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 SCADA software, ERP systems 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
5S
5S is a system of work organisation originally developed in Japan based around 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 work processes that comprise the job and includes:
clearing the work area of all non-essential items
Non-essential items are items 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
Shine
Shine includes:
keeping the work area clean at all times. This should be carried out to a regular daily schedule against allowed time, usually at the end of the day or of a particular process
Cleaning includes:
noting any signs of wear, damage, leakage, safety risks or other issues that require immediate attention
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 that should be carried often, at least weekly
generating continuous improvement actions from daily activities
formal inspections that should be carried out at least monthly
Items in work area
Items in work area may include:
tools
jigs/fixtures
materials/components
plant and equipment
manuals
personal items (e.g. bags, lunch boxes and posters)
safety equipment and personal protective equipment
other items which happen to be in the work area
Team
The term team is used to apply to all individuals in the target work area who are involved in the implementation of 5S. The team may or may not be a formally designated team working to a team leader
Work area
The work area includes:
all areas where aspects of the job are performed and that are under the direct control of the employee. In a team environment 5S should be applied to all work areas under the control of the team
Target work area
The target work area may be identified as a physical and/or virtual work space:
used by a person, a team or a cross-functional group
common to part/s of a process or value stream (already defined)
shared by people who undertake a defined procedure or set of procedures
needed to support a particular function
Appropriate place
Appropriate places may include areas designated for:
recycling
rubbish removal
staff room/lunch room/kitchen
storage
holding area until status is confirmed
Optimum assigned location
The optimum assigned location may include:
making changes to the layout of furniture, equipment and personnel in order to facilitate the smooth and continuous flow of work through process steps taking into account OHS considerations
Non-conformance
Non-conformance includes:
incorrect or incomplete application of 5S procedures, including any daily tasks, scheduled inspections and continuous improvement procedures

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 scope of the services and/or functions supplied to and by the team or work area and the deliverables expected by customers, including the ultimate customer
facilitate a systematic approach to implementing 5S
lead and motivate others in achieving 5S outcomes and making improvements to the 5S systems
set up systems for monitoring and improving 5S implementation
manage non-conformances in implementation of 5S.
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.