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:

prepare for and deliver change

communicate with all stakeholders

develop consensus among stakeholders

undertake risk analysis of proposed changes

develop and implement of change management plans that have objectives, measurable KPIS and tested solutions to anticipated contingencies.

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 language and literacy capacity of the candidate and the work being performed.

Required skills

Required skills include:

undertaking self-directed problem solving and decision-making

communicating across all levels in an organisation

presenting to others the benefits of change

initiating, planning and executing change across broad and specialised contexts

developing strategies to counter resistance to change

adjusting change strategies on the basis of review findings and feedback

Required knowledge

Required knowledge includes:

competitive systems and practices principles, including:

value stream mapping

5S

Just in Time (JIT)

mistake proofing

process mapping

establishing customer pull

kaizen and kaizen blitz

setting of key performance indicators (KPIs)/metrics

identification and elimination of waste (muda)

change management

workplace strategy and vision

methods of determining competency gaps in team members

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.

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

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

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

HSE

All changes implemented should be at least neutral, or preferably beneficial, in their impact on HSE

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

Project 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 (e.g. over-spending)

market risk (e.g. loss of market share)

HSE risks

relationship risks (e.g. 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 (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