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:

develop strategy for an enterprise

develop procedures for implementation of the Balanced Scorecard practices in an enterprise

identify and implement changes to operations flowing from the implementation of the Balanced Scorecard

lead the implementation of change across an enterprise.

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:

developing KPIs and their application at the enterprise level

analysing organisation operations and determine strategy for implementation of Balanced Scorecard approach, including:

required communication with others

negotiations if any, required with internal and external suppliers, customers and delegates

analysis of any skill gaps in self and others

required training

measuring of KPIs

data collection

work organisation and procedure changes

risk identification and contingency measures

analysing data, including competitive systems and practices indicators and verifying results with stakeholders

solving problems associated with implementing and gaining support for Balanced Scorecard implementation across the organisation

negotiating with employees, suppliers and customers, where necessary, to achieve implementation of Balanced Scorecard

communicating and negotiating at all levels in the organisation and value stream and with individuals of different levels of literacy and numeracy

documenting

Required knowledge

Required knowledge includes:

vision and mission of organisation

strategic issues for the organisation

Balanced Scorecard principles and components, including perspectives, feedback loops, metrics and reporting systems

Key KPI development principles

responsibilities of personnel at different organisational levels/within different organisational sections and functions

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 Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Materials Resource Planning (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

Balanced Scorecard

The Balanced Scorecard is an approach to competitive systems and practices that sets out an organisation’s vision and strategy by establishing and measuring enterprise activity in a number of different perspectives in addition to the normal financial perspective. Other perspective areas are customer, internal business process and learning and growth. For each perspective area the Balanced Scorecard emphasises establishing and measuring performance (metrics)

Organisation

Organisation may include:

a whole organisation

a discrete subsidiary, plant or division

Additional required perspectives

Additional required perspectives may include:

workforce

environment

occupational health and safety (OHS)