Unit of competency Outline

Date retreived
22/07/2026 6:02 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.

Facilitate holistic culture improvement in an organisation

Facilitate holistic culture improvement in an organisation

Unit of competency
National Code
MSS405013A
State Code
WD555
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
1.00
Current Release Date
02/05/2012
View on TGA
State Implementation and Classification
Approved Date
04/08/2014
Field of Education
080307 - Organisation Management
Original Release Date
04/08/2014
Nominal Hours
60
Description
This unit of competency covers the skills and knowledge required by a manager to help develop a culture within the organisation appropriate for achieving competitive systems and practices.
Notes
Elements and Performance Criteria
1 Facilitate a company wide appreciation for the competitive systems and practices strategy
  • 1.1 Communicate with all levels of the organisation the objectives and benefits of a competitive systems and practices strategy
  • 1.2 Communicate to all levels of the organisation the techniques and methods that will be used in achieving the competitive systems and practices strategy
  • 1.3 Facilitate the development of a systems approach to how the organisation works
  • 1.4 Establish mechanisms to measure current understanding and support for competitive systems and practices amongst employees and other stakeholders
  • 1.5 Set targets for culture improvement from measurement of current understanding and support for competitive systems and practices
  • 1.6 Demonstrate a constancy of purpose for the organisation in the push for the continual improvement in all activities
  • 1.7 Break down any communication barriers between parts of the organisation that may inhibit the competitive systems and practices strategy
  • 1.8 Develop a work structure that allows for everyone to participate and be heard in the transformation of the organisation
2 Facilitate application of knowledge about variation and ways to improve the operational processes
  • 2.1 Facilitate commitment to enterprise data collection procedures
  • 2.2 Facilitate the identification of variation in processes
  • 2.3 Facilitate review of processes with a view to reducing variation
  • 2.4 Encourage the approach of building quality in and eliminating the need for end of process inspection
3 Facilitate the development of knowledge and skill acquisition
  • 3.1 Involve employees in identification of skill needs and any skills gaps
  • 3.2 Develop strategies for training, skills acquisition and employee self-improvement
  • 3.3 Set key performance indicators (KPIs) for training, skills acquisition and employee self-improvement
  • 3.4 Institute on and off-the-job training, as required
  • 3.5 Institute a vigorous program of education and self-improvement for all employees
  • 3.6 Monitor KPIs and adjust training, skills acquisition and employee self-improvement strategies and delivery, as required
4 Facilitate the development of support within the organisation for competitive systems and practices
  • 4.1 Ensure sufficient resources and adequate equipment is available to meet the requirements of the competitive systems and practices strategy
  • 4.2 Encourage acceptance of change
  • 4.3 Encourage employee commitment to and responsibility for the quality of their own work
  • 4.4 Monitor the level of employee understanding and support for competitive systems and practices
  • 4.5 Provide continuous feedback and communication of progress at all levels in implementing the strategy
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
Systems approach
A systems approach enables persons to see how work gets done and effect of changes and shows the internal/external relationships through which products and services are produced and may include considerations of:
customer
supplier
value stream member
member of the public
other external individual, group or organisation
Mechanisms to measure current understanding and support for competitive systems and practices
Understanding and support for competitive systems and practices may be measured through a variety of qualitative and quantitative methods, including:
employee surveys
information from toolbox meetings and other employee consultations
monitoring of suggestion schemes
individual consultations with selected employees and employee representatives
Work structures
Work structures may include:
use of teams (e.g. self-directed and cross functional)
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:
identify the competitive systems and practices used in the organisation
identify changes to work flowing from the implementation of the relevant competitive systems and practices
encourage monitoring of KPIs by employees for their own work
implement and monitor changes designed to improve team culture
establish and monitor employee culture key performance indicators.
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 oracy, language and literacy capacity of the candidate and the work being performed.
Replaces
State Code National Code Title Type
W8971 MSACMC613A Facilitate holistic culture improvement in a manufacturing enterprise Unit of competency
Replaced By
State Code National Code Title Type
BAJ96 MSS405013 Facilitate holistic culture improvement in an organisation Unit of competency