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Elements and Performance Criteria

  1. Determine purpose of plan
  2. Develop objectives and strategies
  3. Develop plans to meet objectives and strategies
  4. Monitor the implementation of the plan

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 develop a plan which successfully delivers plan objectives

What are the specific resource requirements for this unit

Access to a workplace implementing competitive manufacturing strategies is required No other specific resources are required

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

Evidence of having developed a plan which meets its objectives

In what context should assessment occur

Assessment will need to occur in a competitive manufacturing organisation and where the individual is undertaking business planning or by project or case study

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 appropriate units

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 from one significant plan should be sufficient or alternatively from several smaller business plans


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.

Plan

Plan may include any sort of business plan and may emphasise any of the areas for sub-plans over the others.

Objectives

Objectives may include:

quality

occupational health and safety (OHS)

environment

competitive manufacturing practices

human, physical, financial and environmental/resource.

Objectives and strategies

Objectives and strategies may include:

human and industrial relations

material/component and resources

sustainable environmental practices

sales and marketing

financial.

Relevant stakeholders

Relevant stakeholders may include:

other team members

other workers

management

technical specialists

other members of the value chain.