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Elements and Performance Criteria

1. Confirm organisation competitive systems and practices status
   • Establish number and status of competitive systems and practices techniques being used within the organisation
   • Identify key performance indicators (KPIs) for each technique
   • Identify key sections and value stream members responsible for each KPI
   • Identify key personnel for communications

Required Skills

Required skills

Required skills include analysing the competitive operational techniques being implemented in the organisation and the stage of implementation including identifying people related needs and issues using formal problem solving procedures such as root cause analysis RCA analysing work procedures developing formal and informal communication procedures with others in work area team leaders and other employees relevant to competitive systems and practices changes establishing sources of assistance in the organisation for people experiencing difficulty with competitive systems and practices changes interpreting procedures and instructions relevant to own expertise for others establishing KPIs for own work

Required knowledge

Required knowledge includes features and benefits of common competitive operational practices including Just in Time JIT and kanban systems preventative maintenance S housekeeping continuous improvement processes kaizen waste muda elimination formal problem solving procedures eg RCA standardised work health safety and environment HSE principles and requirements for organisation change implementation contacts and procedures for the organisation employee assistance mechanisms in the organisation current processes and principles of operation sufficient to enable communication with others on the impact of competitive operational changes sources of data on the processplant and possible applications to information distribution methods of determining own skill needs and developing skills if required

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 processes used and scope of products services supplied by the organisation and the deliverables expected by customers relate processes and productsservices to the competitive systems and practices implementation process and the stage of implementation communicate and gain support for changes made as a result of the implementation of the competitive systems and practices implementation develop formal and informal channels of communication including feedback mechanisms proactively resolve issues and problems raised by people with the competitive systems and practices implementation process
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
Key personnel	Key personnel for communication include: formally identified managers, supervisors and workforce delegates as well as key opinion shapers (e.g. employees with specialist technical knowledge) on the issue being communicated
Formal mechanisms	Formal mechanisms for communication will vary according to the organisation but may include: noticeboards employee circulars consultative committees staff associations union representatives team leaders
Stakeholders	Stakeholders may include: team members personnel officers industrial officers union delegates production management human relations management financial management engineering/technical personnel

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