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
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
Competitive systems and practices tools
Competitive systems and practices tools include:
5S
6 sigma
continuous improvement
cause effect diagrams
Customer
Competitive systems and practices organisations encompass the entire production system, beginning with the customer, and includes:
the product sales outlet
the final assembler
product design
raw material mining and processing
all tiers of the value stream (sometimes called the supply chain)
Customer may include:
internal or external customers, and should also include the final customer as the basis for the identification of waste
The unit does not require interfacing directly with the external customer, but there should be sufficient information to identify customer benefits and features
Supplier
Supplier may include:
an internal supplier
an external supplier
The unit does not require interfacing directly with external suppliers, but there should be sufficient information to enable identification of supplier abilities
Waste
Waste (also known as muda in the Toyota Production System and its derivatives) is any activity which does not contribute to customer benefit/features in the product. 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
other activities which do not yield any benefit to the organisation or any benefit to the organisations customers
Operations

Operations indicate:
the holistic combination of the process, plant and equipment, procedures and practices, including the skills and work organisation of the workforce, which make up the productive organisation
Implement improvements
Implementation of improvements may be undertaken:
within own job role
as part of processes and operations in the work area or team

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 their ability to:
identify key performance indicators appropriate to their own work area
implement and review competitive systems and practices in own work, including interaction with others in the work area in the areas of:
HSE performance
quality consistency
capability and performance by team members
customer benefit/cost ratio
reduce lead time to delivery
select improvements that deliver the greatest overall benefit
monitor the implementation of improvements and make appropriate adjustments.
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 for appropriate portions
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.