This unit applies intended for team leaders and people with a similar sphere of influence and scope of authority and responsibility and who have a knowledge of competitive manufacturing, continuous improvement and locking in improvements. Where this is not the case the following units can be completed to supply the necessary skills:

MSACMS400A Implement a competitive manufacturing system

MSACMS401A Ensure process improvements are sustained

MSACMT441A Facilitate continuous improvement in manufacturing

MSACMT451A Mistake proof a production process.

This unit covers the skills required for a qualitative approach to the review of a process change. This unit reviews both intended and unintended consequences of change and the effectiveness of the implementation of the change. For a more quantitative review of a process change refer to MSACMG703A Analyse process changes.

This unit is not intended to be applied to a technical or engineering review of a major capital expenditure or similar review.

This unit may also be applied to service organisations applying competitive manufacturing principles.

ELEMENT

PERFORMANCE CRITERIA

1. Study a change

1.1. Identify changes which have occurred

1.2. Select a change or group of related changes to analyse

1.3. Determine the initiation of the selected change

1.4. Gather information on the situation within the enterprise and along the value chain prior to the change

1.5. Gather information on the implementation of the change

1.6. Gather information on the intended benefits of the change

1.7. Gather information on the situation within the enterprise and along the value chain after the change

1.8. Note whether results of change have been constant or have changed over time

1.9. Collate and prepare gathered information for distribution

2. Agree results of change with stakeholders

2.1. Present and discuss collected information with relevant stakeholders

2.2. Modify collected information as required based on stakeholder input

2.3. Develop a consensus view of the result of the change which is supported by the information available

2.4. Validate the consensus view with stakeholders

3. Identify future improvements

3.1. Discuss lessons learned from the reviewed change with stakeholders

3.2. Capture key knowledge from the review of the change in accordance with systems and procedures

3.3. Identify future improvements in collaboration with team members

3.4. Validate identified future improvements with stakeholders

3.5. Obtain sign off from process/system owner

3.6. Start the process for implementing future improvements

3.7. Check that planned improvements have occurred

3.8. Take action to sustain improvement by standardising

Required skills

decision making

communication at all levels

interviewing skills

negotiation

situation analysis

Required knowledge

competitive manufacturing principles

organisational goals and processes

workplace continuous improvement processes and procedures

methods of determining the impact of a change including basic quantitative analysis of simple process data, but not including advanced statistical/mathematical analysis

methods of information collection and interpretation

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.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Demonstrates skills and knowledge required to:

review process changes.

In particular look for evidence of:

identification of changes

information gathering and analysis over a period and range that will provide a valid basis for analysis

obtaining a consensus view of the results of the change

determining the lessons to be learned and future improvements to be undertaken.

Context of and specific resources for assessment

Assessment may occur on the job or in an appropriately simulated environment. Access is required to real or appropriately simulated situations, including work areas, materials and equipment, and to information on workplace practices and OHS practices.

Where applicable, reasonable adjustment must be made to work environments and training situations to accommodate ethnicity, age, gender, demographics and disability.

Access must be provided to appropriate learning and/or assessment support when required. Where applicable, physical resources should include equipment modified for people with disabilities.

Method of assessment

Assessment must satisfy the endorsed assessment guidelines of the Manufacturing Training Package.

Assessment methods must confirm consistency and accuracy of performance (over time and in a range of workplace relevant contexts) together with application of underpinning knowledge.

Assessment methods must be by direct observation of tasks and include questioning on underpinning knowledge to ensure its correct interpretation and application.

Assessment may be applied under project related conditions (real or simulated) and require evidence of process.

Assessment must confirm a reasonable inference that competency is able not only to be satisfied under the particular circumstance, but is able to be transferred to other circumstances.

Assessment may be in conjunction with assessment of other units of competency where required.

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.

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.

Codes of practice/standards

Where changes include areas covered by industry codes of practice, and/or Australian/international standards, the latest version must be used

Health, safety and environment (HSE)

All changes implemented are expected to be at least neutral, or preferably beneficial, in their impact on health, safety and environment.

Change

Changes may:

be to plant, procedures or practice

arise from continuous improvement (or an improvement event or project)

may have been intended to make an improvement or to implement new products, technology or systems

include the implementation of a change

Changes do not include an engineering or technical review of a major capital expenditure or similar review

Initiation of change

A change may have been deliberately initiated to improve capability, deal with a problem, or a similar intended change. Where a change was not deliberately initiated then the causal factors for the change need to be identified and may include:

a drift in efficiency or quality

a change in materials, feed, components which was being compensated for

a change in personnel which brought different practices

Stakeholders

Stakeholders include:

work team members, value chain members as well as other stakeholders

Gather information

Information may be gathered (e.g. for the situation prior to the change, the implementation process or stage, the intended benefits and the situation after the change) by a number of techniques and it would be expected that several techniques would be used. Techniques may include:

surveys

interviews

walking around (gemba walk)

structured and unstructured interviews

formal and informal interviews

review of organisation records

review of process 'history' such as might be obtained from a control panel or other process records

Prior situation

The prior situation would include an analysis of culture and value alignment between:

downstream and upstream members of the value chain and the organisation

management and employees

skills required versus skills possessed

process capability

process and plant/equipment performance

Intended benefits

Intended benefits include impacts on:

customer perceived value

stakeholders upstream and downstream

organisation personnel

process capability

plant/equipment reliability/performance

Results of change

The change may have resulted in:

an initial improvement followed by a return to previous performance

a change which has resulted in continued improvement

continued detriment or other variations over time

Results of change should include HSE changes

Improvements

Improvements may:

be to process, plant, procedures or practice

include changes to ensure positive benefits are maintained

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

Unit sector

CM Graduate

This unit contains employability skills.