Unit of competency Outline
Date retreived
22/07/2026 6:26 PM AWST
22/07/2026 6:26 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Benchmark and continuously improve operational quality
Benchmark and continuously improve operational quality
Unit of competency
National Code
SIRXQUA006A
SIRXQUA006A
State Code
S6184
S6184
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
Field of Education
080317 - Quality Management
Original Release Date
Nominal Hours
60
Description
This unit describes the performance outcomes, skills and knowledge required to benchmark, audit and monitor the continuous improvement of wholesale processes and service systems to attain best practice in service quality.
Notes
Elements and Performance Criteria
1. Benchmark best practice performance.
- 1.1.Set benchmarks for operational quality.
- 1.2.Confirm requirement for achieving best practice outcomes.
- 1.3.Differentiate customer service and operational quality benchmarks.
- 1.4.Use benchmarking exercises to stimulate staff learning and understanding.
- 1.5.Compare and contrast internal and external benchmarking processes.
2. Improve wholesale processes.
- 2.1.Determine key means to measure quality for all wholesale processes and systems.
- 2.2.Determine measures for benchmarking quality in a given process.
- 2.3.Establish audit trail for measuring and mapping quality improvement.
- 2.4.Audit compliance with quality targets and benchmarks.
3. Improve wholesale processes.
- 3.1.Determine measures for quality improvement.
- 3.2.Regularly brief staff members on work goals, plans and operational issues to minimise role ambiguity and uncertainty.
- 3.3.Establish analytical tools for measuring quality improvement within a business context.
- 3.4.Use quality problem-solving tools to promote qualitative and quantitative solutions.
- 3.5.Structure existing training to support service standards that improve department supply, display and post-sales support.
4. Monitor quality improvement for a wholesale process.
- 4.1.Allocate individual and team responsibilities for achieving quality outcomes.
- 4.2.Allocate responsibilities for improvement and identification of problems with process quality.
- 4.3.Establish ongoing monitoring systems for quality improvement programs.
- 4.4.Evaluate quality improvement management and implementation strategy.
- 4.5.Establish feedback and reporting mechanisms on deviation from target (variation).
5. Monitor customer service quality for a wholesale business.
- 5.1.Determine information sources on customer satisfaction levels.
- 5.2.Devise strategies for managing customer needs and expectations for business to business and business to end consumers.
- 5.3.Ensure customer service strategies deliver business to business and business to end consumer needs and expectations.
- 5.4.Map service value chain for a wholesale business.
- 5.5.Devise service quality measures for customer retention and retrieval strategies (in terms of cost, time or quality requirements).
6. Improve service quality.
- 6.1.Improve customer retention and retrieval.
- 6.2.Improve customer satisfaction levels through use of ongoing monitoring systems.
- 6.3.Achieve service quality benchmarks.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the performance criteria is detailed below.
Benchmarks for operational quality may include consideration of:
business profitability
best practice parameters
service standards
forecasts.
Business outcomes may include:
key performance indicators
strategic objectives
price
market and sales indicators
brand value
quality standards and criteria
performance benchmarks
milestones.
Customers may include:
new or repeat contacts
businesses or individuals
internal and external contacts
customers with routine or special requests
people from a range of social, cultural and ethnic backgrounds and with varying physical and mental abilities.
Benchmarking exercises may include consideration of:
personnel productivity
revenue and expenses
services offered
production indicators
customer demographics
customer satisfaction factors
compliance factors.
Means to measure quality may include:
seven tools of quality
internal or business-endorsed measurement devises and systems
tools associated with an approach that involves quality.
Staff members may include:
full-time, part-time or casual staff
staff under contract
people with varying degrees of language and literacy
people from a range of cultural, social and ethnic backgrounds
people with a range of responsibilities and job descriptions.
Problem-solving tools may include:
routine procedures
manufacturer recommendations
lateral thinking
referral to operator, manager, specialist or expert.
