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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. Contribute to planning improvement events
   • Identify own role and functions and those of the broader office and how they contribute to value to the customer
   • Make suggestions for changes that might lead to improvements in the targeted process
   • Participate in team activities to identity breakthrough improvements to be implemented
   • Identify own project tasks and task sequencing for improvements

Required Skills

Required skills

Required skills include communicating with others to clarify scope of breakthrough improvement activity contribute suggestions for improvement and review results visualising normal office procedures in terms of flow and contribution to customer benefit planning and prioritising own tasks in implementation of breakthrough team activity identifying office waste muda reading and interpreting documents describing office procedures recording activities and results against templates and other prescribed formats working with others to solve problems

Required knowledge

Required knowledge includes how the targeted process contributes to value for the customer standard office procedures within the targeted process for own activities and others in team difference between continuous improvement and breakthrough improvement breakthrough improvement techniques as is relevant to own job area competitive systems and practices tools and techniques as applied in the office for example value stream mapping S Just in Time JIT process mapping establishing customer pull key performance indicatorsmetrics identification and elimination of waste muda problem solving A reporting Plan Do Check Act PDCA methods of makingrecommending improvements

Evidence Required

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 systems and practices	Competitive systems and practices may include but are not limited to lean operations agile operations preventative and predictive maintenance approaches monitoring and data gathering systems such as customer relationship management CRM database accounting packages business intelligence or other office processrelated database programs statistical process control systems including six sigma and three sigma JIT kanban and other pullrelated operations control systems supply value and demand chain monitoring and analysis S continuous improvement kaizen breakthrough improvement kaizen blitz causeeffect diagrams takt time process mapping problem solving run charts standard procedures current reality tree Competitive systems and practices should be interpreted so as to take into account the stage of implementation of competitive systems and practices the size of the enterprise the work organisation culture regulatory environment and the industry sector
Office	Office may include a physical location or a remote or virtual location where informationadministrativetransactionservice based functions are conducted An office typically produces information andor services as deliverables to internal or external customers and stores records in hard copy or electronically
Breakthrough improvement	A breakthrough improvement is one that delivers a better ratio of valueadd to nonvalue add from the customer perspective It is characterised by using a formal process being a discrete targeted activity that is achieved in a relatively short timeframe delivering significant level of improvement
Monitoring mechanisms	Monitoring mechanisms may include scheduled audits regular monitoring andor reporting activities communications such as standing items for team meetings tracking and visual display of performance measures
Waste	Waste also known as muda in the Toyota Production System and its derivatives includes errors in documents or data transport of documents doing unnecessary work waiting for the next process step process of getting approvals unnecessary motions backlog in work queues under utilised employees too many signatureapproval levels unclear job descriptions obsolete databasesfilesfolders collecting unnecessary data interruptions that do not add value purchase orders not matching quotation full or bulk printouts when partial printout would do printing out when electronic files could serve the purpose holding unnecessary stock of office supplies generating reports that are not read other activities which do not yield any benefit to the organisation or any benefit to the organisations customers

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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 systems and practices	Competitive systems and practices may include, but are not limited to: lean operations agile operations preventative and predictive maintenance approaches monitoring and data gathering systems, such as customer relationship management (CRM) database, accounting packages, business intelligence or other office process-related database programs statistical process control systems, including six sigma and three sigma JIT, kanban and other pull-related operations control systems supply, value, and demand chain monitoring and analysis 5S continuous improvement (kaizen) breakthrough improvement (kaizen blitz) cause/effect diagrams takt time process mapping problem solving run charts standard procedures current reality tree Competitive systems and practices should be interpreted so as to take into account: the stage of implementation of competitive systems and practices the size of the enterprise the work organisation, culture, regulatory environment and the industry sector
Office	Office may include: a physical location or a remote or virtual location where information/administrative/transaction/service based functions are conducted An office typically produces information and/or services as deliverables to internal or external customers and stores records in hard copy or electronically
Breakthrough improvement	A breakthrough improvement is one that delivers a better ratio of value-add to non-value add from the customer perspective. It is characterised by: using a formal process being a discrete targeted activity that is achieved in a relatively short timeframe delivering significant level of improvement
Monitoring mechanisms	Monitoring mechanisms may include: scheduled audits regular monitoring and/or reporting activities communications, such as standing items for team meetings tracking and visual display of performance measures
Waste	Waste (also known as muda in the Toyota Production System and its derivatives) includes: errors in documents or data transport of documents doing unnecessary work waiting for the next process step process of getting approvals unnecessary motions backlog in work queues under utilised employees too many signature/approval levels unclear job descriptions obsolete databases/files/folders collecting unnecessary data interruptions that do not add value purchase orders not matching quotation full or bulk printouts when partial printout would do printing out when electronic files could serve the purpose holding unnecessary stock of office supplies generating reports that are not read other activities which do not yield any benefit to the organisation or any benefit to the organisations customers

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