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Elements and Performance Criteria

1. Identify organisational relationships
   • Map actual and intended process flows within and between teams
   • Map actual and intended communication/information/data flows within and between teams
   • Identify and map other interactions (actual and intended) within and between teams
   • Determine the consequences in terms of customer benefit of intended flows/interactions
   • Determine the consequences in terms of customer benefit of the actual flows/interactions

Required Skills

Required skills

Required skills include identifying competitive systems and practices techniques and tools used by downstream upstream and support teams including value stream mapping S Just in Time JIT mistake proofing process mapping six sigma establishing customer pull kaizen and kaizen blitz setting of KPIsmetrics identification and elimination of waste muda determining value in terms of customer benefit for downstream upstream and support teams determining impact on value of each team from operations of other teams communicating with other teams and team leaders other employees and external representatives relevant to competitive systems and practices communicating using different media and format and to audiences and individuals from a variety of literacy and numeracy levels maximising cooperation between teams on setting of KPIs solving problems to root cause disruptions to flow variations of flow levelvolume variations in qualityquantitytimeliness implementing standardisation ensuring awareness of teams of performance requirements communicating sources of assistance to own and other team members

Required knowledge

Required knowledge includes competitive systems and practices principles strategies and techniques including value stream mapping S JIT mistake proofing process mapping six sigma establishing customer pull kaizen and kaizen blitz setting of KPIsmetrics identification and elimination of waste muda organisational goals products and processes types of KPIs their applications and limits approval processes within organisation communication methods across a variety of media and formats including preparation of formal proposals and negotiations continuous improvement process mapping communication and people interaction mapping customer perception of value

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 examine relationships within and between downstream upstream and support teams and to take action to improve them identify relationshipsrelationship maps identify sources of conflicttension consensus development of improvement plans including setting of KPIs implement improvement plans and rechecking subsequent relationships
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

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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
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
Relationship between organisational teams	Organisational teams may include: downstream customer teams upstream supplier teams support teams (e.g. maintenance and information technology (IT)) Relationship between teams includes: the impact of teams on each others' work expressed in competitive systems and practices terms Impacts covered could include: supplier, customer and support team impacts on: flow pull takt time waste
Cooperation within teams	Cooperation within team may include: assistance with problem solving dealing with disruptions to flow dealing with variations of flow level/volume dealing with variations in quality/quantity/timeliness
KPIs	KPIs may include: reward systems systems (formal and informal) which encourage some types of behaviour over others
Resistance to change	Resistance to change may be: overt or covert
Stakeholders	Stakeholders may include: work team members value stream members as well as other stakeholders
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

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