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Elements and Performance Criteria

1. Determine current skill requirements for employees
   • Establish range and stage of implementation of competitive systems and practices techniques in the organisation
   • Consult with relevant stakeholders on skill requirements for effective implementation of competitive systems and practices techniques used in the organisation
   • Ensure records/database of skill mix currently required by employees are maintained in accordance with procedures
   • Re-assess and monitor the skills required by employees as organisation requirements change
   • Consult with relevant stakeholders to predict any new/different skill requirements arising from changes to products, processes, equipment or work organisation

Required Skills

Required skills

Required skills include analysing the competitive operational techniques being implemented in the organisation and the stage of implementation including establishing skill needs to support implementation 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 key performance indicators 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 skill analysis methods or how to access skill analysis from relevant experts skill development methods or how to access skill development programs from relevant experts electronic and other systems to record and maintain training and skills records formal qualifications and skill standards relevant to competitive systems and practices and the processes and products of 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 processes andor products of the organisation and implications for workplace learning 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 establish skill needs from processesproducts and competitive implementation process in the organisation use formal and informal channels of communication including feedback mechanisms to assist in identification of skill needs manage delivery and recording of training to ensure required skills are gained by employees
Context of and specific resources for assessment	Assessment of performance must be undertaken in a workplace using 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 past and current skill development for employees 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
Stakeholders	Stakeholders may include: team members personnel officers industrial officers union delegates production management human relations management financial management engineering/technical personnel
Skill development arrangements	Skill development arrangements include: formal vocational and education delivery by a registered training provider (RTO) education and training delivery by a higher education provider non-accredited on and off the job training by the organisation, equipment suppliers, industry associations, and so on coaching and mentoring self-directed learning arrangements for recording skills gained by employees
Procedures	Procedures may include: work instructions standard operating procedures formulas/recipes batch sheets temporary instructions and similar instructions provided for the smooth running of the processes in an organisation good operating practice as may be defined by industry codes of practice (e.g. Good manufacturing practice (GMP) and responsible care) government regulations industrial relations requirements and any classification changes that result from the acquisition of higher level skills Procedures may be: written, verbal, computer-based or in some other format

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