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 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
Data systems
Data systems are to include:
health, safety and environment (HSE) and maintenance systems along with process and quality systems
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 are expected to be at least neutral, or preferably beneficial, in their impact on HSE
Data
Data may come from any or all of a range of internal and value stream sources, including:
SPC processes
six sigma processes
quality processes
plant instrumentation and control data
Causes of data events
Data events need to be analysed to separate causes of changes in data from those which may coincidentally be chronologically correlated
Performance not to expectation/norm
Performance outside the normal range (good or bad) may be expected to have an assignable cause which when identified can add to knowledge
Other value stream members
Other value stream members includes:
internal and external suppliers and customers
Learning
Learning is something which can be passed on and is a recordable event or method which leads to change in practice
Systems for the capture of knowledge
Systems for the capture of knowledge may be paper based electronic or other and may include:
clip boards on the line
problem solving templates
procedures templates
whiteboards/other noticeboards
databases and other electronic records
incident reports
maintenance requests
They may have as part of them a method of knowledge retrieval and possibly of searching, filing and cataloguing
Record
Appropriate records include systems which ensure knowledge:
is not just retained by an individual
is available to others
survives beyond the departure of individual
has an allocated a level of importance
Stakeholders
Stakeholders may include:
work team members
value stream members

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.
Overview of assessment
Competence must be demonstrated in the ability to recognise, extract and record learning from workplace generated data.
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:
sort relevant from irrelevant data, including establishing correlations
find and collate data from less obvious sources
translate data into information relevant to operational and improvement activities
make ongoing additions to the learning system
use the learning system to validate data-based improvement activities.
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 oracy, language and literacy capacity of the candidate and the work being performed.