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Follow the links below to find material targeted to the unit's elements, performance criteria, required skills and knowledge

Elements and Performance Criteria

  1. Lead continuous improvement systems and processes
  2. Monitor and adjust performance strategies
  3. Manage opportunities for further improvement

Evidence Required

The Evidence Guide provides advice to inform and support appropriate assessment of this unit It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package

Overview of Assessment Requirements

A person who demonstrates competence in this standard must be able to provide evidence that they are able to develop monitor and adjust plans processes and procedures to improve performance they must also be able to support others to implement the continuous improvement systemprocesses and to be able to identify and manage opportunities for further improvement

Specific Evidence Requirements

Required knowledge and understanding include

relevant legislation from all levels of government that affects business operation especially in regard to occupational health and safety and environmental issues equal opportunity industrial relations and antidiscrimination

the principles and techniques involved in the management and organisation of

continuous improvement systems and processes

benchmarking

change management

problem identification and resolution

leadership and mentoring techniques

management of ongoing product and service quality

consultation and communication techniques

best practice

strategies to monitor and adjust operational performance

recording and reporting methods

benefits of continuous improvement

barriers to continuous improvement

quality approaches which the organisation may implement

methods that can be used in continuous improvement

organisations recording reporting and recommendation processes to facilitate continuous improvement

Required skills and attributes include

ability to relate to people from a range of social cultural and ethnic backgrounds and physical and mental abilities

functional literacy skills to access and use workplace information

communication skills to

gain the commitment of individualsteams to continuous improvement

deal with people openly and fairly

use consultation skills effectively

research analysis and reporting skills

monitoring and evaluating skills

skills to consolidate opportunities for improvement

coaching and mentoring skills to provide support to colleagues

Key competencies or generic skills relevant to this unit

The seven key competencies represent generic skills considered essential for effective work participation Innovation skills represent a further area of generic competence The bracketed numbering indicates the performance level required in this unit

Level represents the competence to undertake tasks effectively

Level represents the competence to manage tasks

Level represents the competence to use concepts for evaluating and reshaping tasks The bulleted points provide examples of how the key competencies can be applied for this unit

Communicating ideas and information

establishing systems to communicate continuous improvement processes to team members and other stakeholders

ensuring processes inform team members of improvements and achievements

Collecting analysing and organising information

establishing processes to document performance

Planning and organising activities

adjusting plans and strategies as a result of feedback

Working in a team

developing strategies to involve team members in decision making

Using mathematical ideas and techniques

completing calculations associated with work improvement

Solving problems

developing and improving the organisations continuous improvement processes and investigating problems with introducing improvements

Using technology

using technology to assist the management of information

Innovation skills

developing an innovative approach to the development of the continuous improvement system to enhance business operations

Products that could be used as evidence include

documentation produced in leading the team such as

contribution to organisational policies and procedures

procedures and policies for dealing with continuous improvement systems and related codes of conduct

actions taken to address information collection and retrieval

actions taken to address methods of analysing information and developing andor maintaining a continuous improvement system

actions taken to address internal and external continuous improvement issues

actions taken to address issues and problems within the work team and continuous improvement

advice and input into management decisions related to the work team and continuous improvement

learning and development plans for team members

materials developed for coaching mentoring and training

induction programs developed andor delivered

reviews of people management

records of people management lessons learned

Processes that could be used as evidence include

how strategies are developed to encourage team members to participate in the decision making process

examples of how continuous improvement processes were communicated to all stakeholders

examples of how continuous improvement processes were supported

how technology was used to monitor operational progress

examples of how plans have been adjusted and communicated to all stakeholders

how team members were informed of improvementsinnovations

how work performance was documented to aid identification of further opportunities for improvement

how future planning has included areas which have recorded improvements

Resource implications for assessment include

access by the learner and trainer to appropriate documentation and resources normally used in the workplace

Validity and sufficiency of evidence requires

that this unit can be assessed in the workplace or in a closely simulated work environment

that where assessment is part of a learning experience evidence will need to be collected over a period of time involving both formative and summative assessment

that examples of actions taken by the candidate to facilitate continuous improvement are provided

