Elements and Performance Criteria

The Range of Variables explains the contexts within which the performance and knowledge requirements of this standard may be assessed. The scope of variables chosen in training and assessment requirements may depend on the work situations available.

What comparative analysis techniques may be relevant to this competency standard?
Relevant comparative analysis techniques will use current enterprise data and make comparisons with historical data from the enterprise, industry benchmarks and other enterprises.

What business systems can be included?
Planning, recordkeeping, financial accounting, performance monitoring, management of capital, and taxation.

What Quality Assurance schemes may be included in this competency standard?
Quality Assurance programs may include those designed by industry groups, processors and retailers.

Which environmental/natural resource parameters are relevant?
Environmental parameters may include water quality (supply and drainage), soil characteristics and features, biodiversity, and habitats.

What measurable targets and performance standards may be included?
Targets and performance standards will be relevant to the enterprise and may relate to yield/production potential, price objectives, and performance ratios.

What Quality Standards could be included in this competency standard?
Quality standards will be defined by the manager, with a focus on customer requirements.

What communication strategies can be used?
Communication strategies may include staff meetings, white boards, memos and emails.

What mechanisms for gaining feedback may be relevant to this competency standard?
Feedback may be obtained from customers/purchasers, internal stakeholders, suppliers and other service providers.

What would constitute an appropriate evaluation cycle?
An appropriate evaluation cycle will be documented and the frequency of evaluations will be determined according to the rate of improvement being sought and achieved, and the requirements of stakeholders.

What comparative analysis techniques may be relevant to this competency standard?
Relevant comparative analysis techniques will use current enterprise data and make comparisons with historical data from the enterprise, industry benchmarks and other enterprises.

What business systems can be included?
Planning, recordkeeping, financial accounting, performance monitoring, management of capital, and taxation.

What Quality Assurance schemes may be included in this competency standard?
Quality Assurance programs may include those designed by industry groups, processors and retailers.

Which environmental/natural resource parameters are relevant?
Environmental parameters may include water quality (supply and drainage), soil characteristics and features, biodiversity, and habitats.

What measurable targets and performance standards may be included?
Targets and performance standards will be relevant to the enterprise and may relate to yield/production potential, price objectives, and performance ratios.

What Quality Standards could be included in this competency standard?
Quality standards will be defined by the manager, with a focus on customer requirements.

What communication strategies can be used?
Communication strategies may include staff meetings, white boards, memos and emails.

What mechanisms for gaining feedback may be relevant to this competency standard?
Feedback may be obtained from customers/purchasers, internal stakeholders, suppliers and other service providers.

What would constitute an appropriate evaluation cycle?
An appropriate evaluation cycle will be documented and the frequency of evaluations will be determined according to the rate of improvement being sought and achieved, and the requirements of stakeholders.

What evidence is required to demonstrate competence for this standard as a whole?
Competence in designing and managing the enterprise quality management system requires quality managed systems have been successfully and appropriately designed and managed in an agricultural or horticultural enterprise. The skills and knowledge required to design and manage the enterprise quality management system must be transferable to a range of work environments and contexts. For example, this could include different rural enterprises and commodity areas.
What specific knowledge is needed to achieve the performance criteria?

Knowledge and understanding are essential to apply this standard in the workplace, to transfer the skills to other contexts, and to deal with unplanned events. The knowledge requirements for this unit are listed below:

Quality Management (QM) objectives
leadership strategies to establish QM business culture
analysis skills related to the product market, Quality Assurance (QA) programs
performance measurement
benchmarking strategies for analysing production and financial performance
environmental standards and monitoring processes
codes of practice
strategic planning processes
scanning techniques for strengths, weaknesses, opportunities and threats
techniques and formats for establishing measurable performance targets
recording and reporting systems
Human Resource management and training practices/systems related to continuous improvement standards.

What specific skills are needed to achieve the performance criteria?

To achieve the performance criteria, some complementary skills are required. These skills include the ability to:

compare enterprise systems and processes with industry benchmarks
identify areas for improvement within the enterprise
undertake continuous monitoring of systems and processes.

Are there other competency standards that could be assessed with this one?
This competency standard

Essential Assessment Information
There is essential information about

What specific knowledge is needed to achieve the performance criteria?

Knowledge and understanding are essential to apply this standard in the workplace, to transfer the skills to other contexts, and to deal with unplanned events. The knowledge requirements for this unit are listed below:

Quality Management (QM) objectives
leadership strategies to establish QM business culture
analysis skills related to the product market, Quality Assurance (QA) programs
performance measurement
benchmarking strategies for analysing production and financial performance
environmental standards and monitoring processes
codes of practice
strategic planning processes
scanning techniques for strengths, weaknesses, opportunities and threats
techniques and formats for establishing measurable performance targets
recording and reporting systems
Human Resource management and training practices/systems related to continuous improvement standards.

What specific skills are needed to achieve the performance criteria?

To achieve the performance criteria, some complementary skills are required. These skills include the ability to:

compare enterprise systems and processes with industry benchmarks
identify areas for improvement within the enterprise
undertake continuous monitoring of systems and processes.

Are there other competency standards that could be assessed with this one?
This competency standard

Essential Assessment Information
There is essential information about

There are a number of processes that are learnt throughout work and life, which are required in all jobs. They are fundamental processes and generally transferable to other work functions. Some of these are covered by the key competencies, although others may be added. The questions below highlight how these processes are applied in this competency standard. Following each question a number in brackets indicates the level to which the key competency needs to be demonstrated where 0 = not required, 1 = perform the process, 2 = perform and administer the process and 3 = perform, administer and design the process.
Communicating ideas and information
Through interaction with staff and financial service providers. (3)

Communicating ideas and information
Through interaction with staff and financial service providers. (3)

Collecting analysing and organising information
Through analysis of enterprise business records and characteristics. (3)

Collecting analysing and organising information
Through analysis of enterprise business records and characteristics. (3)

Planning and organising activities
According to industry best practice and codes of practice. (3)

Planning and organising activities
According to industry best practice and codes of practice. (3)

Working with others and in teams
In compiling data for comparative analysis. (3)

Working with others and in teams
In compiling data for comparative analysis. (3)

Using mathematical ideas and techniques
Through calculations associated with business recordkeeping systems and data analysis. (3)

Using mathematical ideas and techniques
Through calculations associated with business recordkeeping systems and data analysis. (3)

Solving problems
Through benchmarking and comparative analysis of industry best practice. (3)

Solving problems
Through benchmarking and comparative analysis of industry best practice. (3)

Using technology
In maintenance of records and use of computer software applications. (3)

Using technology
In maintenance of records and use of computer software applications. (3)