Google links for MSS403039A - Facilitate and improve 5S in an office

Elements and Performance Criteria

Plan for 5S implementation

Required Skills

communicating with team members and managers to engender commitment to achieving S outcomes conduct formal and informal meetings and to explain S and related concepts

facilitating team goals activities and communications and accessing resources

visualising normal office procedures in terms of flow and contribution to customer outcomes

planning and prioritising team activities

problem solving to determine potential improvements to the S system

reading and interpreting the application of officerelated procedures

analysing work practices procedures and S principles to facilitate setting up the S system and to identify improvements

identifying gaps in skills andor knowledge and options to address them

Required knowledge

Required knowledge includes

principles and purpose of S

types of office waste muda

methods of identifying waste in the work area such as

monitoring and data gathering systems used by an organisation such as customer relationship management CRM database accounting packages business intelligence or other office processrelated database programs and proprietary systems which are used within an organisation and which require office input

organisational policies plans and procedures

methods of identifying and evaluating options

OHS requirements relevant to the target work areas

principles of efficient workplace organisation

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 the scope of the services andor functions supplied by the office and the deliverables expected by customers

facilitate systematic approach to identifying and reducing office muda in work areas

lead and motivate others in achieving S outcomes and make improvements to the S systems

set up systems for monitoring and improving S implementation in an office

manage nonconformances in implementation of S

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 CRM database, accounting packages, business Intelligence or other office process-related database programs

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

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

5S

5S primarily covers organising how work is done. In the office environment it usually focuses on the physical and/or virtual work space to ensure that information, equipment, materials needed for the job are available where and when they are needed. Originally developed in Japan it is based around five housekeeping principles, usually translated as:

Sort

Sort involves keeping only what is absolutely necessary for the processes in the work area. Sort includes.

clearing the work area of all non-essential equipment and materials

Non-essential items are those not required to conduct the office related processes or operations, or to make required adjustments to office equipment.

Set in order

Set in order includes:

assigning required equipment and materials appropriate locations in the work area

Shine

Shine includes:

keeping the work area clean at all times. This should be carried out to a regular daily schedule against allowed time and, on most occasions, at the end of a job

Cleaning includes:

noting any signs of wear, damage, leakage, safety risks or other issues that require immediate attention

Standardise

Standardising includes:

activities that help maintain the order and the housekeeping standards

using procedures and checklists developed from a procedure

Sustain

Sustain includes:

making sure that daily activities are completed every day regardless of circumstance

undertaking inspections, including:

informal inspections of work spaces, office equipment, storage and records and other office facilities that should be carried often, at least weekly

generating continuous improvement actions from daily activities

formal inspections that should be carried out at least monthly

Items in work area

Items in an office work area include all equipment and accessories, including:

storage systems and cabinets

lighting, wiring, plumbing and other services designed to support a working environment in the office

manuals

personal items (e.g. bags, phones, lunch boxes, clothing, photos and ornaments)

safety and personal protective equipment

any other item which happens to be in the work area

Team

The term team is used to apply to all individuals in the target office work area who are involved in the implementation of 5S. The team may or may not be a formally designated team working to a team leader

Work area

The work area includes:

all areas where aspects of the job are performed and that are under the direct control of the employee. In a team environment 5S should be applied to all work areas under the control of the team

Target work area

The target work area may be identified as a physical and/or virtual work space:

used by a person, a team or a cross-functional group

common to part/s of a process or value stream (already defined)

shared by people who undertake a defined procedure or set of procedures

needed to support a particular function

Appropriate place

Appropriate places may include areas designated for:

recycling

rubbish removal

staff room/lunch room/kitchen

office supplies, filing and other storage

functions, such as printing/copying

holding until status is confirmed

Optimum assigned location

The optimum assigned location may include:

making changes to the layout of furniture, equipment and personnel in order to facilitate the smooth and continuous flow of work through process steps taking into account OHS considerations

Management support

Management support for the 5S implementation may include, as required:

provision of facilities for meetings, records and communications

release for training when needed

support and authorisations for changes when required

financial resources for any new or modified equipment

any other support outside of that able to be generated within the 5S implementation group

Procedures

Procedures may include:

work instructions

standard operating procedures

checklists

regulations

standards

guides and similar instructions that define the performance of the job

Procedures may be:

written, computer-based, visual depictions or in some other format

Non-conformance

Non-conformance includes:

incorrect or incomplete application of 5S procedures, including any daily tasks, scheduled inspections and continuous improvement procedures

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MSS403039A - Facilitate and improve 5S in an office

Google Links

Elements and Performance Criteria

Required Skills

Evidence Required

Range Statement