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 CRM database, accounting packages, business intelligence or other office process-related database programs
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
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
Office
An office may include:
a physical location where information/ administrative/transaction based functions are conducted and documents stored either in hard copy or electronically, such as:
administration
ordering and quoting
sales and marketing
contracts and tendering
customer service
Office may also be applied to functions relevant to office responsibilities that are undertaken outside the physical office location, such as:
sales representatives placing orders remotely
employees working from home on office-related work
office-related access levels and processes given to non-employees (e.g.customers, suppliers and regulators)
Lead implementation
Leading implementation includes either:
having formal leadership responsibility, such as a team leader or
individuals who are required to have the ability to lead by example and mentor others, such as:
experienced or senior operators
specialists who must use their technical expertise to facilitate implementation of competitive systems and practices
Imposed exclusions
Imposed exclusions are wastes (muda) that are required but do not add value. They should be formally identified as muda in the competitive systems implementation. Examples include:
equipment excluded from efficiency or layout review because of budget constraints, licences, and so on
regulatory requirements that do not add value
enterprise requirements, policies or procedures beyond the influence of the team
Waste
Waste (also known as muda in the Toyota Production System and its derivatives) includes:
errors in documents or data
transport of documents
doing unnecessary work
waiting for the next process step
process of getting approvals
unnecessary motions
backlog in work queues
underutilised employees
too many signature/approval levels
unclear job descriptions
obsolete databases/files/folders
collecting unnecessary data
interruptions that do not add value
purchase orders not matching quotation
full or bulk printouts when partial printout would do
printing out when electronic files could serve the purpose
holding unnecessary stock of office supplies
generating reports that are not read
KPIs
KPIs may include metrics, such as:
process/cycle time, lead time, response time and value-add time
changeover time between different work processes
customer demand rates
inventory/work in progress/inbox
equipment/technology access and reliability
energy use
waste to landfill
percentage complete and accurate

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:
identify the scope of the services supplied by the office and the deliverables expected by customers
facilitate and motivate others in competitive systems and practices
identify barriers to implementation of competitive systems and practices in an office
communicate and gain support for changes made as a result of the implementation of the competitive systems and practices
review the implementation of changes.
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.