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Elements and Performance Criteria

1. Determine current visual management activities and information needs
   • Identify current visual management activities and provided information
   • Establish extent of linkage of visual management activities and provided information to other competitive systems and practices strategies and techniques
   • Identify problems and improvements which could be made
   • Determine root cause of problems
   • Determine visual management techniques and information needs for improvement to occur
   • Determine benefit which would accrue from improvement and cost of providing the information

Required Skills

Required skills

Required skills include cooperating and working with others both internally and externally to the work group determining the information to be displayed and location of displays through discussions with users discussion with generators of information eg sales marketing production planning or maintenance departments to determine available information comparing current state with future state identifying informationrelated causes of current problems and nonconformances determining and communicating to others the purpose of visual management techniques and indicators in the operation including making the problems abnormalities or deviations from standard visible to everyone and thus corrective action can be taken immediately displaying the operating or progress status in a easy to see format providing instruction conveying information providing immediate feedback to people support and create structure and links in process improving health safety and environment HSE performance developing agreement on standards and indicators to be used analysing and planning communicating across all levels in an organisation using a variety of techniques and media solving problems to root cause prioritising improvements and problems according to impact on value creation

Required knowledge

Required knowledge includes concept of value and value add in terms of the customer understanding of the organisations operations and processes subject to visual management visual management techniques including comparators status and indicators colour standards and standard signalling tools andon lights visual alarm of a problem manual or automatic actuation may also include audible alarm the use of tags labels and similar visual management strategies to provide information to employees including to provide status at a glance normal versus abnormal conditionsquality to reinforce standard work to predict qualityproductivity problems to provide instructions directions and reminders to inform alert and motivate workers as a safety and environmental tool the application of visual management as part of S and S audits quick changeover proactive maintenance kanban flow waste walks kaizen and kaizen blitz events

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 assess current visual management displays strategies and effectiveness determine visual management improvement strategy undertake visual management improvement implement or initiate and follow through on the implementation of the actions which flow from the visual management project examine the outcomes and identify improvements
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 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
Method for displaying information	Method for displaying information may include: colour coding pictures/graphics kanban cards coloured lines signage labelling control boards area information boards gauges and dials checklists Gantt charts
Where to display	Information may be displayed: at the machine or cell/on the plant or equipment (e.g. performance feedback and process conditions) at a workstation (e.g. work instructions) on a control panel centrally (e.g. general plant or team information) visible to all (e.g. and-on lights and HSE alarms)

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