Google Links

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

Required Skills

Required skills

Required skills include

communicating with fellow employees managers and internal and external stakeholders to determine potential information for inclusion in process map

sorting and analysing information from a variety of sources which may include

manuals

technical documentation from suppliers

standard operating procedures

observation of employees performing tasks

interviews with others

deskinternet research

identifying relationships between processes or process steps

decisionmaking based on information from a variety of sources and analysis of needs of internal and external stakeholders in regards to process mapping

drawing or software skills in order to produce a visual process map

Required knowledge

Required knowledge includes

organisation and customer outcomesrequirements

purposes of process mapping

methods of process mapping including use of relevant software

implications of including or excluding specific activities andor people from the mapping process

methods of identifying and evaluating options

Evidence Required

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Critical aspects for assessment and evidence required to demonstrate competency in this unit

A person who demonstrates competency in this unit must be able to provide evidence of the ability to

identify organisation and customer requirements and relate process steps to those requirements

identify analyse and evaluate information from a variety of sources

identify map and document process steps for a defined purpose

analyse process map to determine suitability against the original purpose of the process mapping

Context of and specific resources for assessment

Assessment of performance must be undertaken in a workplace using or implementing one or more competitive systems and practices

Access may be required to

workplace procedures and plans relevant to work area

specifications and documentation relating to planned currently being implemented or implemented changes to work processes and procedures relevant to the assessee

documentation and information in relation to production waste overheads and hazard controlmanagement

reports from supervisorsmanagers

case studies and scenarios to assess responses to contingencies

Method of assessment

A holistic approach should be taken to the assessment

Competence in this unit may be assessed by using a combination of the following to generate evidence

demonstration in the workplace

workplace projects

suitable simulation

case studiesscenarios particularly for assessment of contingencies improvement scenarios and so on

targeted questioning

reports from supervisors peers and colleagues thirdparty reports

portfolio of evidence

In all cases it is expected that practical assessment will be combined with targeted questioning to assess underpinning knowledge

Where applicable reasonable adjustment must be made to work environments and training situations to accommodate ethnicity age gender demographics and disability

Guidance information for assessment

Assessment processes and techniques must be culturally appropriate and appropriate to the oracy language and literacy capacity of the candidate and the work being performed


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 Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Materials Resource Planning (MRP) and proprietary systems

statistical process control systems, including six sigma and three sigma

Just in Time (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

overall equipment effectiveness (OEE)

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

Appropriate process mapping technique

Flow chart/mapping techniques may be undertaken using appropriate software or as hard copy to create a visual representation of the process. Techniques include:

supplier-input-process-output-customer (SIPOC)

high-level process map

process flow chart

top down

responsibility matrix

document map

cross-functional or swim lanes process map

work flow diagram

The technique will typically define a method for visually representing the process such as a set of symbols or layout for a word document, spreadsheet or drawing.

Software applications may include:

Visio

computer aided design and drafting (CADD) programs

Microsoft Project

other graphic, modelling or flow chart applications

Aspects

Aspects to focus on may include:

process activities

flow of information and/or documents

decision points

ranking of process steps into:

essential (process essential for achieving outcomes/goals)

important (process which improves outcomes/goals through greater speed or quality)

optional (current or required process not related to achievement of outcomes/goals)

personnel and levels of responsibilities

cross-functional interactions

workflow and bottlenecks

quantifiables, such as lead time, work volume and handoffs

Process stakeholders

A process may comprise activities that are undertaken by one person or by several people. Process stakeholders may include:

the person undertaking a single-person process

a sample/representative of people undertaking each activity or step in a multi-person process

line managers

senior managers

internal customers

external customers