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Elements and Performance Criteria

1. Develop strategy map for Balanced Scorecard operation
   • Develop strategic objectives of an organisation in consultation with stakeholders
   • Check strategic goals and objectives include those which make the organisation unique
   • Check with employees and customers that strategic objectives address real issues and problems
   • Categorise strategic objectives into the major perspectives of financial, customer, process, innovation and learning, and growth
   • Add additional required perspectives and associated strategic goals and objectives
   • Map strategic objectives showing cause/effect flows
   • Validate strategy map with stakeholders

Required Skills

Required skills

Required skills include developing KPIs and their application at the enterprise level analysing organisation operations and determine strategy for implementation of Balanced Scorecard approach including required communication with others negotiations if any required with internal and external suppliers customers and delegates analysis of any skill gaps in self and others required training measuring of KPIs data collection work organisation and procedure changes risk identification and contingency measures analysing data including competitive systems and practices indicators and verifying results with stakeholders solving problems associated with implementing and gaining support for Balanced Scorecard implementation across the organisation negotiating with employees suppliers and customers where necessary to achieve implementation of Balanced Scorecard communicating and negotiating at all levels in the organisation and value stream and with individuals of different levels of literacy and numeracy documenting

Required knowledge

Required knowledge includes vision and mission of organisation strategic issues for the organisation Balanced Scorecard principles and components including perspectives feedback loops metrics and reporting systems Key KPI development principles responsibilities of personnel at different organisational levelswithin different organisational sections and functions

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 develop strategy for an enterprise develop procedures for implementation of the Balanced Scorecard practices in an enterprise identify and implement changes to operations flowing from the implementation of the Balanced Scorecard lead the implementation of change across an enterprise
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 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
Balanced Scorecard	The Balanced Scorecard is an approach to competitive systems and practices that sets out an organisation’s vision and strategy by establishing and measuring enterprise activity in a number of different perspectives in addition to the normal financial perspective. Other perspective areas are customer, internal business process and learning and growth. For each perspective area the Balanced Scorecard emphasises establishing and measuring performance (metrics)
Organisation	Organisation may include: a whole organisation a discrete subsidiary, plant or division
Additional required perspectives	Additional required perspectives may include: workforce environment occupational health and safety (OHS)

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