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Follow the links below to find material targeted to the unit's elements, performance criteria, required skills and knowledge

Required Skills

Required skills

Required skills include

reviewing continuous improvement in a variety of contexts eg supportive and nonsupportive team environments

undertaking selfdirected problem solving and decisionmaking

communicating across all levels in the organisation

analysing current statesituation

analysing workplace strategy and vision statements and principles and linking these to current processes performance and indicators

Required knowledge

Required knowledge includes

competitivesystems and practices tools including

competitivesystems and practices tools, including:

value stream mapping

S

Just in Time JIT

mistake proofing

process mapping

establishing customer pull

kaizen and kaizen blitz

setting of KPIsmetrics

identification and elimination of waste muda

methods of determining competency gaps in team members

continuous improvement processes including implementation monitoring and evaluation strategies

types of KPIs and their impacts on performance

relationship between service departments eg maintenance and continuous improvement in a production or operational environment

difference between breakthrough improvement and continuous improvement

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 existing or proposed continuous improvement processes

establish ongoing review processes including setting and monitoring of KPIs

develop consensus for implementation of improvement plans

implement improvement plans

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)

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 should be at least neutral, or preferably beneficial, in their impact on HSE

Relevance

Relevance of KPIs includes:

appropriateness (did they lead to/encourage desirable performance?)

currency (are they still encouraging desirable performance?)

unintended consequences (do they lead to outcomes which are not desirable, even if some performance is desirable?)

signal/noise (is the balance between desirable and undesirable outcomes strong and positive?)

Compare outcomes

Outcomes include comparing:

cost/benefit

timing

value stream implications

HSE issues

process reliability issues

benefit to customer/perceived customer benefit

Required resources

Required resources include:

plant

materials (e.g. raw materials, components, work in progress and other consumables)

energy (e.g. heating, cooling and fuel)

people

skills

finances

feedback/visual enterprise resources

measuring equipment

Sustaining improvement

Improvement may be sustained by including it in:

standard procedures and work instructions

standard practice

other relevant documents and practices

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