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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

identifying for an individual organisation its place in the value stream including immediate upstream and downstream organisations

determining flow of materials and information along the value stream including

output quantities and qualities

variability in quality and quantity

uptime

other key performance indicators KPIs indicators appropriate to the organisation and customer requirements

classifying steps and processes into value adding and nonvalue adding including determining appropriate methods for measuring value added

mapping value stream showing flow of information and materials in either hard copy or using software

communicating at all levels in the organisation and value stream and to audiences of different levels of literacy and numeracy

Required knowledge

Required knowledge includes

purpose of value stream analysis

methods of value stream analysis and mapping

concept of waste and value in terms of customer benefit

types of waste and methods of reducing it

processes and operations used in own organisation to make products or deliver services to internal and external customers

processes employed by other members of the value stream sufficient to have meaningful dialogue with 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

review activities of organisations to determine

their place in value stream

value added by each organisation

nonvalue added steps within each organisation

determine methods of measuring value added

prepare a map of a value stream that includes all value creating and non value adding steps

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

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

Value-added

Value-added is measured against its contribution to the customer benefits/features and may be in the form of:

technical benefits/features

location benefits/features

aesthetic benefits/features

information benefits/features

Map value stream

The map of the value stream can be completed using:

hard copy (e.g. paper or whiteboard)

appropriate software tools

The map should show all participants and stages of materials and information flow and the value creating and non-value adding steps and processes

JIT

JIT refers to:

a production scheduling concept that calls for any item needed at a production operation (whether raw material, finished item, or anything in between) to be produced and available precisely when needed, neither a moment earlier nor a moment later

Waste

Waste (also known as muda in the Toyota Production System and its derivatives) is any activity which does not contribute to customer benefit/features in the product. Within operations, categories of waste include:

excess production and early production

delays

movement and transport

poor process design

inventory

inefficient performance of a process

making defective items

activities which do not yield any benefit to the organisation or any benefit to the organisations customers