Unit of competency Outline
Date retreived
22/07/2026 5:03 AM AWST
22/07/2026 5:03 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Lead change in a manufacturing environment
Lead change in a manufacturing environment
Unit of competency
National Code
MSACMC410A
MSACMC410A
State Code
W8965
W8965
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
11/09/2014
Field of Education
080307 - Organisation Management
Original Release Date
11/09/2014
Nominal Hours
50
Description
This unit covers the knowledge and skills needed by people who are given the responsibility of leading change processes in a manufacturing organisation. The change may be occurring in manufacturing or in the support functions of maintenance, office, warehousing etc.
Notes
Elements and Performance Criteria
1. Define nature and impact of change
- 1.1. Identify enterprise aims and objectives of the change1.2. Identify opportunities for implementation of change within team and production environment1.3. Determine impacts of change within team and production environment1.4. Develop a description of the change, including its potential benefits and impacts on own work and work of team members1.5.
2. Identify Key Performance Indicators (KPIs)
- 2.1. Undertake liaison with managers, engineers and other staff responsible for designing and/or implementing change2.2. Identify Key Performance Indicators (KPIs) for own and team's area of responsibility2.3. Communicate Key Performance Indicators (KPIs) to all relevant stakeholders2.4. Check that data collection and processing are appropriate for Key Performance Indicators (KPIs)2.5. Raise and resolve issues related to Key Performance Indicators (KPIs) with relevant personnel2.6.
3. Liaise with key stakeholders
- 3.1. Identify key stakeholders impacted by the change3.2. Communicate with key stakeholders within scope of authority3.3. Identify and address issues and concerns of each stakeholder if within scope of authority 3.4. Develop and/or locate information required to address key concerns3.5. Refer issues and concerns outside of scope of authority to appropriate personnel3.6.
4. Develop a strategy to help work teams implement change
- 4.1. Develop a work plan including timetable, key performance indicators, training needs, occupational health and safety (OHS) implications, contingency plans, and responsibilities with team members and senior managers, engineers and other staff responsible for designing and/or implementing change 4.2. Make information required to support change available to team members4.3. Communicate/circulate draft work plan to team members, supervisors, technical experts and other appropriate personnel for comment4.4. Assess suggested changes and incorporated into work plan where appropriate4.5.
5. Implement change
- 5.1. Obtain authorisation to commence change implementation in accordance with enterprise procedures5.2. Implement change in accordance with work plan and enterprise OHS and consultation procedures5.3.
6. Monitor implementation of change
- 6.1. Maintain open communication channels with all stakeholders during implementation6.2. Monitor Key Performance Indicators (KPIs) during implementation6.3. Encourage and facilitate improvement suggestions of team members6.4. Identify areas requiring improvement in change implementation6.5. Make improvements to implementation according to enterprise procedures6.6.
Competitive manufacturing is used to describe the range of systemic manufacturing practice concepts and approaches. It covers but is not limited to:
lean manufacturing
agile manufacturing
preventative and predictive maintenance approaches
monitoring and data gathering systems such as Systems Control and Data Acquisition (SCADA)software, Enterprise Resource Planning (ERP)systems, Manufacturing Resource Planning (MRP), and proprietary systems such as SAP etc.
statistical process control systems including six sigma and three sigma
Just in Time (JIT), kanban and other pull related manufacturing control systems
supply, value, and demand chain monitoring and analysis
other continuous improvement systems.
Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organisation, culture, regulatory environment and manufacturing sector.
Team may include work teams from all sections of the organisation including production, maintenance, technical, administration/finance, sales/marketing.
The philosophy of continual improvement is that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality, and other aspects relevant to the process.
Superimposed on this is the concept of breakthrough change when a large change/improvement is made which can shift the direction or operation of the organisation. Once such breakthrough change is the introduction of competitive manufacturing.
Issues and concerns may be communicated formally and informally and can include individual and group concerns as well as those expressed by and through industrial processes.