Integrated competency assessment means

that this unit should be assessed with other frontline management units taken as part of this qualification as applicable to the candidates leadership role in a work team and as part of an integrated assessment activity

The Evidence Guide provides advice to inform and support appropriate assessment of this unit It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package

Overview of Assessment Requirements

A person who demonstrates competence in this standard must be able to provide evidence that they are able to develop monitor and adjust plans processes and procedures to improve performance they must also be able to support others to implement the continuous improvement systemprocesses and to be able to identify and manage opportunities for further improvement

Specific Evidence Requirements

Required knowledge and understanding include

relevant legislation from all levels of government that affects business operation especially in regard to occupational health and safety and environmental issues equal opportunity industrial relations and antidiscrimination

the principles and techniques involved in the management and organisation of

continuous improvement systems and processes

benchmarking

change management

problem identification and resolution

leadership and mentoring techniques

management of ongoing product and service quality

consultation and communication techniques

best practice

strategies to monitor and adjust operational performance

recording and reporting methods

benefits of continuous improvement

barriers to continuous improvement

quality approaches which the organisation may implement

methods that can be used in continuous improvement

organisations recording reporting and recommendation processes to facilitate continuous improvement

Required skills and attributes include

ability to relate to people from a range of social cultural and ethnic backgrounds and physical and mental abilities

functional literacy skills to access and use workplace information

communication skills to

gain the commitment of individualsteams to continuous improvement

deal with people openly and fairly

use consultation skills effectively

research analysis and reporting skills

monitoring and evaluating skills

skills to consolidate opportunities for improvement

coaching and mentoring skills to provide support to colleagues

Key competencies or generic skills relevant to this unit

The seven key competencies represent generic skills considered essential for effective work participation Innovation skills represent a further area of generic competence The bracketed numbering indicates the performance level required in this unit

Level represents the competence to undertake tasks effectively

Level represents the competence to manage tasks

Level represents the competence to use concepts for evaluating and reshaping tasks The bulleted points provide examples of how the key competencies can be applied for this unit

Communicating ideas and information

establishing systems to communicate continuous improvement processes to team members and other stakeholders

ensuring processes inform team members of improvements and achievements

Collecting analysing and organising information

establishing processes to document performance

Planning and organising activities

adjusting plans and strategies as a result of feedback

Working in a team

developing strategies to involve team members in decision making

Using mathematical ideas and techniques

completing calculations associated with work improvement

Solving problems

developing and improving the organisations continuous improvement processes and investigating problems with introducing improvements

Using technology

using technology to assist the management of information

Innovation skills

developing an innovative approach to the development of the continuous improvement system to enhance business operations

Products that could be used as evidence include

documentation produced in leading the team such as

contribution to organisational policies and procedures

procedures and policies for dealing with continuous improvement systems and related codes of conduct

actions taken to address information collection and retrieval

actions taken to address methods of analysing information and developing andor maintaining a continuous improvement system

actions taken to address internal and external continuous improvement issues

actions taken to address issues and problems within the work team and continuous improvement

advice and input into management decisions related to the work team and continuous improvement

learning and development plans for team members

materials developed for coaching mentoring and training

induction programs developed andor delivered

reviews of people management

records of people management lessons learned

Processes that could be used as evidence include

how strategies are developed to encourage team members to participate in the decision making process

examples of how continuous improvement processes were communicated to all stakeholders

examples of how continuous improvement processes were supported

how technology was used to monitor operational progress

examples of how plans have been adjusted and communicated to all stakeholders

how team members were informed of improvementsinnovations

how work performance was documented to aid identification of further opportunities for improvement

how future planning has included areas which have recorded improvements

Resource implications for assessment include

access by the learner and trainer to appropriate documentation and resources normally used in the workplace

Validity and sufficiency of evidence requires

that this unit can be assessed in the workplace or in a closely simulated work environment

that where assessment is part of a learning experience evidence will need to be collected over a period of time involving both formative and summative assessment

that examples of actions taken by the candidate to facilitate continuous improvement are provided

Integrated competency assessment means

that this unit should be assessed with other frontline management units taken as part of this qualification as applicable to the candidates leadership role in a work team and as part of an integrated assessment activity


Range Statement

The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.

