research, Development and Design team was contributing to the growing market and
differentiation to competitors by delivering a high standard of products’ design. This was a competitive advantage but
the leader has been informed that new competitor Alternative Shop Fittings (North West) would perform better in
terms of delivery time from order.
Therefore, by changing processes, nonetheless the organisation would improve its image amongst customers by
improving its delivery time, but also gain in new customers by monitoring different phases of the production.
Objective 1: Introduction of Benchmarking
Specific: Time to know what are processes and performance metrics to industry bests practices from other
companies in the same industry.This allows seeinghowwell CSF Ltd is performingand identifying ways to
become more competitive in the industry.
Measurable: Define what types metrics has to be compared (Revenue, expenses, production amounts, employee
productivity, technology (management information system), delivery condition, customer service…)
Attainable: Business and competitive intelligence Planning and Research can be done by the marketing team or in
Collaboration with the associations (Plato, SFA)
Relevant: Allows relevancy in servicing more the pharmaceutical retailers than other retailers
Questions the processes in place and production steps
Ensures swift reactivity in product development, in marketing and regulations, and allows an active
visibility and monitoring of the market to track the latest trends.
Timely: Can be done in a short term period as 3 months to be able to develop surveys, seek cooperation from
other companies,find databases already available and gathering data to be able to analyse them in order
to provide recommendations, feasibility and implement changes in the organisation.
Objective 2: Move premises
Specific: To lease/purchase and move new premises
Measurable: Larger production plan to answer the market needs
Attainable: Financial aspects to be studied
Relevant: Production layout will dramatically improve when the production is moved to a larger premise.
Timely: before end of 2014

3. Objective 3: Implement a workflow system
Specific: The workflow system implementation will changethe way the production is structure and therefore avoid
wastage [It has been identified that Wastage at times can be an issue in small batch manufacturing runs
thereby reducing margins.] Increase margins and reduce costs
Measurable: That will be measurable by the production and staff performances and at the end by the planned
reduction of cost of production by a target of 10%. The idea is that staff and production performance
measures will allow monitoring and assessment and thereby bring a better organisation workflow at all
level.
Attainable: Introduce a formal production planning and control system including workflow processes
Staff performance - Management/staff training and assessment of staff to avoid wastage (slacks or
material)
Introduction of incentive programs and measurement indicators
Relevant: Avoid wastage – increase productivity – reduce slacks and downtimes upstream
Timely: The start of the project is a preamble to the moving of staff at the end of 2014 to new premises
Objective 4: Introduction to complying Standards and introduction of Customer Service Processes
Specific: Check Quality Management System conformity and be able to understand customer needs and reach ISO
9000/ 9001:2008 standards
Measurable: Need to implement a certified Quality Management System and get certifications.
Attainable: Can be done by third party or Collaboration with the associations (Plato, SFA)
Relevant: CSF Ltd needs to undertake research on customers’ needs, wants, expectations, and perceptions
CSF Ltd needs to comply with national and European regulations
Timely: 3-6 month
Objective 5: Implement training accurately with the change processes by the HRM
Specific: Train employees to changes and needs of CSF Ltd
Measurable: Increase productivity, customer service satisfaction and subsequently sales.
Attainable: Depending on the department or on the position (Management/staff), training is to be specific to the
employee’s tasks and schedule in a short and long term views. Assessment and reviews will then redirect
to achieve the leadership goals.
Relevant: Introducing benchmarkingwill reveal that CSF Ltd can improve its processes and the way employees work.
Because a lot of changes will be introduced in the production lines and in the way employees relate to
customer. Specific training shall be schedule for example regarding the procedure of handling customer
complaints or avoid wastage by working differently with more efficiency and accuracy.
Timely: Management/staff training and its assessmentat CSF Ltd is a long and complex process.Progress needs to
be monitored to be sure that employees understand and respect the changes in their environment.
This can be schedule for the incoming year but it is all about reaching the forecast for the next 3 years

4. 2. Question 2
a/ A key process area to be identified and the Learner to describe 5 No performance indicators or key performance
indicators.
b/ Each performance indictor should measure and evaluate the success of particular activities with the selected key
process.
Deliver high quality designs, manufacture & installation of fitted units
KPI 1 Objectives:
Indicators: Increase reputation and recommendation
Measure: Target of increasing from 60% of orders coming from recommendations
KPI 2 Objectives:
Indicators: Reach national and European standards
Measure: Target of implementing a Quality Management System
KPI 3 Objectives:
Indicators: Reduction of cost of production by improving production processes
Measure: Target of reducing cost of production by 10%
KPI 4 Objectives:
Indicators: Increase sales
Measure: Target from current €1m to €1.3m
KPI 5 Objectives:
Indicators: Achieve an increase on net profit
Measure: Net profit shall increase 10% over sales in 3 years