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Elements and Performance Criteria

  1. Monitor the operation of the JIT system
  2. Liaise with relevant stakeholders
  3. Improve the JIT system

Required Skills

Required skills

reading

recording

communicating

planning

analysing

problem solving

negotiating

Required knowledge

JIT principles relevant to jobs

procedures for makingrecommending improvements

reasons for delaysstoragesinventories in that section of the value chain under their control and methods of reducingeliminating them

skill gap analysis and methods of filling skill gaps

principles of the manufacturing process relevant to the sectionteam

production data generated by the process and its application to JIT

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 at all times know the state of the JIT system in their area and will take actions to ensure its smooth operation on a day to day basis as well as recommendundertake actions to improve it long term

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

Evidence should be available of the persons facilitation of the operation of the JIT system and their making of recommendations formaking improvements

In what context should assessment occur

This unit will need to be assessed in an organisation operating JIT

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

This unit is related to

MSACMTA Apply Just in Time JIT procedures and

MSACMT221A Apply Just in Time (JIT) procedures, and

MSACMTA Develop a Just in Time JIT system which cover the lower and higher skill levels in CMI respectively

MSACMT621A Develop a Just in Time (JIT) system which cover the lower and higher skill levels in CMI respectively.

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 should be gathered from an extended period showing routine support for the JIT system and regular improvements madesuggested

What are the specific resource requirements for this unit

Access to an organisation using JIT

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.

Just in time (JIT)

Just in time (JIT) is a production scheduling concept that calls for any item needed at a production operation - whether raw material, finished item, or anything in between, to be produced and available precisely when needed, neither a moment earlier nor a moment later.

Kanban

Kanban is a card or sheet used to authorise production or movement of an item; when fully implemented, kanban (the plural is the same as the singular) operates according to the following rules:

all production and movement of parts and material take place only as required by a downstream operation, i.e. all manufacturing and procurement are ultimately driven by the requirements of final assembly or the equivalent

the specific tool which authorizes production or movement is called a kanban. The word literally means card or sign, but it can legitimately refer to a container or other authorizing device. Kanban have various formats and content as appropriate for their usage (e.g. a kanban for a vendor is different than a kanban for an internal machining operation).

Kanban is typically applied to batch type operation and the production is measured in units produced. In continuous manufacturing organisations, production is measured in terms of production rate (e.g. kg/h, tonne/day) and rate is increased/decreased according to the flow authorisation which may be a kanban (e.g. ticket, order from a supplier) or may be a SCADA signal from a remote facility (e.g. customer tank) saying that resupply is required or similar.

SCADA

System Control and Data Acquisition (SCADA) is a general term applied to a number of systems which automatically collect critical process data, perform required mathematical manipulations on it and then make control decisions and/or give required information personnel for action.

Key measures

Key measures may include inventory levels, lead time, IFOTIS delivery, productivity/production rate, other measures of pull through the value chain, quality.

IFOTIS refers to delivery of product In Full, On Time and In Specification.

Quick fix

Quick fix is action taken to immediately and cheaply control a problem, prevent it getting worse and/or ameliorate its impact, but which does not necessarily solve it long term.

Pull system

Pull is a system of making to demand rather than for stock or to a forecast.

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 .