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Elements and Performance Criteria

  1. Define the change
  2. Identify personnel required to implement the change and their roles
  3. Assess and manage the change-related risks
  4. Build high level change plans
  5. Implement and sustain the change

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

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.

High level change network includes one or more of:

sponsors

cascading change sponsors

targets

agents

advocates

enablers

impeders.

Organisation includes:

any part of a manufacturing or service organisation

companies, government bodies or other body of people aiming to produce a product to service a customer.

Key change project personnel include one or more of:

project sponsors

cascading sponsors

relevant managers

change agents.

Risks include one or more of:

business risks (e.g. over-spending)

market risk (e.g. loss of market share)

HSE risks

relationship risks (e.g. to shareholders, employees, suppliers, customers or the community).

Organisation capacity includes one or more of:

organisation history of implementing change

capability in change implementation

adaptability of people to change

demand for the change in the part of the organisation.

Specific risk dimensions include one or more of:

impact of the solution (its potential for disruption to production, quality, delivery and budgets)

readiness of people to accept the change, including readiness to accept changes in role and responsibilities

availability of resources, including financial, plant and equipment, and dedicated personnel.

Transition approach includes one or more of:

transition style (top down/pilot/process focused/delegated change)

degree of sponsorship to be cascaded

balance of engagement/involvement

internal and/or external resources

use of change to build organisation capacity.

High level involvement plans involve groups within defined constraints which include one or more of:

objectives for involvement

decision parameters

timing of involvement

problem/opportunity identification

solution design

implementation/transition planning

solution building

solution testing

solution piloting

training design

training delivery

communication roll out

solution roll out.

Alignment plan ensures alignment and sustainability between:

policies, processes and procedures

incentives and rewards (KPIs and intended outcomes)

consequences and penalties for non-compliance

preventing pre-change behaviours and patterns recurring.

Sustaining improvement includes one or more of:

standard procedures and work instructions

standard practice

other relevant documents and practices.

Performance Evidence

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability, for one (1) or more teams/areas/departments, to:

prepare for and deliver change

communicate with all stakeholders

develop consensus among stakeholders

undertake risk analysis of proposed changes

develop and implement change management plans that have objectives, measurable KPIs and tested solutions to anticipated contingencies.