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

Elements and Performance Criteria

1. Identify mutual interest
   • Clarify the reason contact was/is to be made for each relevant external organisation
   • Gather information on extent of past contact and any positive or negative outcomes for own and external organisation
   • Identify expectations of initiating organisation
   • Analyse the breadth, depth and complexity of external organisations’ expectations
   • Discuss expectations, ability to meet those expectations, and areas of mutual interest with relevant internal and external representatives

Required Skills

Required skills

Required skills include using formal problem solving procedures such as root cause analysis RCA analysing contributions to value from external relationships identifying waste muda developing formal and informal communication procedures with other individuals and organisations establishing sources of assistance in own organisation for external individuals and organisations interpreting documents procedures and instructions for others establishing KPIs for relationships

Required knowledge

Required knowledge includes strategic requirements of own organisation strategic benefits to the organisation from liaisons with external organisations possible external organisations which may offer benefits benefits which can be offered to the external organisations customer benefitsfeatures from products and processes of own organisation waste muda elimination formal problem solving procedures eg RCA

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 analyse the value and waste in relationships implement changes to relationships to improve outcomes for their organisation and its customers monitor outcomes of a relationship against KPIs communicate complex information to external representatives using a variety of methods and mediums
Context of and specific resources for assessment	Assessment of performance must be undertaken in a workplace that is engaging with one or more noncustomer external organisations Access may be required to historical information on the relationship with external organisation and the involvement of the assessee workplace procedures and plans specifications and documentation relating to planned currently being implemented or implemented changes to relationships with noncustomer external organisations reports from supervisorsmanagers on interaction with external noncustomer organisations 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
Reasons for contact	Reasons for contact may include: research innovation mutual cooperation strategic alliances computer (or other) technology emergency response
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. 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 organisation’s customers
Necessary waste	Necessary waste includes: any activity or cost which does not contribute directly to customer benefit/feature in the product, and which cannot be avoided (e.g. regulatory compliance and fixed costs) Necessary waste cannot be eliminated but should be managed
Unnecessary waste	Unnecessary waste includes: any activity or cost which does not contribute directly to customer benefit/features in the product and can be avoided Unnecessary waste should be eliminated as quickly as practical

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