This unit applies to a manager in an organisation that has embarked on competitive systems and practices and who seeks to change/improve the organisation culture to be consistent with that required to maximise the benefits from a competitive systems and practices strategy.
This unit primarily requires the application of skills associated with communication, teamwork, problem solving, and initiative and enterprise in order to assess and address culture development needs in the organisation. Planning and organising is required to ensure a systematic approach to the development of an organisation’s culture that supports competitive systems and practices processes.
Elements and Performance Criteria
Facilitate a company wide appreciation for the competitive systems and practices strategy
Communicate with all levels of the organisation the objectives and benefits of a competitive systems and practices strategy
Communicate to all levels of the organisation the techniques and methods that will be used in achieving the competitive systems and practices strategy
Facilitate the development of a systems approach to how the organisation works
Establish mechanisms to measure current understanding and support for competitive systems and practices amongst employees and other stakeholders
Set targets for culture improvement from measurement of current understanding and support for competitive systems and practices
Demonstrate a constancy of purpose for the organisation in the push for the continual improvement in all activities
Break down any communication barriers between parts of the organisation that may inhibit the competitive systems and practices strategy
Develop a work structure that allows for everyone to participate and be heard in the transformation of the organisation
Facilitate application of knowledge about variation and ways to improve the operational processes
Facilitate commitment to enterprise data collection procedures
Facilitate the identification of variation in processes
Facilitate review of processes with a view to reducing variation
Encourage the approach of building quality in and eliminating the need for end of process inspection
Facilitate the development of knowledge and skill acquisition
Involve employees in identification of skill needs and any skills gaps
Develop strategies for training, skills acquisition and employee self-improvement
Set key performance indicators (KPIs) for training, skills acquisition and employee self-improvement
Institute on and off-the-job training, as required
Institute a vigorous program of education and self-improvement for all employees
Monitor KPIs and adjust training, skills acquisition and employee self-improvement strategies and delivery, as required
Facilitate the development of support within the organisation for competitive systems and practices
Ensure sufficient resources and adequate equipment is available to meet the requirements of the competitive systems and practices strategy
Encourage acceptance of change
Encourage employee commitment to and responsibility for the quality of their own work
Monitor the level of employee understanding and support for competitive systems and practices
Provide continuous feedback and communication of progress at all levels in implementing the strategy
Required skills include:
analysing the competitive operational techniques being implemented in the organisation and the stage of implementation, including identifying people, related needs and issues
using formal problem solving procedures, such as root cause analysis (RCA)
developing formal and informal communication procedures with others in work area, team leaders and other employees relevant to competitive systems and practices
establishing processes for communication of organisation goals and KPIS, especially in regards to standardisation, elimination of waste and quality changes
establishing sources of assistance in the organisation for people experiencing difficulty with competitive systems and practices changes
interpreting procedures and instructions relevant to own expertise for others
establishing KPIs for own work
Required knowledge includes:
features and benefits of common competitive operational practices, including:
Just in Time (JIT) and kanban systems
continuous improvement processes (e.g. kaizen)
waste (muda) elimination
formal problem solving procedures (e.g. RCA)
operations and products of the organisation sufficient to understand employee responsibilities and skills and relevance to competitive systems and practices implementation
employee assistance mechanisms in the organisation
survey and other techniques to measure employee support and culture
principles of change management
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:
identify the competitive systems and practices used in the organisation
identify changes to work flowing from the implementation of the relevant competitive systems and practices
encourage monitoring of KPIs by employees for their own work
implement and monitor changes designed to improve team culture
establish and monitor employee culture key performance indicators.
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
case studies/scenarios (particularly for assessment of contingencies, improvement scenarios, and so on)
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.
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:
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
continuous improvement (kaizen)
breakthrough improvement (kaizen blitz)
overall equipment effectiveness (OEE)
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
A systems approach enables persons to see how work gets done and effect of changes and shows the internal/external relationships through which products and services are produced and may include considerations of:
value stream member
member of the public
other external individual, group or organisation
Mechanisms to measure current understanding and support for competitive systems and practices
Understanding and support for competitive systems and practices may be measured through a variety of qualitative and quantitative methods, including:
information from toolbox meetings and other employee consultations
monitoring of suggestion schemes
individual consultations with selected employees and employee representatives
Work structures may include:
use of teams (e.g. self-directed and cross functional)
Competitive systems and practices
This unit contains employability skills.