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

Demonstrates skills and knowledge required to:

prepare for and deliver change.

In particular look for evidence of:

communication with all stakeholders

development of consensus

development and implementation of plans.

Context of and specific resources for assessment

Assessment may occur on the job or in an appropriately simulated environment. Access is required to real or appropriately simulated situations, including work areas, materials and equipment, and to information on workplace practices and OHS practices.

Where applicable, reasonable adjustment must be made to work environments and training situations to accommodate ethnicity, age, gender, demographics and disability.

Access must be provided to appropriate learning and/or assessment support when required. Where applicable, physical resources should include equipment modified for people with disabilities.

Method of assessment

Assessment must satisfy the endorsed assessment guidelines of the Manufacturing Training Package.

Assessment methods must confirm consistency and accuracy of performance (over time and in a range of workplace relevant contexts) together with application of underpinning knowledge.

Assessment methods must be by direct observation of tasks and include questioning on underpinning knowledge to ensure its correct interpretation and application.

Assessment may be applied under project related conditions (real or simulated) and require evidence of process.

Assessment must confirm a reasonable inference that competency is able not only to be satisfied under the particular circumstance, but is able to be transferred to other circumstances.

Assessment may be in conjunction with assessment of other units of competency where required.

Guidance information for assessment

Assessment processes and techniques must be culturally appropriate and appropriate to the language and literacy capacity of the candidate and the work being performed.

Required skills

decision making

communication at all levels

situation analysis

Required knowledge

competitive manufacturing principles

change management

workplace strategy and vision

methods of determining competency gaps

project planning and management

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.

Change project personnel

Change project personnel include:

the decision makers who determine if the proposed change may proceed and the key managers and implementers of the change

Current state

The current state is ideally defined by existing data. Where this is not available suitable proxies should be sought

Codes of practice/standards

Where reference is made to industry codes of practice, and/or Australian/international standards, the latest version must be used

Health, safety and environment (HSE)

All changes implemented should be at least neutral, or preferably beneficial, in their impact on health, safety and environment

High level change network

High level change network includes groups involved in the change and who need to be committed to the change and include:

sponsors

cascading change sponsors

targets

agents

advocates

enablers

impeders

Organisation

Organisation includes:

any part of a manufacturing or service organisation

companies, government bodies or other body of people aiming to produce a product to service a customer

Key change project personnel

Key change project personnel include:

project sponsors

cascading sponsors

relevant managers

change agents

Sponsor

Project sponsors include:

those people who proposed the project and are its main supporters

Cascading sponsor

A cascading sponsor refers to:

a person who reports to a sponsor and so may be contributing on their behalf

A cascading sponsor works with delegated authority and responsibility

Risks

Risks include:

business risks for example over spending

market risk, for example, loss of market share

HSE risks

relationship risks, for example, to shareholders, employees, suppliers, customers or the community

Organisation capacity

Organisation capacity includes:

organisation history of implementing change

capability in change implementation

adaptability of people to change

demand for the change in the part of the organisation

Risk dimensions

Specific risk dimensions include:

impact of the solution - its potential for disruption to production, quality, delivery and budgets

readiness of people to accept the change including readiness to accept changes in role and responsibilities

availability of resources including financial, plant and equipment, and dedicated personnel

Transition approach

Transition approach will depend on the nature of the risks determined and will include:

transition style (top down/pilot/process focused/ delegated change)

degree of sponsorship to be cascaded

balance of engagement/involvement

internal and/or external resources

use of change to build organisation capacity

High level involvement plans

High level involvement plans aim to create ownership by involving groups in specific activities within defined constraints of:

objectives for involvement

decision parameters and

timing of involvement

The specific activities include:

problem/opportunity identification

solution design

implementation/transition planning

solution building

solution testing

solution piloting

training design

training delivery

communication roll out

solution roll out

Alignment plan

Alignment plan ensures alignment and sustainability between:

policies, processes and procedures

incentives and rewards (key performance indicators (KPIs) and intended outcomes)

consequences and penalties for non-compliance

preventing pre-change behaviours and patterns recurring

Sustaining improvement

Improvement may be sustained by including it in:

standard procedures and work instructions

standard practice

other relevant documents and practices

Team leader

Team leader may include:

any person who may have either a permanent or an ad hoc role in facilitating the function of a team in a workplace