Scenario background

TASK 1

THE COOL CAR COMPANY (CCC)

The cool car company are based in London. Their core business is the buying and selling of used cars. The company has a total of 83 staff based at this location. They have the managing director, a sales team, a marketing team, the buying team, operations and logistics team, servicing and dispatch team, legal team, finance team. At any one time they have on average 2,500 cars for sale. They have a website that is very active and is developed and maintained by the marketing team.

Part 1

1.1      evaluate the interrelationship between the different processes and functions of CCC

1.2 justify the methodology to be used to map processes to the organisation’s goals and objectives

1.3 evaluate the output of the process and the quality Gateways

Part 2

2.1 design plans which promote goals and objectives for own area of responsibility

2.2 write objectives, which are specific, measurable, achievable, realistic and time-based to align people and other resources in an effective and efficient way

2.3 implement appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organisational standards of quality

2.4 carry out work activities meeting the operational plan through effective monitoring and control
TASK 2

South Central Ambulance Service NHS (SCAS)

South Central Ambulance Service NHS Foundation Trust (or SCAS for short) is part of the National Health Service (NHS). The Trust was established on the 1 July 2006 following the merger of four ambulance trusts in the counties of Berkshire, Buckinghamshire, Hampshire and Oxfordshire. They covers approximately 3,554 sq miles with a residential population of over four million. On 1 March 2012, they became a foundation trust where all emergency calls taken is monitored by the government. Their emergency operations centres handle around 500,000 emergency and urgent calls each year.

The organisation three main functions are: accident and emergency service to respond to 999 calls, 111 service for when medical help is needed fast but it’s not a 999 emergency and Patient Transport Service.

SCAS have good reputation amongst the local community. However the operations director for accident and emergency service that overseas the 999 calls have identified a few internal problems. The Operations director feels that the accident and emergency team has lost sight of the organisation need for quality and good customer service and are more focused on hitting its target. Additionally staff performance has slip with increased absenteeism, demotivated of staff and reduction in morale.

Part 1

3.1 design systems to manage and monitor quality standards specified by ACAS

3.2 demonstrate a quality culture to ensure continuous monitoring, evaluation and development of the process

3.3 recommend improvements which align with the organisation’s objectives and goals and which result in improvements

3.4 report on the wider implications of proposed changes within SCAS

Part 2

–       As a health and safety consultant:

4.1  carry out risk assessments as required by legislation, regulation and organisational requirements ensuring appropriate action is taken

4.2  demonstrate that health and safety regulations and legislation applicable in specific work situations are correctly and effectively applied

4.3  carry out a systematic review of organisational health and safety policies and procedures in order to ensure they are effective and compliant

4.4 carry out practical application of health and safety policies and procedures in the workplace.