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Elements and Performance Criteria

  1. Optimise the manufacturing system
  2. Implement improvements

Required Skills

Required skills



interpersonal relationships





conducting root cause analysis

problem solving


Required knowledge

the customers and the benefits they derive from the products

cost components and their relationship to customer benefitsfeatures

the suppliers and their capabilities

product waste

factors causing variability in a product and how to control them

relevant tools for their job and how to apply them

factors impacting on the product process and waste particularly those wholly or partially under their control and how to control them

good health safety and environment HSE practice and factors impacting on HSE performance

morale and how to improve it

optimisation techniques appropriate to the organisation and the job

application of quality standards and processes

Evidence Required

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge the range statement and the assessment guidelines for this training package

Overview of assessment requirements

The person should be able to continuously make improvements to all key aspects of their teamprocess and any change made should be of benefit to the system as a whole

What critical aspects of evidence are required to demonstrate competency in this unit

Evidence of the implementation of the competitive manufacturing system and the improvements made to product process and team

In what context should assessment occur

Assessment needs to occur in an organisation implementing competitive manufacturing or using a suitable project

Are there any other units which could or should be assessed with this unit or which relate directly to this unit

This unit may be assessed concurrently with a unit on continuous improvement and or units on the use of competitive manufacturing tools

This unit is related to

MSACMSA Apply competitive manufacturing practices which covers the lower skill level aspects of this competency

MSACMS200A Apply competitive manufacturing practices which covers the lower skill level aspects of this competency.

What method of assessment should apply

Assessors must be satisfied that the person can consistently perform the unit as a whole as defined by the elements performance criteria skills and knowledge A holistic approach should be taken to the assessment

Assessors should gather sufficient fair valid reliable authentic and current evidence from a range of sources Sources of evidence may include direct observation reports from supervisors peers and colleagues project work samples organisation records and questioning Assessment should not require language literacy or numeracy skills beyond those required for the unit

The assessee will have access to all techniques procedures information resources and aids which would normally be available in the workplace

The method of assessment should be discussed and agreed with the assessee prior to the commencement of the assessment

What evidence is required for demonstration of consistent performance

Evidence will generally come from the routine implementation of competitive manufacturing and the routine continuous improvements which flow from this As such evidence from a range of improvements is necessary

What are the specific resource requirements for this unit

Access to an organisation implementing competitive manufacturing

Range Statement

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 manufacturing

Competitive manufacturing is used to describe the range of systemic manufacturing practice concepts and approaches. It covers but is not limited to:

lean manufacturing

agile manufacturing

preventative and predictive maintenance approaches

monitoring and data gathering systems such as Systems Control and Data Acquisition (SCADA)software, Enterprise Resource Planning (ERP)systems, Manufacturing Resource Planning (MRP), and proprietary systems such as SAP etc.

statistical process control systems including six sigma and three sigma

Just in Time (JIT), kanban and other pull related manufacturing control systems

supply, value, and demand chain monitoring and analysis

other continuous improvement systems.

Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organisation, culture, regulatory environment and manufacturing sector.


Tools is used in this unit to mean the tools of competitive manufacturing such as 5S, 6 sigma, continuous improvement, cause effect diagrams, etc.


Competitive manufacturing organisations encompass the entire production system, beginning with the customer, and includes the product sales outlet, the final assembler, product design, raw material mining and processing and all tiers of the value chain (sometimes called the supply chain). Any truly 'competitive' system is highly dependent on the demands of its customers and the reliability of its suppliers. No implementation of competitive manufacturing can reach its full potential without including the entire 'enterprise' in its planning.

Customer may be interpreted to be an internal customer, but typically the benefits to the final customer should be used as the basis for the identification of waste. The operator does not need to interface directly with the external customer, but should be provided with sufficient information to enable them to identify customer benefits and features.

Supplier may be interpreted to be an internal supplier, but typically the external supplier and their abilities should be known. The operator does not need to interface directly with the external supplier, but should be provided with sufficient information to enable them to identify supplier abilities.


A competitive manufacturing system is that holistic combination of the process, plant and equipment, procedures and practices including the skills and work organisation of the workforce which make up the productive organisation.