A work plan can be written or informal but must include consideration of timetable, key performance indicators, training needs, OHS implications, contingency plans and responsibilities. The work plan must be capable of being coherently communicated to others.
lean manufacturing
agile manufacturing
preventative and predictive maintenance approaches
monitoring and data gathering systems such as Systems Control and Data Acquisition (SCADA)software, Enterprise Resource Planning (ERP)systems, Manufacturing Resource Planning (MRP), and proprietary systems such as SAP etc.
statistical process control systems including six sigma and three sigma
Just in Time (JIT), kanban and other pull related manufacturing control systems
supply, value, and demand chain monitoring and analysis
other continuous improvement systems.
Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organisation, culture, regulatory environment and manufacturing sector.
Team may include work teams from all sections of the organisation including production, maintenance, technical, administration/finance, sales/marketing.
The philosophy of continual improvement is that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality, and other aspects relevant to the process.
Superimposed on this is the concept of breakthrough change when a large change/improvement is made which can shift the direction or operation of the organisation. Once such breakthrough change is the introduction of competitive manufacturing.
Issues and concerns may be communicated formally and informally and can include individual and group concerns as well as those expressed by and through industrial processes.
A work plan can be written or informal but must include consideration of timetable, key performance indicators, training needs, OHS implications, contingency plans and responsibilities. The work plan must be capable of being coherently communicated to others.
Overview of assessment requirements
The competent person would be able to facilitate the implementation of change by effective communication with all relevant people and by facilitating improvements to the change.
What critical aspects of evidence are required to demonstrate competency in this unit?
Evidence of changes facilitated would be required.
In what context should assessment occur?
Assessment needs to occur in an organisation implementing a significant change either to, or in a competitive manufacturing environment or by a project.
Are there any other units which could or should be assessed with this unit or which relate directly to this unit?
This unit could be assessed concurrently with other team leader units dealing with change/improvement in the organisation.
What method of assessment should apply?
Assessors must be satisfied that the person can consistently perform the unit as a whole, as defined by the elements, performance criteria, skills and knowledge. A holistic approach should be taken to the assessment.
Assessors should gather sufficient, fair, valid, reliable, authentic and current evidence from a range of sources. Sources of evidence may include direct observation, reports from supervisors, peers and colleagues, project work, samples, organisation records and questioning. Assessment should not require language, literacy or numeracy skills beyond those required for the unit.
The assessee will have access to all techniques, procedures, information, resources and aids which would normally be available in the workplace.
The method of assessment should be discussed and agreed with the assessee prior to the commencement of the assessment.
What evidence is required for demonstration of consistent performance?
Evidence from one significant change may be sufficient. For less significant changes, a range of changes will be needed to generate sufficient evidence.
What are the specific resource requirements for this unit?
Access to an organisation implementing a significant change to or in competitive manufacturing.
The competent person would be able to facilitate the implementation of change by effective communication with all relevant people and by facilitating improvements to the change.
What critical aspects of evidence are required to demonstrate competency in this unit?
Evidence of changes facilitated would be required.
In what context should assessment occur?
Assessment needs to occur in an organisation implementing a significant change either to, or in a competitive manufacturing environment or by a project.
Are there any other units which could or should be assessed with this unit or which relate directly to this unit?
This unit could be assessed concurrently with other team leader units dealing with change/improvement in the organisation.
What method of assessment should apply?
Assessors must be satisfied that the person can consistently perform the unit as a whole, as defined by the elements, performance criteria, skills and knowledge. A holistic approach should be taken to the assessment.
Assessors should gather sufficient, fair, valid, reliable, authentic and current evidence from a range of sources. Sources of evidence may include direct observation, reports from supervisors, peers and colleagues, project work, samples, organisation records and questioning. Assessment should not require language, literacy or numeracy skills beyond those required for the unit.
The assessee will have access to all techniques, procedures, information, resources and aids which would normally be available in the workplace.
The method of assessment should be discussed and agreed with the assessee prior to the commencement of the assessment.
What evidence is required for demonstration of consistent performance?
Evidence from one significant change may be sufficient. For less significant changes, a range of changes will be needed to generate sufficient evidence.
What are the specific resource requirements for this unit?
Access to an organisation implementing a significant change to or in competitive manufacturing.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| W7696 | MCMC411A | Lead a competitive manufacturing team | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WD518 | MSS403010A | Facilitate change in an organisation implementing competitive systems and practices | Unit of competency |