This unit applies in an environment where manufacturing practices are standardised and there is a culture that accepts sustaining improvements and building on them. It is intended for managers and people with a similar sphere of influence.

This unit applies to individuals who are familiar with competitive manufacturing, value chain mapping, and culture improvement. Where this is not the case the following units can be completed to supply the necessary skills:

MSACMS600A Develop a competitive manufacturing system

MSACMS601A Analyse and map a value chain

MSACMC613A Facilitate holistic culture improvement in a manufacturing enterprise.

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

ELEMENT

PERFORMANCE CRITERIA

1. Develop a shared future state model

1.1. Establish an appropriate representative team

1.2. Analyse a value chain map of an appropriate section of the value chain

1.3. Determine the current state of practice across the value chain

1.4. Identify overall organisation strategy, direction and competitive manufacturing philosophy

1.5. Validate view with process/system owner

2. Develop and review a collaborative best practice model

2.1. Develop a future state model of practice

2.2. Review model with process/system owners and other stakeholders across the value chain as appropriate

2.3. Modify model to deliver better results for the customer and reduce wastes

2.4. Develop implementation plan in consultation with stakeholders

3. Provide the resources necessary to move to the future state

3.1. Identify changes required to infrastructure

3.2. Determine benefit/cost for required changes

3.3. Prioritise required changes

3.4. Obtain required authorisations

3.5. Facilitate the provision of resources needed to implement plan

4. Review future state model

4.1. Manage the implementation of improvements

4.2. Identify measures of progress towards agreed future state

4.3. Review progress towards future state

4.4. Agree methods of improving areas which could progress better

4.5. Agree on methods for evaluating future state

4.6. Validate measures and methods with relevant managers

Required skills

decision making

communication at all levels

situation analysis

Required knowledge

competitive manufacturing principles

workplace strategy and vision

ways of determining competency gaps

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:

critically review current and future state maps and ensure their alignment with organisation strategy and philosophy.

In particular look for evidence of:

analysis of value chain maps

reviewing of progress towards future state and taking corrective action

alignment of future state with organisation strategy.

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 reference is made to 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

Organisation

Organisation includes:

any part of a manufacturing or service organisation

companies, government bodies or other body of people aiming to produce a product to service a customer

Representative team

Representative team includes:

members from the value chain representing key parts of that chain and may, or may not, include members from outside the organisation

Current state

Current state of manufacturing practice includes:

output quantities and qualities

variability in quality and quantity

up time

causes and times for the different wastes

key performance indicators (KPIs)

investment hurdle rates and actual rates of return

HSE indicators

reliability indicators

other indicators appropriate to the organisation and its technology and processes

Infrastructure

Infrastructure includes:

policies and procedures

plant and equipment

materials, energy, utilities and other consumables

workforce arrangements including employee numbers, organisation structure, competencies and competency mix

Future state model of practice

The model of practice will be an improved future state model which will:

help achieve the required organisation strategy and philosophy

give direction to improvements and actions

include forecasts of:

output quantities and qualities

variability in quality and quantity

HSE indicators

reliability/up time

rates of return

other indicators appropriate to the organisation and its technology and processes

Measures of progress

Measures of progress include:

those metrics and other indicators defined and agreed before the commencement of implementation which provide feedback on the progress towards the future state

Competitive philosophy

Competitive philosophy includes that body of knowledge and techniques which together guides an organisation towards achieving best practice in their processes and includes:

manufacturing practice

lean manufacturing

agile manufacturing

Prioritising action

Prioritising of actions may include:

benefit/cost analysis

readiness analysis

tactical survival response

Manager

Manager may include:

any person who may have either a permanent or an ad hoc role in facilitating the function of multiple teams in a workplace, departments or entire organisations

Unit sector

CM Graduate

This unit contains employability skills.