Google Links

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

Elements and Performance Criteria

  1. Determine appropriate analytical techniques
  2. Develop competitive manufacturing strategies
  3. Implement strategy
  4. Monitor implementation of strategy

Required Skills

Required skills

communication

teamwork

analysis

problem solving

mathematics

planning

computer use

prioritising

recording data

Required knowledge

overview of competitive manufacturing principles and the decision rules for selecting the appropriate tools to use and place to start

methods of estimating costsbenefits

acceptable benefitcost ratios

continuous improvement principles

principles of motivation and leadership

systems thinking

characteristics and strengths of different types of strategies techniques and tools such as S JIT sigma lean manufacturing agile manufacturing

business goals sufficient to match the strategy to the business needs

strategic thinking

principles of process equipment and how to improve its reliability

resources required and how to obtain them

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 will be able to conceptualise scenarios determine which ones are of sufficient benefit to proceed with and take their team with them

What are the specific resource requirements for this unit

Access to an organisation using competitive manufacturing

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

Evidence of scenarios developed and implemented andor rejected for valid reasons which have had a positive impact on the entire value chain should be available

In what context should assessment occur

Assessment needs to occur in an organisation following competitive manufacturing

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

This unit could be assessed concurrently with other relevant units to do with change in the competitive manufacturing environment

This unit is related to

MSACMCA Manage the impact of change on own work which covers individual impact aspects in CM

MSACMC210A Manage the impact of change on own work which covers individual impact aspects in CM.

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

Generally evidence will come from a range of scenarios and the improvements which flow


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

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.

Strategy

There are many approaches used to embarking on competitive manufacturing. Successful organisations select an appropriate array of techniques and tools and formulate a strategy for their implementation.

Techniques and tools

There are many techniques and tools used to implement a competitive manufacturing strategy such as 5S, six sigma, root cause analysis

Value chain

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.

System

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.