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Elements and Performance Criteria

1. Determine appropriate analytical techniques
   • Liaise with key stakeholders to determine objectives of operations strategy
   • Examine current operations to determine major areas requiring improvement
   • Compare possible strategies, techniques and tools against organisation needs
   • Select possible strategies, techniques and tools
   • Consult with key stakeholders to confirm selected strategies, techniques and tools

Required Skills

Required skills

Required skills include undertaking selfdirected problem solving and decisionmaking on issues of a broad andor highly specialised nature and in a wide variety of contexts analysing current statesituation of the organisation and value stream including appropriateness of strategy operations and internal and external relationships including value stream members determining appropriate key performance indicators KPIs and overseeing data collection selecting appropriate competitive systems and practices tools and techniques such as value stream mapping S Just in Time JIT mistake proofing process mapping establishing customer pull kaizen and kaizen blitz setting of KPIsmetrics identification and elimination of waste communicating at all levels in the organisation and value stream and to audiences of different levels of literacy and numeracy prioritising situations and actions based on customer benefit costbenefit analysis reviewing and modifying strategies and KPIs as required

Required knowledge

Required knowledge includes competitive systems and practices principles and tools including value stream mapping S JIT mistake proofing process mapping establishing customer pull kaizen and kaizen blitz setting of key performance indicatorsmetrics identification and elimination of waste methods of estimating costsbenefits acceptable benefitcost ratios continuous improvement principles principles of motivation and leadership characteristics and strengths of different types of strategies techniques and tools such as S JIT six sigma lean operations and agile operations business goals sufficient to match the strategy to the business needs strategic thinking principles of process equipment and how to improve its reliability resources required and how to obtain them

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 their ability to determine appropriate analytical techniques develop strategies that deliver the greatest overall benefit implement the strategies monitor the implementation of the strategy
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

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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 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 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
Competitive systems and practices techniques and tools	Competitive systems and practices techniques and tools may include: value stream mapping 5S JIT mistake proofing process mapping establishing customer pull kaizen and kaizen blitz setting of KPIs/metrics identification and elimination of waste (muda) standardisation
Value stream	The value stream begins with the customer and includes all actions (both value-adding and non-value added) by both internal sections/departments and external organisations to meet a customer requirement. Depending on the operations and the customer requirement stages where value stream actions may occur include: sales outlet/representative information gathering, data analysis and research product design raw material sourcing intermediate processing final assembler/collation/preparation support services (e.g. accounting, finance and legal) storage and delivery to customer after market support

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