Elements and Performance Criteria

The Range Statement provides advice to interpret the scope and context of this unit of competence, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:
Legislation, codes and national standards relevant to the workplace which may include:
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
relevant industry codes of practice
Strategies means:
long term plans which will guide the organisation in achieving its mission
Supply chain refers to:
a network of facilities that procures raw materials, transforms them into intermediate products (or services) and then finished goods (or services), and delivers them through a distribution system. It spans procurement, production and distribution; views them not as discrete elements but interlinked
Performance reports may include:
financial
budget/cost variance
OHS
environmental
quality
customer service
other operating parameters
Specialists refers to:
those people inside and outside the organisation who are expert in the application of technology to process systems and procedures, relevant to the organisation's business
Creative climate means:
a climate of high motivation, extensive expertise, deliberative and lateral thinking time to think through and test out ideas
Organisation learning refers to:
the extent to which groups and individuals within an organisation are given the opportunity to learn from each other and encouraged to share their learning
Failure means:
partial or total failure of an innovation or idea to meet the pre-determined objectives/outcomes
Risk management means:
the process of identification of potential negative events and the development of plans to mitigate or minimise the likelihood of the negative event occurring and/or the consequences in the event it does occur
Cost benefit analyses means:
a calculation to determine whether the results/outcomes of a particular course of action are sufficient to justify the costs and risks in taking that action
Innovations means:
to bring in something new to the organisation. It may be an adaptation or change to a process, product, service, procedure or system, as well as something completely new
Continuous improvement means:
consistently reviewing what we do in search of a better way and improving the organisation in every aspect of its activities
Resources may include:
physical
financial
human
Transition plan means:
a process of communication and education to help people through major change programs which impact on the way they do their work or them personally
Contingency plan means:
a plan which will deal with the uncertainty of a proposal and will come into operation in the event of a failure or non-conformance
Emerging challenges and opportunities means:
events/incidents relating to the innovation being implemented which could lead to a less effective implementation (challenge) or greater benefits to the organisation than previously thought (opportunity)
The Range Statement provides advice to interpret the scope and context of this unit of competence, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:
Legislation, codes and national standards relevant to the workplace which may include:
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
relevant industry codes of practice
Strategies means:
long term plans which will guide the organisation in achieving its mission
Supply chain refers to:
a network of facilities that procures raw materials, transforms them into intermediate products (or services) and then finished goods (or services), and delivers them through a distribution system. It spans procurement, production and distribution; views them not as discrete elements but interlinked
Performance reports may include:
financial
budget/cost variance
OHS
environmental
quality
customer service
other operating parameters
Specialists refers to:
those people inside and outside the organisation who are expert in the application of technology to process systems and procedures, relevant to the organisation's business
Creative climate means:
a climate of high motivation, extensive expertise, deliberative and lateral thinking time to think through and test out ideas
Organisation learning refers to:
the extent to which groups and individuals within an organisation are given the opportunity to learn from each other and encouraged to share their learning
Failure means:
partial or total failure of an innovation or idea to meet the pre-determined objectives/outcomes
Risk management means:
the process of identification of potential negative events and the development of plans to mitigate or minimise the likelihood of the negative event occurring and/or the consequences in the event it does occur
Cost benefit analyses means:
a calculation to determine whether the results/outcomes of a particular course of action are sufficient to justify the costs and risks in taking that action
Innovations means:
to bring in something new to the organisation. It may be an adaptation or change to a process, product, service, procedure or system, as well as something completely new
Continuous improvement means:
consistently reviewing what we do in search of a better way and improving the organisation in every aspect of its activities
Resources may include:
physical
financial
human
Transition plan means:
a process of communication and education to help people through major change programs which impact on the way they do their work or them personally
Contingency plan means:
a plan which will deal with the uncertainty of a proposal and will come into operation in the event of a failure or non-conformance
Emerging challenges and opportunities means:
events/incidents relating to the innovation being implemented which could lead to a less effective implementation (challenge) or greater benefits to the organisation than previously thought (opportunity)

The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.
Critical Aspects of Evidence
Whilst evidence of success in bringing an idea into the organisation and developing an innovation is always the objective of these activities, evidence of idea creation, innovation, testing and evaluation is more critical. The innovations do not have to work for successful promotion to be evidenced
Evidence of both formal and informal consultation and participation in the search for continuous improvement is essential for this unit
OHS considerations may include:
evaluation of organisation's OHS system and related policies, procedures and programs
implementation of OHS management system with continuous improvement features
Underpinning Knowledge*
* At this level the learner must demonstrate understanding of specialised knowledge with depth in some areas.
Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
Strategic planning
Supply chain management
Performance measurement
Quality management
Electronic commercial applications
Creativity/innovation theories/concepts
Risk management
Contingency plans
Continuous improvement
Underpinning Skills
Quantitative methods including queuing transport, ATM and linear programming techniques
Analytical skills to identify improvement opportunities in relation to the services/products you deliver internally or concepts/ideas in your area of expertise
Evaluative skills to maintain performance and assess the use of alternative suppliers/contractors
Performance measurement skills to develop and manage key performance indicators
Risk management skills to analyse, identify and develop mitigation strategies for identified risks
Cost and benefit analysis skills to produce balanced arguments to support financial proposals
Contingency planning skills to ensure that the risk of failure is minimised and/or in the event of failure, the consequences are minimal
Ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
Resource Implications
The learner and trainer should have access to appropriate documentation and resources normally used in the workplace
Consistency of Performance
In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations
Context/s of Assessment
Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range Statement
Assessment must take account of the endorsed assessment guidelines in the Business Services Training Package
Assessment of performance requirements in this unit should be undertaken in an actual workplace or simulated environment
Assessment should reinforce the integration of the key competencies and the business services common competencies for the particular AQF level. Refer to the Key Competency Levels at the end of this unit
Key Competency Levels
Collecting, analysing and organising information (Level 3) - to undertake performance/variance analysis
Communicating ideas and information (Level 3) - to brief groups on performance improvement strategies
Planning and organising activities (Level 3) - to promote learning and interaction between work groups
Working with teams and others (Level 3) - to undertake risk management and cost benefit analysis
Using mathematical ideas and techniques (Level 2) - to apply statistical and quantitative analysis
Solving problems (Level 3) - to ensure successful implementation of the innovation
Using technology (Level 2) - to enhance the innovation
Please refer to the Assessment Guidelines for advice on how to use the Key Competencies
The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.
Critical Aspects of Evidence
Whilst evidence of success in bringing an idea into the organisation and developing an innovation is always the objective of these activities, evidence of idea creation, innovation, testing and evaluation is more critical. The innovations do not have to work for successful promotion to be evidenced
Evidence of both formal and informal consultation and participation in the search for continuous improvement is essential for this unit
OHS considerations may include:
evaluation of organisation's OHS system and related policies, procedures and programs
implementation of OHS management system with continuous improvement features
Underpinning Knowledge*
* At this level the learner must demonstrate understanding of specialised knowledge with depth in some areas.
Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
Strategic planning
Supply chain management
Performance measurement
Quality management
Electronic commercial applications
Creativity/innovation theories/concepts
Risk management
Contingency plans
Continuous improvement
Underpinning Skills
Quantitative methods including queuing transport, ATM and linear programming techniques
Analytical skills to identify improvement opportunities in relation to the services/products you deliver internally or concepts/ideas in your area of expertise
Evaluative skills to maintain performance and assess the use of alternative suppliers/contractors
Performance measurement skills to develop and manage key performance indicators
Risk management skills to analyse, identify and develop mitigation strategies for identified risks
Cost and benefit analysis skills to produce balanced arguments to support financial proposals
Contingency planning skills to ensure that the risk of failure is minimised and/or in the event of failure, the consequences are minimal
Ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
Resource Implications
The learner and trainer should have access to appropriate documentation and resources normally used in the workplace
Consistency of Performance
In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations
Context/s of Assessment
Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range Statement
Assessment must take account of the endorsed assessment guidelines in the Business Services Training Package
Assessment of performance requirements in this unit should be undertaken in an actual workplace or simulated environment
Assessment should reinforce the integration of the key competencies and the business services common competencies for the particular AQF level. Refer to the Key Competency Levels at the end of this unit
Key Competency Levels
Collecting, analysing and organising information (Level 3) - to undertake performance/variance analysis
Communicating ideas and information (Level 3) - to brief groups on performance improvement strategies
Planning and organising activities (Level 3) - to promote learning and interaction between work groups
Working with teams and others (Level 3) - to undertake risk management and cost benefit analysis
Using mathematical ideas and techniques (Level 2) - to apply statistical and quantitative analysis
Solving problems (Level 3) - to ensure successful implementation of the innovation
Using technology (Level 2) - to enhance the innovation
Please refer to the Assessment Guidelines for advice on how to use the Key Competencies