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
Just in Time (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
Codes of practice/standards
Where changes include areas covered by industry codes of practice, and/or Australian/international standards, the latest version must be used
HSE
All changes implemented are expected to be at least neutral, or preferably beneficial, in their impact on HSE
Change
Changes may:
be to equipment, operations, procedures or practice
arise from continuous improvement (or an improvement event or project)
may have been intended to make an improvement or to implement new products, technology or systems
include the implementation of a change
Changes do not include an engineering or technical review of a major capital expenditure or similar review
Initiation of change
A change may have been deliberately initiated to improve capability, deal with a problem, or a similar intended change. Where a change was not deliberately initiated then the causal factors for the change need to be identified and may include:
a drift in efficiency or quality
a change in materials, rate of supply, quality of supply, or, components which was being compensated for
a change in personnel which brought different practices
Stakeholders
Stakeholders may include:
work team members
value stream members
Qualitative research
Qualitative research aims to gather information that may not be apparent from quantitative analysis techniques including the why and how of events relating to the change process. Examples of information gathered include:
employee support for a change before and after the change
other stakeholder support
understanding of employees of the intended benefits and the situation after the change
customer support for change
testing of possible contingencies and scenarios in the change process, including non-conformances (e.g. impact of breakdowns and absences)
Prior situation
The prior situation would include an analysis of culture and value alignment between:
downstream and upstream members of the value stream and the organisation
management and employees
skills required versus skills possessed
process capability
process and plant/equipment performance
Intended benefits
Intended benefits include impacts on:
customer perceived value
stakeholders upstream and downstream
organisation personnel
process capability
plant/equipment reliability/performance
Results of change
The change may have resulted in:
an initial improvement followed by a return to previous performance
a change which has resulted in continued improvement
continued detriment or other variations over time
Results of change should include HSE changes
Improvements
Improvements may:
be to process, plant, procedures or practice
include changes to ensure positive benefits are maintained
Sustaining improvement
Improvement may be sustained by including it in:
standard procedures and work instructions
standard practice
other relevant documents and practices

Team leader
Team leader may include:
any person who may have either a permanent or an ad hoc role in facilitating the function of a team in a workplace

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:
determine and use appropriate qualitative research techniques
identify changes appropriate for qualitative research
undertake a qualitative review of a process change
gather information and undertake analyses over appropriate periods and ranges that will provide a valid basis for conclusions and recommendations
obtain a consensus view of the results of the change
determine the lessons to be learned and future improvements to be undertaken.
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 language and literacy capacity of the candidate and the work being performed.