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

Evidence of the ability to:

The competent team leader will at all times know the state of the JIT system in their area and will take actions to ensure its smooth operation on a day to day basis as well as recommend/undertake actions to improve it long term. Evidence should be available of the team leader's facilitation of the operation of the JIT system and their recommendations for making improvements

Evidence should be gathered from an extended period showing routine support for the JIT system and regular improvements made or recommended.

Context of and specific resources for assessment

Assessment must ensure:

this unit will need to be assessed in an organisation operating JIT

access to an organisation using JIT.

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.

Required skills

OHS in relation to operating machinery such as safely switching off machinery before cleaning is started

communication of ideas and information by regularly communicating with team members regarding the operation of the JIT system

collecting, analysing and organising information by monitoring the operation of the JIT system

planning and organising activities by implementing/assisting with the implementation of the solutions

teamwork when regularly communicating with team members regarding the operation of the JIT system

mathematical ideas and techniques by monitoring the operation of the JIT system

problem-solving skills by identifying issues with stakeholders and taking appropriate quick fix action

use of technology by monitoring the operation of the JIT system

Required knowledge

reading

recording

communicating

planning

analysing

problem solving

negotiating

JIT principles relevant to job(s)

procedures for making/recommending improvements

reasons for delays/storages/inventories in that section of the value chain under their control and methods of reducing/eliminating them

competency gap analysis and methods of filling competency gaps

principles of the manufacturing process relevant to the section/team

production data generated by the process and its application to JIT

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.

Key measures may include:

key measures may include inventory levels, lead time, IFOTIS delivery, productivity/production rate, other measures of pull through the value chain, quality

IFOTIS refers to delivery of product In Full, On Time and In Specification.

Quick fix may include:

quick fix is action taken to immediately and cheaply control a problem, prevent it getting worse and/or ameliorate its impact, but which does not necessarily solve it long term.

JIT - Just-in-Time may include:

JIT - a production scheduling concept that calls for any item needed at a production operation, whether raw material, finished item, or anything in between, to be produced and available precisely when needed, neither a moment earlier nor a moment later.

Value chain may include:

competitive manufacturing organisations encompass the entire production system, beginning with the customer, and include the product sales outlet, the final assembler, product design, raw material mining and processing and all tiers of the value chain (sometimes called the supply chain). Any truly "competitive" system is highly dependent on the demands of its customers and the reliability of its suppliers. No implementation of competitive manufacturing can reach its full potential without including the entire "enterprise" in its planning.

Kanban may include:

Kanban - a card or sheet used to authorise production or movement of an item; when fully implemented, kanban (the plural is the same as the singular) operates according to the following rules:

all production and movement of parts and material take place only as required by a downstream operation, ie all manufacturing and procurement are ultimately driven by the requirements of final assembly or the equivalent

the specific tool which authorises production or movement is called a kanban. The word literally means card or sign, but it can legitimately refer to a container or other authorising device. Kanban have various formats and content as appropriate for their usage; for example, a kanban for a vendor is different than a kanban for an internal machining operation

Kanban is typically applied to batch type operation and the production is measured in units produced. In continuous manufacturing organisations, production is measured in terms of production rate (eg kg/h, tonne/day) and rate is increased/decreased according to the flow authorisation which may be a kanban (eg ticket, order from a supplier) or may be a SCADA signal from a remote facility (eg customer tank) saying that resupply is required or similar.

SCADA may include:

SCADA (System Control and Data Acquisition) is a general term applied to a number of systems which automatically collect critical process data, perform required mathematical manipulations on it and then make control decisions and/or give required information to personnel for action.

Pull system may include:

a manufacturing planning system based on communication of actual real-time needs from downstream operations ultimately final assembly or the equivalent; as opposed to a push system which schedules upstream operations according to theoretical downstream results based on a plan which may not be current.