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 customer relationship management (CRM) database, accounting packages, business intelligence or other office process-related database programs
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
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
Office
Office may include:
a physical location or a remote or virtual location where information/administrative/transaction/service based functions are conducted
An office typically produces information and/or services as deliverables to internal or external customers and stores records in hard copy or electronically
Breakthrough improvement
A breakthrough improvement is one that delivers a better ratio of value-add to non-value add from the customer perspective. It is characterised by:
using a formal process
being a discrete targeted activity that is achieved in a relatively short timeframe
delivering significant level of improvement
Monitoring mechanisms
Monitoring mechanisms may include:
scheduled audits
regular monitoring and/or reporting activities
communications, such as standing items for team meetings
tracking and visual display of performance measures
Waste
Waste (also known as muda in the Toyota Production System and its derivatives) includes:
errors in documents or data
transport of documents
doing unnecessary work
waiting for the next process step
process of getting approvals
unnecessary motions
backlog in work queues
under utilised employees
too many signature/approval levels
unclear job descriptions
obsolete databases/files/folders
collecting unnecessary data
interruptions that do not add value
purchase orders not matching quotation
full or bulk printouts when partial printout would do
printing out when electronic files could serve the purpose
holding unnecessary stock of office supplies
generating reports that are not read
other activities which do not yield any benefit to the organisation or any benefit to the organisations customers

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.
Overview of assessment

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 role of own and other team members’ activities in delivering value to the customer
contribute ideas in team activities to identify options to improve the value to the customer
identify and undertake own tasks and responsibilities in a breakthrough team activity
participate in team activities to measure and evaluate the results.
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 some 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.