Google links for MSS407002A - Review operations practice tools and techniques

Elements and Performance Criteria

Review the use of competitive systems and practices tools

Required Skills

analysing organisation processes and products and match to appropriate competitive systems and practices tools

undertaking selfdirected problem solving and decisionmaking

defining improvement outcomes expected in own area of responsibility from the implementation of competitive systems and practices tools

communicating across all levels in an organisation

analysing occupational health and safety OHS impacts from implementation of competitive systems and practices tools

preparing reports and recommendations in regards to implementation of competitive systems and practices tools

measuring improvement outcomes

Required knowledge

Required knowledge includes

competitive systems and practices tools including

establishing customer pull

kaizen and kaizen blitz

setting of key performance indicatorsmetrics

identification and elimination of waste muda organisation processes and products applications and limitations of different competitive systems and practices tools

typical benefits for customers from implementation of competitive systems and practices tools

DMAIC process applied to competitive systems and practices tool use

approvals and delegations within the organisation

procedures including processes for updating and drafting of procedures

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

critically review the use of competitive tools

take a DMAIC approach

compare actual outcomes to planned outcomes

discriminate between the causes of suboptimal performance

recommend appropriate changes to tools used tool usage andor tool implementation

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 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, 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)

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

Review tool use

Review of tool use includes:

identifying whether a better tool could have been used and whether there is an appropriate balance between daily continuous improvement and kaizen blitz

Codes of practice/standards

Where reference is made to industry codes of practice, and/or Australian/international standards, the latest version must be used

HSE

All changes implemented are expected to be at least neutral, or preferably beneficial, in their impact on HSE

Outcomes

Outcomes include:

the benefits both to the organisation and also the customers

Define improvements

The definition of improvements may include:

a specification of the problem/capability gap being addressed

a specification of how that problem/gap will be solved/filled

a statement of the intended benefits of the solution

a statement of the indicators of progress and success

DMAIC approach

DMAIC is an approach to improving an existing business process to reduce defects. It stands for:

Organisation

Organisation includes:

any part of a operations or service organisation

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

Team leader

Team leader may include:

any person who may have either a permanent or an ad hoc role in facilitating the function of a team in a workplace

Gaps inhibiting tool use

Gaps inhibiting tool use may include:

competency gap of employees in own or other value stream organisation

lack of management or employee support

lack of financial or other resources

inadequate data

Sustaining improvement

Improvement may be sustained by including it in:

standard procedures and work instructions

standard practice

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MSS407002A - Review operations practice tools and techniques

Google Links

Elements and Performance Criteria

Required Skills

Evidence Required

Range Statement