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 CRM database, accounting packages, business Intelligence or other office process-related database programs 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 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 |
5S | 5S primarily covers organising how work is done. In the office environment it usually focuses on the physical and/or virtual work space to ensure that information, equipment, materials needed for the job are available where and when they are needed. Originally developed in Japan it is based around five housekeeping principles, usually translated as: sort set in order shine standardise sustain |
Sort | Sort involves keeping only what is absolutely necessary for the processes in the work area. Sort includes. clearing the work area of all non-essential equipment and materials Non-essential items are those not required to conduct the office related processes or operations, or to make required adjustments to office equipment. |
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 and, on most occasions, at the end of a job 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 of work spaces, office equipment, storage and records and other office facilities 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 an office work area include all equipment and accessories, including: office supplies materials paperwork furniture storage systems and cabinets lighting, wiring, plumbing and other services designed to support a working environment in the office manuals personal items (e.g. bags, phones, lunch boxes, clothing, photos and ornaments) safety and personal protective equipment any other item which happens to be in the work area |
Team | The term team is used to apply to all individuals in the target office 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 office supplies, filing and other storage functions, such as printing/copying holding 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 |
Management support | Management support for the 5S implementation may include, as required: provision of facilities for meetings, records and communications release for training when needed support and authorisations for changes when required financial resources for any new or modified equipment any other support outside of that able to be generated within the 5S implementation group |
Procedures | Procedures may include: work instructions standard operating procedures checklists regulations standards guides and similar instructions that define the performance of the job Procedures may be: written, computer-based, visual depictions or in some other format |
Non-conformance | Non-conformance includes: incorrect or incomplete application of 5S procedures, including any daily tasks, scheduled inspections and continuous improvement procedures |