Elements and Performance Criteria

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, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Competitive systems and practices

Competitive systems and practices may include, but are not limited to:
lean operations
agile operations
preventative and predictive maintenance approaches
monitoring and data gathering systems, such as Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Materials Resource Planning (MRP) and proprietary systems
statistical process control systems, including six sigma and three sigma
JIT, kanban and other pull-related operations control systems
supply, value, and demand chain monitoring and analysis
5S
continuous improvement (kaizen)
breakthrough improvement (kaizen blitz)
cause/effect diagrams
overall equipment effectiveness (OEE)
takt time
process mapping
problem solving
run charts
standard procedures
current reality tree
Competitive systems and practices should be interpreted so as to take into account:
the stage of implementation of competitive systems and practices
the size of the enterprise
the work organisation, culture, regulatory environment and the industry sector
Change project personnel
Change project personnel include:
the decision makers who determine if the proposed change may proceed and the key managers and implementers of the change
Current state
The current state is ideally defined by existing data. Where this is not available suitable proxies should be sought
Codes of practice/standards
Where reference is made to industry codes of practice, and/or Australian/international standards, the latest version must be used
HSE
All changes implemented should be at least neutral, or preferably beneficial, in their impact on HSE
High level change network
High level change network includes groups involved in the change and who need to be committed to the change and include:
sponsors
cascading change sponsors
targets
agents
advocates
enablers
impeders
Organisation
Organisation includes:
any part of a manufacturing or service organisation
companies, government bodies or other body of people aiming to produce a product to service a customer
Key change project personnel
Key change project personnel include:
project sponsors
cascading sponsors
relevant managers
change agents
Project sponsor
Project sponsors include:
those people who proposed the project and are its main supporters
Cascading sponsor
A cascading sponsor refers to:
a person who reports to a sponsor and so may be contributing on their behalf
A cascading sponsor works with delegated authority and responsibility
Risks
Risks include:
business risks (e.g. over-spending)
market risk (e.g. loss of market share)
HSE risks
relationship risks (e.g. to shareholders, employees, suppliers, customers or the community)
Organisation capacity
Organisation capacity includes:
organisation history of implementing change
capability in change implementation
adaptability of people to change
demand for the change in the part of the organisation
Risk dimensions
Specific risk dimensions include:
impact of the solution (its potential for disruption to production, quality, delivery and budgets)
readiness of people to accept the change, including readiness to accept changes in role and responsibilities
availability of resources, including financial, plant and equipment, and dedicated personnel
Transition approach
Transition approach will depend on the nature of the risks determined and will include:
transition style (top down/pilot/process focused/ delegated change)
degree of sponsorship to be cascaded
balance of engagement/involvement
internal and/or external resources
use of change to build organisation capacity
High level involvement plans
High level involvement plans aim to create ownership by involving groups in specific activities within defined constraints of:
objectives for involvement
decision parameters and
timing of involvement
The specific activities include:
problem/opportunity identification
solution design
implementation/transition planning
solution building
solution testing
solution piloting
training design
training delivery
communication roll out
solution roll out
Alignment plan
Alignment plan ensures alignment and sustainability between:
policies, processes and procedures
incentives and rewards (KPIs and intended outcomes)
consequences and penalties for non-compliance
preventing pre-change behaviours and patterns recurring
Sustaining improvement
Improvement may be sustained by including it in:
standard procedures and work instructions
standard practice
other relevant documents and practices

Team leader
Team leader may include:
any person who may have either a permanent or an ad hoc role in facilitating the function of a team in a workplace

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
A person who demonstrates competency in this unit must be able to provide evidence of the ability to:
prepare for and deliver change
communicate with all stakeholders
develop consensus among stakeholders
undertake risk analysis of proposed changes
develop and implement of change management plans that have objectives, measurable KPIS and tested solutions to anticipated contingencies.
Context of and specific resources for assessment
Assessment of performance must be undertaken in a workplace using or implementing one or more competitive systems and practices.
Access may be required to:
workplace procedures and plans relevant to work area
specifications and documentation relating to planned, currently being implemented, or implemented changes to work processes and procedures relevant to the assessee
documentation and information in relation to production, waste, overheads and hazard control/management
reports from supervisors/managers
case studies and scenarios to assess responses to contingencies.
Method of assessment
A holistic approach should be taken to the assessment.
Competence in this unit may be assessed by using a combination of the following to generate evidence:
demonstration in the workplace
workplace projects
suitable simulation
case studies/scenarios (particularly for assessment of contingencies, improvement scenarios, and so on)
targeted questioning
reports from supervisors, peers and colleagues (third-party reports)
portfolio of evidence.
In all cases it is expected that practical assessment will be combined with targeted questioning to assess underpinning knowledge.
Where applicable, reasonable adjustment must be made to work environments and training situations to accommodate ethnicity, age, gender, demographics and disability.
Guidance information for assessment
Assessment processes and techniques must be culturally appropriate and appropriate to the language and literacy capacity of the candidate and the work being performed.