At this level individuals exercise considerable autonomy, responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies.

This unit is suitable for senior managers, Chief Executive Officers (CEOs), Chief Finance Officers (CFOs) and directors of meat processing and smallgoods enterprises, building a culture of innovation in a meat industry context.

ELEMENT

PERFORMANCE CRITERIA

1. Analyse effectiveness of enterprise production system to meet enterprise goals

1.1. Enterprise mission, direction and objectives are analysed.

1.2. Impact of current and future market trends and business environment on enterprise goals and operations is determined.

1.3. Production system requirements to meet enterprise goals are determined.

1.4. Capacity of the existing system to meet enterprise goals is assessed.

1.5. Existing systems are analysed to identify system strengths, weaknesses and problem areas.

2. Identify and evaluate alternatives

2.1. New, reconfigured or redesigned systems and components are researched.

2.2. New, reconfigured or redesigned systems and components are evaluated for suitability for enterprise product, feasibility and cost, and outcomes reported to stakeholders.

2.3. Enterprise commitment to a new, reconfigured or redesigned system is obtained.

2.4. Resource requirements are identified, agreed upon and included in enterprise planning.

2.5. Sources of resource support are identified and evaluated.

3. Implement solutions

3.1. Specifications for new, reconfigured or redesigned system are developed.

3.2. New, reconfigured or redesigned system is commissioned.

3.3. Implementation strategy, including work redesign, is planned, communicated and negotiated with stakeholders.

3.4. Impact on personnel is identified and strategies to facilitate change are prepared.

3.5. Training plans are developed, resourced and implemented.

3.6. Procedures and controls are developed, tested and refined.

4. Monitor production process

4.1. Performance criteria for the new, reconfigured or redesigned system are established.

4.2. Performance data is collected, analysed and reported.

4.3. Progress and performance are reported to stakeholders.

4.4. Strategies for improvement are identified in consultation with the team and built into continuous improvement and planning processes.

Required skills

Ability to:

flowchart the movement of products and resources along the chain or process line to identify strengths and weaknesses

apply in-depth product knowledge in determining the processing requirements for species or products according to customer and enterprise requirements, including methods, technology, quality, speed of production

analyse the organisational environment to assess capacity for, and impact of changes to, systems and operations

establish goals and performance criteria for operation of the production system

determine criteria for evaluating alternative production systems and system components including reference to product specifications, yield and quality, technical requirements and cost

develop data collection and recording systems linked to systems performance criteria

analyse performance information and prepare reports for stakeholders

apply relevant communication and mathematicalskills

develop a communication strategy for involving the workforce, negotiating changes and reporting progress

assess alternative configurations of technology, labour, processes, organisation and layouts for process flow effectiveness

compare capability of existing production system with market potential and capability of alternative systems

estimate the impacts of enterprise forecasts and changes in the industry, including technology and in the market on enterprise resource requirements, operation and sales

evaluate the consequences and change implications of adopting new, reconfigured or redesigned systems on overall operation of the plant, including the impact on personnel

identify and apply relevant Occupational Health and Safety OH&S, workplace and regulatory requirements

identify and resolve industrial relations issues related to changes in systems

prepare action plans for the implementation of new systems including commissioning of the new system, timelines, resources and training and change facilitation strategies to assist personnel implement new, reconfigured or redesigned systems

prepare and justify budgets for the introduction of new systems or components including calculating the costs of retaining the current system and the costs of setting up and operating new, reconfigured or redesigned systems, including initial costs, ongoing costs and payback periods

prepare and present recommendations in formats, language and styles appropriate for the audience

present reports according to legal and enterprise requirements

quantify and cost the resources required for optimum operation of existing systems, including utilities and energy, personnel, equipment and stock

research and analyse market intelligence, trends and forecasts to identify possibilities for the enterprise

research and evaluate available systems (e.g. technology and equipment, processing methods and techniques and work design) appropriate for enterprise product

research and evaluate sources of support including government and private, financial and other support

review existing procedures and controls or develop new ones to facilitate systems operations according to enterprise and regulatory requirements including integration with enterprise quality and food safety systems

seek external advice where appropriate (e.g. from technology and equipment manufacturers, architects, engineers and tradespeople)

use a range of quality and evaluative tools to analyse the capability of enterprise systems to meet future projections

use available communication and information technology to complete forecasts, analyses and modelling, where required

Required knowledge

Knowledge of:

enterprise goals and directions and the implications for enterprise operations

budgeting strategies including calculating the costs of retaining the current system and the costs of setting up and operating new, reconfigured or redesigned systems, including initial costs, ongoing costs and payback periods

report formats and styles and their appropriateness for various audiences

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

The meat industry has specific and clear requirements for evidence. A minimum of three forms of evidence is required to demonstrate competency in the meat industry. This is specifically designed to provide evidence that covers the demonstration in the workplace of all aspects of competency over time. These requirements are in addition to the requirements for valid, current, authentic and sufficient evidence.