Training may include:
formal training or education
informal learning
coaching and mentoring
job rotation
information seminars
on-line learning
conferences.
Information sources may include:
observation
sales data
appropriate questioning.
Customer needs and expectations may relate to:
product type
brand
size
product characteristics
customer physical needs
price.
Customer service strategies may include:
add-on or complementary products and services
delivery and installation
warranties and guarantees
returns policies
technical support
financial products and services
customer reward schemes
dealing with difficult customers.
Service value chain may include:
suppliers into the wholesale business:
internally
to business customers
to customers of business customers
to individual or direct customers.
Benchmarks for operational quality may include consideration of:
business profitability
best practice parameters
service standards
forecasts.
Business outcomes may include:
key performance indicators
strategic objectives
price
market and sales indicators
brand value
quality standards and criteria
performance benchmarks
milestones.
Customers may include:
new or repeat contacts
businesses or individuals
internal and external contacts
customers with routine or special requests
people from a range of social, cultural and ethnic backgrounds and with varying physical and mental abilities.
Benchmarking exercises may include consideration of:
personnel productivity
revenue and expenses
services offered
production indicators
customer demographics
customer satisfaction factors
compliance factors.
Means to measure quality may include:
seven tools of quality
internal or business-endorsed measurement devises and systems
tools associated with an approach that involves quality.
Staff members may include:
full-time, part-time or casual staff
staff under contract
people with varying degrees of language and literacy
people from a range of cultural, social and ethnic backgrounds
people with a range of responsibilities and job descriptions.
Problem-solving tools may include:
routine procedures
manufacturer recommendations
lateral thinking
referral to operator, manager, specialist or expert.
Training may include:
formal training or education
informal learning
coaching and mentoring
job rotation
information seminars
on-line learning
conferences.
Information sources may include:
observation
sales data
appropriate questioning.
Customer needs and expectations may relate to:
product type
brand
size
product characteristics
customer physical needs
price.
Customer service strategies may include:
add-on or complementary products and services
delivery and installation
warranties and guarantees
returns policies
technical support
financial products and services
customer reward schemes
dealing with difficult customers.
Service value chain may include:
suppliers into the wholesale business:
internally
to business customers
to customers of business customers
to individual or direct customers.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, the range statement and the Assessment Guidelines for this Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
uses benchmark information to improve work group performance and operational systems
applies and documents benchmarking and auditing procedures, including consultative processes underpinning quality and best practice systems
prepares and executes an audit of work practices and systems within a specific work group context
utilises internal and external benchmarks to confirm current performance levels
continuous improvement processes within an operational area against agreed benchmarks and an agreed timeframe
develops and implements customer satisfaction measurement and monitoring systems
effective communication of measurement and monitoring systems to relevant personnel.
Context of and specific resources for assessment
Assessment must ensure access to:
a wholesale work environment
relevant documentation, such as:
policy and procedures manuals
relevant legislative information
a range of communication equipment
a work team.
Methods of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
third-party reports from a supervisor
review of portfolios of evidence
written or verbal questioning to assess knowledge and understanding
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
uses benchmark information to improve work group performance and operational systems
applies and documents benchmarking and auditing procedures, including consultative processes underpinning quality and best practice systems
prepares and executes an audit of work practices and systems within a specific work group context
utilises internal and external benchmarks to confirm current performance levels
continuous improvement processes within an operational area against agreed benchmarks and an agreed timeframe
develops and implements customer satisfaction measurement and monitoring systems
effective communication of measurement and monitoring systems to relevant personnel.
Context of and specific resources for assessment
Assessment must ensure access to:
a wholesale work environment
relevant documentation, such as:
policy and procedures manuals
relevant legislative information
a range of communication equipment
a work team.
Methods of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
third-party reports from a supervisor
review of portfolios of evidence
written or verbal questioning to assess knowledge and understanding
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| J151 | SIR50112 | Diploma of Retail Management | Qualification |