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
Just in Time (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
Codes of practice/standards
Where reference is made to industry codes of practice, and/or Australian/international standards, the latest version must be used
Major non-conformance
A major non-conformance may be:
a failure to receive a delivery
receiving a delivery which is out of specification
a failure of the transport system to make deliveries to customers or from suppliers
a problem in the process which fails to produce product or only produces non-conforming product
a major incident, such as a fire or loss of containment
a breakdown of critical plant/equipment
a commercial or legal problem which affects the ability to produce to requirements
excessive absences of key personnel due to illness or transport breakdown
a security situation preventing key personnel from performing their duties and/or deliveries being made
a major supply shortage or price increase
Business impacts
Business impacts may include:
sudden increase in defect rates
loss of supply of materials or components
loss or severe restriction of operational capability
loss of transport from process
increases in fuel energy costs
increases in the cost of finance/capital
Performance
Performance includes:
the production volume, quality, cost, HSE and similar measures as appropriate at the team level
Response
Response includes all those strategies which will minimise the impact of the non-conformance on the customer and must be consistent with:
the philosophies and strategies of the organisation
HSE requirements
delivery, statutory and contractual requirements
Response may include:
supply from another source
production from other areas
agreements for reduced supply
agreements to accept different quality
Response duration may include:
short term response to cover immediate situation
different long and medium term response
transition strategies where there are different strategies at different phases of the response
Timing of responses
Timing of response may be controlled by the nature of the non-conformance and may include:
implementation following initial containment/ stabilisation of situation (e.g. where the non-conformance is a major incident, such as a fire or loss of containment)
immediate initiation but delayed implementation (e.g. where the non-conformance is a breakdown of critical plant/equipment which will require repair/replacement before implementation)
immediate implementation (e.g. when the non-conformance does not prevent the response from starting or there is an alternative which bypasses the non-conformance)
HSE
All changes implemented are expected to be at least neutral, or preferably beneficial, in their impact on HSE
Stakeholders
Stakeholders may include:
work team members, value stream members as well as other stakeholders and may be internal and external to the team and possibly the organisation
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:
recognise extent and nature of a major non-conformance and deal effectively with a
define the impact of the non-conformance on operations and customers
develop and prioritise appropriate responses to contain the impacts of the non-conformance
implement, monitor and modify responses.
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.