MSS407012 - Lead a process to determine and solve root cause for a complex problem assessment tool

Assessor Resource

MSS407012
Lead a process to determine and solve root cause for a complex problem

Assessment tool

Version 1.0
Issue Date: May 2024

This unit of competency covers the skills and knowledge required to guide or lead a problem-solving process to solve complex and/or unusual problems. The problem-solving process will usually involve the use of either real or nominal groups to determine the root cause and propose the solution.

This unit applies to managers and/or technical experts who are confronted by complex problems to which they need to develop a solution. The problem may be related to any area or process within the organisation or in the value stream and may have been formally presented to the individual for consideration or arise as part of other work.

The person may or may not have the required technical expertise for the particular problem, although the problem will require technical expertise to be solved. The problem may be capable of being adequately defined at the beginning of the problem solving activity, or may be progressively defined through continued iterations of the problem-solving activity.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

You may want to include more information here about the target group and the purpose of the assessments (eg formative, summative, recognition)

Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

Elements describe the essential outcomes.		Performance criteria describe the performance needed to demonstrate achievement of the element.
1	Recognise complex problem	1.1	Identify a complex issue which needs to be addressed.
		1.2	Undertake an initial investigation of the issue.
		1.3	Determine initial areas of expertise and data which may be required to analyse the problem.
		1.4	Develop an initial definition of the problem.

2	Develop problem-solving methodology	2.1	Draft a problem-solving methodology.
		2.2	Develop required approaches and protocols for obtaining required data and information.
		2.3	Establish group to assist with problem solving.
		2.4	Allocate tasks, responsibilities and reporting arrangements to group.
		2.5	Develop arrangements for consultation with required people outside of group.

3	Analyse problem	3.1	Apply methodology.
		3.2	Obtain data/information.
		3.3	Review problem definition.
		3.4	Review methodology.
		3.5	Obtain additional data/information as required.

4	Identify root cause	4.1	Map causal links for the problem.
		4.2	Determine indicators of the problem or the problem precursors.
		4.3	Identify causes which can be controlled/brought under control.

5	Develop a solution	5.1	Develop solutions for controllable causes.
		5.2	Determine benefit/cost for proposed solutions.
		5.3	Investigate proposed solutions for efficacy.
		5.4	Select the best available solution.
		5.5	Obtain necessary support and authorisations for proposed solution.

6	Check problem is solved and standardised	6.1	Monitor indicators of problem/problem precursor.
		6.2	Review problem solution/implementation as required.
		6.3	Ensure appropriate solution is standardised.

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability, for one (1) or more complex problems, to:

undertake complex problem identification

establish appropriate methodologies, including establishing team responsibilities, to achieve root cause identification

prioritise solutions

recommend solutions and implementation procedures within the organisation and the value stream

evaluate implementation of solutions

standardise solutions.

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to lead a problem-solving process, including knowledge of:

organisational goals, products and processes

sources of data (actual and possible) within the organisation and the value stream

understanding of the techniques and methodologies of formal problem solving

data required for problem solving and alternative/proxy data sources

benefit/cost analysis.

The unit should be assessed holistically and the judgement of competence shall be based on a holistic assessment of the evidence.

The collection of performance evidence is best done from a report and/or folio of evidence drawn from:

a single project which provides sufficient evidence of the requirements of all the elements and performance criteria

multiple smaller projects which together provide sufficient evidence of the requirements of all the elements and performance criteria.

A third-party report, or similar, may be needed to testify to the work done by the individual, particularly when the project has been done as part of a project team.

Assessment should use a real project where a problem solving process is utilised to solve complex and/or unusual problems in an operational workplace.

Knowledge evidence may be collected concurrently with performance evidence or through an independent process such as workbooks, written assessments or interviews (provided a record is kept).

Assessment processes and techniques must be appropriate to the language, literacy and numeracy requirements of the work being performed and the needs of the candidate.

Conditions for assessment must include access to all tools, equipment, materials and documentation required, including relevant workplace procedures, product and manufacturing specifications associated with this unit.

Foundation skills are integral to competent performance of the unit and should not be assessed separately.

Assessors must satisfy the assessor competency requirements that are in place at the time of the assessment as set by the VET regulator.

The assessor must demonstrate both technical competency and currency.

Technical competence can be demonstrated through:

relevant VET or other qualification/Statement of Attainment AND/OR

relevant workplace experience

Currency can be demonstrated through:

performing the competency being assessed as part of current employment OR

having consulted with an organisation providing relevant environmental monitoring, management or technology services about performing the competency being assessed within the last twelve months.

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assingnment, checklist) and due date here

Assessment task 1: [title] Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

Elements describe the essential outcomes.		Performance criteria describe the performance needed to demonstrate achievement of the element.
1	Recognise complex problem	1.1	Identify a complex issue which needs to be addressed.
		1.2	Undertake an initial investigation of the issue.
		1.3	Determine initial areas of expertise and data which may be required to analyse the problem.
		1.4	Develop an initial definition of the problem.

2	Develop problem-solving methodology	2.1	Draft a problem-solving methodology.
		2.2	Develop required approaches and protocols for obtaining required data and information.
		2.3	Establish group to assist with problem solving.
		2.4	Allocate tasks, responsibilities and reporting arrangements to group.
		2.5	Develop arrangements for consultation with required people outside of group.

3	Analyse problem	3.1	Apply methodology.
		3.2	Obtain data/information.
		3.3	Review problem definition.
		3.4	Review methodology.
		3.5	Obtain additional data/information as required.

4	Identify root cause	4.1	Map causal links for the problem.
		4.2	Determine indicators of the problem or the problem precursors.
		4.3	Identify causes which can be controlled/brought under control.

5	Develop a solution	5.1	Develop solutions for controllable causes.
		5.2	Determine benefit/cost for proposed solutions.
		5.3	Investigate proposed solutions for efficacy.
		5.4	Select the best available solution.
		5.5	Obtain necessary support and authorisations for proposed solution.

6	Check problem is solved and standardised	6.1	Monitor indicators of problem/problem precursor.
		6.2	Review problem solution/implementation as required.
		6.3	Ensure appropriate solution is standardised.

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.
Competitive systems and practices include one or more of:	lean operations agile operations preventative and predictive maintenance approaches 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.
Complex problem includes one or more of:	requires going into the value stream for data/information is wider than just applying to a single job applies to less common solutions or problems requires a higher level of knowledge and skill requires significant specialist knowledge requires significant specialist skill requires more theory/understanding of technology or process data is not easily available and may need particular strategies to obtain requires overcoming resistance from people, including employees, customers or suppliers requires extracting data not regularly reported from SCADA or similar systems the problem and/or proposed solutions require reporting or authorisations from a Board or external authorities, such as licensing or regulatory bodies.
Problem recognition includes one or more of:	an obvious and current complex problem an intractable problem which has been known about and â€˜lived withâ€™ for some time a complex problem which has not been previously recognised.
Group includes one or more of:	real (i.e. physical or face to face) nominal (i.e. never meets and may not know who each other is) or any combination in between.