Unit of competency Outline
Date retreived
22/07/2026 12:45 PM AWST
22/07/2026 12:45 PM 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.
Manage people relationships
Manage people relationships
Unit of competency
National Code
MSACMC611A
MSACMC611A
State Code
W8969
W8969
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
30/06/2011
Field of Education
080303 - Human Resource Management
Original Release Date
30/06/2011
Nominal Hours
60
Description
This unit covers the knowledge and skills needed to manage the human relationship aspects of implementing and operating competitive manufacturing systems.
Notes
Elements and Performance Criteria
1. Develop an open environment
- 1.1. Establish and maintain regular dialogue between all levels and all relevant sections of the organisation1.2. Encourage a flow of communications in both directions1.3. Identify key personnel for communications 1.4. Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions 1.5. Develop and maintain regular and frequent verbal communication with all key stakeholders
2. Identify significant issues
- 2.1. In liaison with relevant team members/stakeholders, identify current and potential issues 2.2. Assist team members/stakeholders to formulate issues2.3. Identify and define boundary and ' non-negotiable' issues for all team members/stakeholders2.4. Negotiate with relevant team members/stakeholders over actual and potential issues
3. Proactively resolve issues
- 3.1. Liaise with team members/stakeholders to develop agreed, and where possible win-win, solutions3.2. Negotiate acceptable solutions as required in accordance with company practices/procedures3.3. Obtain any required official authorisations3.4. Consult with relevant stakeholders to develop implementation plan3.5. Implement solution
4. Monitor ongoing situation
- 4.1. Determine relevant Key Performance Indicators (KPIs) for plan4.2. Check that implementation is proceeding to plan4.3. Check for unforeseen consequences4.4. Take appropriate action to resolve any arising issues
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
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.
Key personnel for communication include formally identified managers, supervisors and workforce delegates as well as key opinion shapers (such as employees with specialist technical knowledge) on the issue being communicated.
Formal mechanisms for communication will vary according to the enterprise but may include notice boards, employee circulars, consultative committees, staff associations, union representatives, team leaders.
Stakeholders include team members, personnel officers, industrial officers, union delegates, production management, human relations management, financial management, engineering/technical personnel.
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
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.
Key personnel for communication include formally identified managers, supervisors and workforce delegates as well as key opinion shapers (such as employees with specialist technical knowledge) on the issue being communicated.
Formal mechanisms for communication will vary according to the enterprise but may include notice boards, employee circulars, consultative committees, staff associations, union representatives, team leaders.
Stakeholders include team members, personnel officers, industrial officers, union delegates, production management, human relations management, financial management, engineering/technical personnel.
Overview of assessment requirements
The person will be able to develop a relationship with the team members which will make a positive contribution to the organisation.
What are the specific resource requirements for this unit?
Access to a workplace implementing competitive manufacturing strategies is required. No other specific resources are required.
What critical aspects of evidence are required to demonstrate competency in this unit?
Evidence of managing people relationships and dealing with issues.
In what context should assessment occur?
Assessment will need to occur in a competitive manufacturing organisation and where the individual is responsible for managing people relationships or by case study.
Are there any other units which could or should be assessed with this unit or which relate directly to this unit?
This unit may be assessed concurrently with appropriate units.
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 should be available from an extended period of time and may be historic if the person has been in this role for some time.
The person will be able to develop a relationship with the team members which will make a positive contribution to the organisation.
What are the specific resource requirements for this unit?
Access to a workplace implementing competitive manufacturing strategies is required. No other specific resources are required.
What critical aspects of evidence are required to demonstrate competency in this unit?
Evidence of managing people relationships and dealing with issues.
In what context should assessment occur?
Assessment will need to occur in a competitive manufacturing organisation and where the individual is responsible for managing people relationships or by case study.
Are there any other units which could or should be assessed with this unit or which relate directly to this unit?
This unit may be assessed concurrently with appropriate units.
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 should be available from an extended period of time and may be historic if the person has been in this role for some time.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| W2560 | MCMC611A | Manage people relationships | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WD553 | MSS405011A | Manage people relationships | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W527 | MSA51108 | Diploma of Competitive Manufacturing | Qualification |
| W529 | MSA61108 | Advanced Diploma of Competitive Manufacturing | Qualification |
| D631 | SFI50511 | Diploma of Seafood Processing | Qualification |
| D552 | MSS50111 | Diploma of Sustainable Operations | Qualification |