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
Scope of improvement systems

The scope of the improvement systems includes:
target divisions, operations, work processes, products and sites that stakeholders want included in a particular improvement system
goals and objectives of the organisation:
levels of targeting for the continuous improvement system, including the system level focusing on the value stream and the overall achievement of customer defined features/benefits
process level focusing on individual processes, teams and team leaders
Relevance of KPIs
Relevance of KPIs includes:
appropriateness (did they lead to/encourage desirable performance?)
currency (are they still encouraging desirable performance?)
unintended consequences (do they lead to outcomes which are not desirable - even if some performance is desirable?)
signal/noise (is the balance between desirable and undesirable outcomes strong and positive?)
Instructions for incremental or breakthrough improvement processes
Instructions for incremental or breakthrough improvement process include:
methods for employees to suggest incremental or breakthrough improvement
criteria for identifying a breakthrough improvement need
approval processes
monitoring and reporting processes
Procedures

Procedures may include:
work instructions
standard operating procedures
formulas/ recipes
batch sheets
temporary instructions and similar instructions provided for the smooth running of the plant, process or operation
good operating practice as may be defined by industry codes of practice (e.g. good manufacturing practice (GMP) and responsible care)
government regulations
required procedures under legislation or regulation, awards and enterprise agreements
Procedures may be:
written, verbal, computer based or in some other format
Waste
Waste (also known as muda in the Toyota Production System and its derivatives) is any activity which does not contribute to customer benefit/features in the product or process. Categories of waste include:
excess production and early production
delays
movement and transport
poor process design
inventory
inefficient performance of a process
making defective items
activities which do not yield any benefit to the organisation or any benefit to the organisations customers
Solve performance issues
Solving performance issues includes:
generating improvement ideas (brainstorming/asking experts)
selecting most appropriate improvement ideas to proceed with
conducting experiments where required to test idea
making final selection of improvement ideas
determining most appropriate improvement strategy (i.e. incremental or breakthrough (kaizen blitz) improvement)

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:
interpret operations, processes and products in terms of customer features/benefits and then set appropriate KPIs
prepare appropriate documentation for continuous and breakthrough improvement processes
establish decision making processes for considering system level continuous improvement suggestions
encourage and lead others in implementing continuous improvement system
problem solve implementation issues with continuous improvement system
lead and motivate others in planning, implementing and sustaining improvements.
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.