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.

Required skills

Required skills include:

communicating with other employees and managers to engender commitment to achieving 5S outcomes, conduct formal and informal meetings and to explain 5S and related concepts

facilitating team or work area goals, activities and communications and accessing resources

visualising normal operational procedures in terms of flow and contribution to customer outcomes

planning and prioritising activities

problem solving to determine potential improvements to the 5S system

reading and interpreting the application of operating procedures for jobs within team or target work area

analysing work practices, procedures and 5S principles to facilitate setting up the 5S system and to identify improvements

identifying gaps in skills and/or knowledge and options to address them

Required knowledge

Required knowledge includes:

principles and purpose of 5S

methods of identifying waste in the work area, such as:

waste walk

document tagging

tracking/log sheets

spaghetti diagrams

existing information technology and enterprise resource systems (e.g. Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Materials Resource Planning (MRP) and proprietary systems

organisational policies, plans and procedures

processes for identifying and addressing skill gaps

ways of encouraging team members to find and suggest areas for improvement

methods of identifying and evaluating options and making/recommending improvements

methods of accessing required resources

OHS requirements relevant to team and work area

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