1

Organise an appropriate environment for 5S

1.1

Ensure managers and other key stakeholders support and understand 5S

1.2

Arrange for team leaders to develop/maintain skills required for 5S

1.3

Ensure team leaders are developing/maintaining skills required in their team members

1.4

Ensure procedures and work practices reflect 5S needs and regulatory requirements

1.5

Practise 5S in own work

1.6

Eliminate roadblocks to 5S

2

Audit 5S implementation

2.1

Undertake spot checks of compliance

2.2

Review workplace and records for indicators of compliance/non-compliance

2.3

Encourage all levels of the workforce to routinely suggest areas for improvement

2.4

Discuss 5S routinely with team leaders to seek ideas for implementation of improvement suggestions and encourage identification of non-conformance

3

Improve 5S

3.1

Negotiate solutions to non-conformances

3.2

Implement agreed solutions

3.3

Work with team leaders to develop opportunities for improvements

3.4

Provide necessary resources for improvements

3.5

Ensure procedures and practices change to reflect improvements

Required skills

Required skills include:

communicating with stakeholders on aims and objectives of 5S program in the organisation

mentoring and monitoring team leaders in their skills and knowledge of 5S and the organisations objectives for 5S

conducting formal and informal meetings and explaining 5S and related concepts

reviewing regulatory requirements for implications for 5S implementation

facilitating team goals, activities and communications and accessing resources

problem solving 5S poor performance and problems to root cause

identifying requirements and negotiating resources for 5S implementation across the organisation

planning and prioritising activities of teams

identifying problems in 5S implementation caused by gaps in skills and/or knowledge and developing options to address them

Required knowledge

Required knowledge includes:

organisation operations and structure

principles of efficient workplace organisation

purposes and methodology of 5S

operation procedures relevant to jobs in the organisation

relevant regulatory requirements

processes for identification of skill gaps

methods of addressing skill gaps

ways of encouraging team leaders and operators to find and suggest areas for improvement

methods of making/recommending improvements

methods of accessing required resources

non-conformance, what they are, assessment of severity and action to be taken

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:

encourage and monitor a systematic approach to implementing 5S

analyse areas and records for evidence of 5S conformance/non-conformances

manage non-conformances in implementation of 5S

lead and motivate others in achieving 5S outcomes and making improvements to the 5S systems.

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, 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 scenarios, 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.

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

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 plant

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

Roadblocks

Roadblocks include:

all factors which are inhibiting the smooth implementation of 5S

5S

5S is a system of work organisation originally developed in Japan based around housekeeping principles. A close translation of the five stages in the housekeeping approach is:

sort

set in order

shine

standardise

sustain

Sort

Sort involves keeping only what is absolutely necessary for the processes in the work area. Sort includes:

clearing the work area of all non-essential equipment and materials

Non-essential items include:

those not required to either produce product, conduct process or operations or make required adjustments to equipment during process or operations

Set in order

Set in order includes:

assigning required equipment and materials appropriate locations in the work area (locations should be clearly marked and labelled to show the item and proper location)

Shine

Shine includes:

keeping the work area clean at all times. This should be carried out to a regular daily schedule against allowed time and, on most occasions, at the end of a job

Standardise

Standardising includes:

activities that help maintain the order and the housekeeping standards

using procedures and checklists developed from a procedure

Sustain

Sustain includes:

making sure that daily activities are completed every day regardless of circumstance

undertaking inspections, including:

informal inspections carried out often, at least weekly

formal inspections carried out at least monthly

Specific actions should be followed up to generate continuous improvement

Items in work area

Items in work area may include:

tools

jigs/fixtures

materials/components

plant and equipment

manuals

personal items (e.g., lunch boxes and posters)

safety equipment and personal protective equipment

other items which happens to be in the work area

Unit sector

Competitive systems and practices