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 their ability to:

observe and analyse steps in an existing changeover

manage risks in adjusting changeover procedures

develop changeover adjustments that deliver the greatest overall benefit

supervise changeover procedure trials.

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 control/management

reports from supervisors/managers

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 studies/scenarios (particularly for assessment of contingencies, improvement scenario, and so on)

targeted questioning

reports from supervisors, peers and colleagues (third-party 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 oracy, language and literacy capacity of the candidate and the work being performed.

Required skills

Required skills include:

critically analysing an existing changeover, including a detailed examination of all actions and delays and the times taken

determining key steps in changeover

identifying regulatory implications and other risks changes to procedures

differentiating between habitual practice and necessary activity

identifying opportunities to maximise external set up work

communicating with others to explain and supervise changed procedures

Required knowledge

Required knowledge includes:

principles of quick changeover

equipment and operating environment of activities subject to quick changeover

regulatory and commercial obligations and risk environment for operations subject to quick changeover analysis

safe movement and other relevant occupational health and safety (OHS) principles

relevant procedures

purposes/requirements of changeover

sourcing of resources

trialling procedures

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

Changeover

Changeover may refer to:

equipment exchanges, such as an exchange of dies/tools (traditional)

change between batches

change between campaigns (process manufacturing)

quantum equipment/process change to produce a different product

Quick changeover

Quick changeovers may be known by a number of alternative titles depending on the industry sector. In manufacturing quick changeovers may be referred to as:

single minute exchange of die (SMED)

single-digit set-up – performing a set-up activity in a single-digit number of minutes (i.e. fewer than ten)

one touch exchange of die (OTED) – literally, changing a die with one physical motion, such as pushing a button – broadly, an extremely simple procedure for performing a set-up activity

While the term die is the traditional term, organisations that require changeovers using other equipment are also covered by this unit.

This unit may not be applicable to a totally continuous operation producing only the one product, or simultaneous range of products. This is not applicable to a maintenance/pressure vessel inspection (PVI) shutdown as experienced by the continuous process manufacturers. However, where there are continuous operations on a campaign basis, it may be applied to the development of changeover procedures between campaigns or similar changeovers

Set-up work

Set-up time is the work required to change over a machine or process from one item or operation to the next item or operation. It can be divided into two types:

internal set-up work that can be done only when the machine or process is not actively engaged

external set-up work that can be done concurrently with the machine or process performing productive duties

Principles

The principles of quick changeover include:

the principles of efficient movement as well as an understanding of equipment features and aids, including jigs, fixtures, locating devices and mechanical aids which will reduce human effort and time required

Improved/eliminated

Activities which should be improved/eliminated include:

those which take time or are unreliable in terms of outcome

those which are difficult to do or have adverse OHS implications (e.g. repetitive strain injury, back injury and finger injuries)

Hazards and risks

Hazards and risks include those related to:

OHS

regulatory compliance

environment

commercial and contractual obligations

An acceptable risk profile for changeovers is one which, at the minimum, meets regulatory and organisation requirements and does not increase the current risk profile

Procedures

Procedures may include:

work instructions

standard operating procedures

formulas/recipes

batch sheets

temporary instructions and similar instructions provided for the smooth running of the plan

good operating practice as may be defined by industry codes of practice (e.g. good manufacturing practice (GMP) and responsible care)

government regulations

Procedures may be:

written, verbal, computer-based or in some other format