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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
Required Skills
Evidence Required
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 operationsagile operationspreventative and predictive maintenance approachesmonitoring and data gathering systems, such as CRM database, accounting packages, business intelligence or other office process-related database programsstatistical process control systems, including six sigma and three sigmaJIT, kanban and other pull-related operations control systemssupply, value, and demand chain monitoring and analysis5S continuous improvement (kaizen)breakthrough improvement (kaizen blitz)cause/effect diagramstakt timeprocess mappingproblem solving run chartsstandard procedurescurrent reality treeCompetitive systems and practices should be interpreted so as to take into account:the stage of implementation of competitive systems and practicesthe size of the enterprisethe work organisation, culture, regulatory environment and the industry sector |
Office | An office may include:a physical location where information/ administrative/transaction based functions are conducted and documents stored either in hard copy or electronically, such as:administrationordering and quotingsales and marketingcontracts and tenderingcustomer serviceOffice may also be applied to functions relevant to office responsibilities that are undertaken outside the physical office location, such as:sales representatives placing orders remotelyemployees working from home on office-related workoffice-related access levels and processes given to non-employees (e.g.customers, suppliers and regulators) |
Lead implementation | Leading implementation includes either:having formal leadership responsibility, such as a team leader or individuals who are required to have the ability to lead by example and mentor others, such as:experienced or senior operators specialists who must use their technical expertise to facilitate implementation of competitive systems and practices |
Imposed exclusions | Imposed exclusions are wastes (muda) that are required but do not add value. They should be formally identified as muda in the competitive systems implementation. Examples include:equipment excluded from efficiency or layout review because of budget constraints, licences, and so onregulatory requirements that do not add valueenterprise requirements, policies or procedures beyond the influence of the team |
Waste | Waste (also known as muda in the Toyota Production System and its derivatives) includes:errors in documents or datatransport of documentsdoing unnecessary work waiting for the next process stepprocess of getting approvalsunnecessary motionsbacklog in work queuesunderutilised employeestoo many signature/approval levelsunclear job descriptionsobsolete databases/files/folderscollecting unnecessary datainterruptions that do not add valuepurchase orders not matching quotationfull or bulk printouts when partial printout would doprinting out when electronic files could serve the purposeholding unnecessary stock of office suppliesgenerating reports that are not read |
KPIs | KPIs may include metrics, such as:process/cycle time, lead time, response time and value-add time changeover time between different work processescustomer demand ratesinventory/work in progress/inboxequipment/technology access and reliabilityenergy usewaste to landfill percentage complete and accurate |