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
Procedures
Procedures may include:
work instructions
standard operating procedures
formulas/recipes
batch sheets
temporary instructions and similar instructions provided for the smooth running of the plant
good operating practice as may be defined by industry codes of practice (e.g. good manufacturing practice (GMP) and responsible care)
government regulations
Procedures may be:
written, verbal, computer-based or in some other format
Roadblocks
Roadblocks include:
all factors which are inhibiting the smooth implementation of 5S
5S
5S is a system of work organisation originally developed in Japan based around housekeeping principles. A close translation of the five stages in the housekeeping approach is:
sort
set in order
shine
standardise
sustain
Sort
Sort involves keeping only what is absolutely necessary for the processes in the work area. Sort includes:
clearing the work area of all non-essential equipment and materials
Non-essential items include:
those not required to either produce product, conduct process or operations or make required adjustments to equipment during process or operations
Set in order
Set in order includes:
assigning required equipment and materials appropriate locations in the work area (locations should be clearly marked and labelled to show the item and proper location)
Shine
Shine includes:
keeping the work area clean at all times. This should be carried out to a regular daily schedule against allowed time and, on most occasions, at the end of a job
Standardise
Standardising includes:
activities that help maintain the order and the housekeeping standards
using procedures and checklists developed from a procedure
Sustain
Sustain includes:
making sure that daily activities are completed every day regardless of circumstance
undertaking inspections, including:
informal inspections carried out often, at least weekly
formal inspections carried out at least monthly
Specific actions should be followed up to generate continuous improvement
Items in work area
Items in work area may include:
tools
jigs/fixtures
materials/components
plant and equipment
manuals
personal items (e.g., lunch boxes and posters)
safety equipment and personal protective equipment
other items which happens to be in the work area

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:
encourage and monitor a systematic approach to implementing 5S
analyse areas and records for evidence of 5S conformance/non-conformances
manage non-conformances in implementation of 5S
lead and motivate others in achieving 5S outcomes and making improvements to the 5S systems.
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, 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.