Unit of competency Outline
Date retreived
22/07/2026 9:03 PM AWST
22/07/2026 9:03 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 competitive manufacturing processes in a jobbing shop environment
Manage competitive manufacturing processes in a jobbing shop environment
Unit of competency
National Code
MSACMS604A
MSACMS604A
State Code
W8982
W8982
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
06/05/2011
Field of Education
080315 - Project Management
Original Release Date
06/05/2011
Nominal Hours
60
Description
This unit covers the knowledge and skills required to prepare for, and manage the introduction of, a competitive manufacturing process in a jobbing/batching/contracting manufacturing environment.
Notes
Elements and Performance Criteria
1. Analyse the existing manufacturing process.
- 1.1. Identify enterprise capability for products and processes
- 1.2. Identify the major processing steps in meeting customer order or orders
- 1.3. Consult with employees, managers and other major stakeholders on major expected benefits from a move to a competitive manufacturing strategy
- 1.4. Identify lead times, throughput times and waiting times throughout process of meeting a customer order
- 1.5. Identify variations within the process
- 1.6. Identify causes of the variations
2. Draft a virtual flow process
- 2.1. Map flow of information, material, and people for each product family
- 2.2. Draw a current state value stream map for the process as a virtual flow process.
- 2.3. Analyse the current value stream map for waste
- 2.4. Draft possible future state value stream map(s)
- 2.5. Calculate benefits flowing from future State map(s)
- 2.6. Consult with stakeholders to validate these benefits
3. Prepare proposals for process redesign
- 3.1. Identify options for the delivery of changes required to move to future state value stream map(s)
- 3.2. Plan as to how these changes might be implemented including resource, industrial relations, workforce development and occupational health and safety considerations and implications
- 3.3. Cost the proposed changes and determine benefit cost ratios
- 3.4. Prepare recommendations for change
- 3.5. Negotiate/consult with relevant stakeholders to establish the preferred option.
4. Implement the plan.
- 4.1. Arrange for altered process layout as required
- 4.2. Arrange for altered infrastructure needs as required
- 4.3. Monitor the implementation of the plan, making adjustments as required
- 4.4. Review the new value stream and check that expected benefits have been obtained
- 4.5. Put in place a continuous improvement mechanism for the new value stream.
RANGE STATEMENT
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 manufacturing strategy
Competitive manufacturing strategy may include one or more of:
Six sigma
Lean Manufacturing
Agile Manufacturing
Just in Time (JIT)
Supply chain management
Value Chain Management
Total Quality
Pro Active maintenance
Elimination of waste
Balanced Scorecard
Variations
Variations are deviations from desired targets and may cover variations in:
quality
time
cost
OHS
Waste
Waste (also known as muda in the Toyota Production System and its derivatives) is any activity which does not contribute to customer benefit or features in the product. Within manufacturing, 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
Waste for this unit may include activities which do not yield any benefit to the organisation or any benefit to the organisations customers.
Stakeholders
Stakeholders may include:
managers
supervisors
employees
shareholders
OHS mechanisms/representatives
IR mechanisms/representatives
suppliers
customers
service providers
Infrastructure needs
Infrastructure needs may include:
physical infrastructure, including plant, equipment, tools, systems and processes
information and control infrastructure
work organisation including numbers of employees
work structure and skills and knowledge held by employees
workforce development and, where required, training
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 manufacturing strategy
Competitive manufacturing strategy may include one or more of:
Six sigma
Lean Manufacturing
Agile Manufacturing
Just in Time (JIT)
Supply chain management
Value Chain Management
Total Quality
Pro Active maintenance
Elimination of waste
Balanced Scorecard
Variations
Variations are deviations from desired targets and may cover variations in:
quality
time
cost
OHS
Waste
Waste (also known as muda in the Toyota Production System and its derivatives) is any activity which does not contribute to customer benefit or features in the product. Within manufacturing, 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
Waste for this unit may include activities which do not yield any benefit to the organisation or any benefit to the organisations customers.
Stakeholders
Stakeholders may include:
managers
supervisors
employees
shareholders
OHS mechanisms/representatives
IR mechanisms/representatives
suppliers
customers
service providers
Infrastructure needs
Infrastructure needs may include:
physical infrastructure, including plant, equipment, tools, systems and processes
information and control infrastructure
work organisation including numbers of employees
work structure and skills and knowledge held by employees
workforce development and, where required, training
EVIDENCE GUIDE
The Evidence Guide describes the underpinning knowledge and skills that must be demonstrated to prove competence. it is essential for assessment and must be read in conjunction with the performance criteria, the range statement and the assessment guidelines of the relevant training package.
Overview of assessment requirements
The person being assessed should be able to demonstrate competency in implementing and managing a competitive manufacturing approach in a jobbing shop environment.
What are the specific resource requirements for this unit?
Access to a jobbing shop implementing competitive manufacturing.
What critical aspects of evidence is required to demonstrate competency in this unit?
Evidence of the move to competitive manufacturing in a jobbing shop should be available
In what context should assessment occur?
Assessment will need to occur in a jobbing shop implementing/wishing to implement a competitive manufacturing strategy
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 relevant 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?
Generally assessment over a period of time would be needed to generate sufficient evidence. It is unlikely that a single assessment event would provide sufficient evidence and project and portfolio approaches are recommended
The Evidence Guide describes the underpinning knowledge and skills that must be demonstrated to prove competence. it is essential for assessment and must be read in conjunction with the performance criteria, the range statement and the assessment guidelines of the relevant training package.
Overview of assessment requirements
The person being assessed should be able to demonstrate competency in implementing and managing a competitive manufacturing approach in a jobbing shop environment.
What are the specific resource requirements for this unit?
Access to a jobbing shop implementing competitive manufacturing.
What critical aspects of evidence is required to demonstrate competency in this unit?
Evidence of the move to competitive manufacturing in a jobbing shop should be available
In what context should assessment occur?
Assessment will need to occur in a jobbing shop implementing/wishing to implement a competitive manufacturing strategy
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 relevant 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?
Generally assessment over a period of time would be needed to generate sufficient evidence. It is unlikely that a single assessment event would provide sufficient evidence and project and portfolio approaches are recommended
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WD549 | MSS405005A | Manage competitive systems and practices responding to individual and unique customer orders | Unit of competency |
