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Elements and Performance Criteria

1. Monitor information and control needs of organisation
   • Check the use of current information
   • Check the operation of current control systems
   • Communicate regularly with key information users regarding any new or changed information control needs, including information needs from and to value stream
   • Identify short comings in information and control provision
   • Take appropriate action on information and control needs to meet organisational needs

Required Skills

Required skills

Required skills include identifying organisation needs from enterprise control system including critical features eg occupational health and safety OHS regulatory compliance and emergency shutdown essential features and operation controls access levels and access security cost of installation and operation interfaces eg humanmachine machinemachine and systemsystem eg SCADA with financial control systems correctly accessing and inputting information communicating with stakeholders on information and control requirements matching monitoring control and reporting capability of system to organisation requirements analysing features of enterprise system and determining training needs solving problems to root cause monitoring trials and initial implementation of enterprise control system

Required knowledge

Required knowledge includes capability of resource planningSCADA systems as appropriate information and control needs of organisationprocess project management supporttrainingskill development mechanisms available for access by personnel

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 their ability to analyse organisation needs and match to enterprise control system features determine critical features required in enterprise control system modify system as a result of trials or changing needs
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 SCADA software, ERP systems, 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
SCADA	SCADA refers to: a number of systems which automatically collect critical process data, perform required mathematical manipulations on it and then make control decisions and/or give required information personnel for action In the continuous operations sector, the SCADA system is sometimes integrated into other sophisticated computer control systems, such as distributed control system (DCS) and indeed these systems do merge in advanced systems. These organisations may simply refer to their SCADA as the DCS or other similar term (such as the proprietary name of the computer system)
Resource planning	Planning software is a general term applied to a number of software systems which integrate a range of business information, such as: finance logistics maintenance and production It is frequently referred to by names, such as ERP and MRP/MRPII
Value stream	The value stream begins with the customer and includes all actions (both value adding and non value added) by both internal sections/departments and external organisations to meet a customer requirement. Depending on the operations and the customer requirement stages where value stream actions may occur include: sales outlet/representative information gathering, data analysis and research product design raw material sourcing intermediate processing final assembler/collation/preparation support services (e.g. accounting, finance and legal) storage and delivery to customer after market support

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