Legislation, codes and national standards relevant to the workplace may include:

award and enterprise agreements and relevant industrial instruments

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations, anti-discrimination and record keeping standards and legislation

relevant industry codes of practice

OHS considerations may include:

knowledge of OHS legislation, principles and practice within the context of the organisation's operations and plans

OHS practice as an ethical standard and legislative requirement

training of all employees in health and safety procedures

establishing and maintaining the continuous improvement processes of any OHS management system

regularly updating and reviewing the organisation's OHS systems, procedures and records

organisation's procedures for dealing with hazardous events

adjustment of communications and OHS approach to cater for social and cultural diversity and special needs

Strategies may refer to:

long-term or short-term plans factoring in opportunities for team input

mentoring and 'buddy' systems to support team members in participating in decision making

clarification of roles and expectations

training and development activities

performance plans

communication devices and processes, such as intranet and email communication systems, to facilitate input into workplace decisions

reward/recognition programs for high performing staff

Systems may refer to:

policies and procedures

web based communication devices

forums, meetings

newsletters and reports

Continuous improvement processes may include:

policies and procedures which allow an organisation to systematically review and improve the quality of its products, services and procedures

cyclical audits and reviews of workplace, team and individual performance

seeking and considering feedback from a range of stakeholders

modifications and improvements to systems, processes, services and products

evaluations and monitoring of effectiveness

Stakeholders may include:

internal and external contacts

senior management and board members

individuals within the work team

the organisation's clients and customers

business or government contacts

funding bodies

unions/employee groups

professional associations

Technology may include:

computerised systems and software such as databases, project management and word-processing

telecommunications devices

any other technology used to carry out work roles and responsibilities

Operational progress may refer to:

success in meeting agreed goals and performance indicators

productivity gains

customer service indicators

OHS indicators

Processes may refer to:

team meetings

email/intranet, newsletters or other communication devices

newsletters and bulletins

staff reward mechanisms

Documentation of work team performance may include:

records and reports

annotated performance plans

quantitative data such as production figures

recommendations for improvement

The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.

Legislation, codes and national standards relevant to the workplace may include:

award and enterprise agreements and relevant industrial instruments

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations, anti-discrimination and record keeping standards and legislation

relevant industry codes of practice

OHS considerations may include:

knowledge of OHS legislation, principles and practice within the context of the organisation's operations and plans

OHS practice as an ethical standard and legislative requirement

training of all employees in health and safety procedures

establishing and maintaining the continuous improvement processes of any OHS management system

regularly updating and reviewing the organisation's OHS systems, procedures and records

organisation's procedures for dealing with hazardous events

adjustment of communications and OHS approach to cater for social and cultural diversity and special needs

Strategies may refer to:

long-term or short-term plans factoring in opportunities for team input

mentoring and 'buddy' systems to support team members in participating in decision making

clarification of roles and expectations

training and development activities

performance plans

communication devices and processes, such as intranet and email communication systems, to facilitate input into workplace decisions

reward/recognition programs for high performing staff

Systems may refer to:

policies and procedures

web based communication devices

forums, meetings

newsletters and reports

Continuous improvement processes may include:

policies and procedures which allow an organisation to systematically review and improve the quality of its products, services and procedures

cyclical audits and reviews of workplace, team and individual performance

seeking and considering feedback from a range of stakeholders

modifications and improvements to systems, processes, services and products

evaluations and monitoring of effectiveness

Stakeholders may include:

internal and external contacts

senior management and board members

individuals within the work team

the organisation's clients and customers

business or government contacts

funding bodies

unions/employee groups

professional associations

Technology may include:

computerised systems and software such as databases, project management and word-processing

telecommunications devices

any other technology used to carry out work roles and responsibilities

Operational progress may refer to:

success in meeting agreed goals and performance indicators

productivity gains

customer service indicators

OHS indicators

Processes may refer to:

team meetings

email/intranet, newsletters or other communication devices

newsletters and bulletins

staff reward mechanisms

Documentation of work team performance may include:

records and reports

annotated performance plans

quantitative data such as production figures

recommendations for improvement