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Elements and Performance Criteria

  1. Determine information needs of employees and production or operations systems

Required Skills

Required skills

Required skills include

identifying the competitive systems and practices strategies being implemented in the organisation and stage of implementation

using formal problem solving procedures such as root cause analysis RCA

analysing and planning for communication needs of production and operations employees

developing formal and informal communication procedures with employees in production and operational areas using a variety of media and formats

linking communication strategy key performance indicators KPIs to KPIs for implementation of competitive systems and practices

establishing feedback control and monitoring arrangements to gauge the success of communication strategies

briefing key personnel on the communication strategies

interpreting documents procedures and instructions for others

giving presentations and briefings

Required knowledge

Required knowledge includes

strategic requirements of own organisation

common techniques used in competitive systems and practices and key concepts required to be communicated to employees

communication media relevant software and standard formats

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 competitive systems and practices implementation and determine information flow requirements

communicate information verbally and in writing across different levels of complexity using a variety of methods and mediums

monitor outcomes of communication strategies against KPIs

plan and implement strategies to make gains from competitive systems and practices apparent and easily understood to different audiences

determine communication needs during contingencies and nonconformances

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 communication strategies and procedures relevant to the assessee

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, Materilas 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

Operations support areas

Operations support areas refers to areas other than production and may be located in the organisation or be in an external organisation that provides support services as part of its business. Examples include:

office

logistics

sales

marketing

insurance

legal

training and utilities providers

Information access requirements

Information access requirements include:

timing of access (e.g. occasional, periodic and continual)

method of access (e.g. visual/auditory/tactile access)

online/hard copy access

access locations

Communication media

Communication media include:

terminals, computers, and so on, with built in memory

internet

hard copy manuals, such as standard operating procedures, occupational health and safety (OHS) and training manuals

verbal briefings and informal conversations

circulars and letters

signage

instruction displays

tags and isolations/lockouts

permits to work/clearances

visual factory type displays

painted walkways

Stakeholders

Stakeholders may include:

team members

personnel officers

industrial officers

union delegates

production and operations management

human relations management

financial management

engineering/technical personnel