Three forms of evidence means three different kinds of evidence - not three pieces of the same kind. In practice it will mean that most of the unit is covered twice. This increases the legitimacy of the evidence.

All assessment must be conducted against Australian meat industry standards and regulations.

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

Competency must be demonstrated through sustained performance over time, at an appropriate level of responsibility and authority under typical operating and production conditions for the enterprise.

Context of and specific resources for assessment

Resources may include:

a workplace environment with typical operating and production conditions.

access to industry research in relevant areas

appropriate authority and responsibility

enterprise business plan

enterprise system information.

Method of assessment

Recommended methods of assessment include:

a third-party referee report of sustained performance at appropriate level of authority and responsibility

assignment focusing on understanding and application of principles and theory to workplace operations

workplace projects with focus on company environment and conditions.

Assessment practices should take into account any relevant language or cultural issues related to Aboriginality or Torres Strait Islander, gender, or language backgrounds other than English. Language and literacy demands of the assessment task should not be higher than those of the work role.

Guidance information for assessment

A current list of resources for this unit of competency is available from MINTRAC www.mintrac.com.au or telephone 1800 817 462.

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.

Production system and system components may include alternative combinations and configurations of:

human resources including management practices, work practices

job or work design

operational sequencing and flows

plant layout and construction

technology and equipment.

Criteria for evaluating alternative systems and configurations may include:

capacity (e.g. volume, speed and life span)

compliance with relevant design and operating standards, codes, regulations

energy requirements

personnel requirements

safety

set up and operating costs

waste and environmental impact.

Stakeholders may include:

company owners, directors, shareholders, financiers

competitors

management and employees

suppliers, customers, consumers

unions and employer associations.

Resources may include:

energy and water

equipment and technology

operating finance and capital

personnel.

Performance criteria may include:

environment (e.g. reduction in energy consumption)

financial (e.g. changes in cost of production per unit, reduction in waste, reduction in maintenance costs, reduction in utility costs, and increased rates of production)

human resource requirements (e.g. staffing levels, salary savings, multi-skilling and safety)

quality (e.g. reductions in returned product, non-conformances and recalls, and on-time completion of contracts).

Product knowledge may include:

impact on processing, handling and storage techniques on product quality (e.g. taste, texture and shelf life)

requirements for handling particular species or raw materials (e.g. food safety, stunning procedures, equipment capacity and design, cooking and preservation techniques)

suitability of species, meat and meat products for further processing.

Communication may:

be inclusive of the cultural, ethnic and social diversity of individuals and groups

involve information and communications technology including data bases, internet search and e-commerce services etc

involve the use of negotiating, persuasion and assertiveness skills

occur in a variety of sensitive, conflictive, collaborative and supportive environments, may be formal or informal and involve face-to-face and technological and electronic methods

require analysis and presentation of complex concepts, technical information, mathematical information and other data in simple or complex formats

require preparation of reports which may be complex, contain information from a range of technical sources and include mathematical and graphic information and data.

Mathematical skills may relate to:

complex actual and hypothetical technical and financial modelling

calculations

interpretation and analysis.

Mathematical information may be complex and relate to:

product and product quality

financial operations

personnel

operations

sales and turnover

exports, etc.

OH&S requirements may include:

enterprise OH&S policies, procedures and programs

OH&S legal requirements

Personal Protective Equipment (PPE) which may include:

coats and aprons

ear plugs or muffs

eye and facial protection

head-wear

lifting assistance

mesh aprons

protective boot covers

protective hand and arm covering

protective head and hair covering

uniforms

waterproof clothing

work, safety or waterproof footwear

requirements set out in standards and codes of practice.

Workplace requirements may include:

enterprise-specific requirements

OH&S requirements

Quality Assurance (QA) requirements

Standard Operating Procedures (SOPs)

the ability to perform the task to production requirements

work instructions.

Regulatory requirements may include:

animal welfare

commercial law including fair trading, trade practices

consumer law

corporate law, including registration, licensing, financial reporting

environmental and waste management

equal employment opportunity (EEO), anti-discrimination and sexual harassment

export

Export Control Act

food standards and food safety including licensing and registration, processing and transporting of meat for human consumption, food safety and labelling of ingredients

hygiene and sanitation requirements

industrial awards, agreements

OH&S

relevant regulations and Australian Standards

risk management

state and territory regulations regarding meat processing

superannuation

taxation

traineeship requirements.

Market intelligence may be from a range of local, national and international sources including:

enterprises, including competitors

government departments and agencies

industry associations

professional associations

technical and research journals and publications.

Modelling may be:

manual or

computerised.

Unit sector

This unit contains employability skills.