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Evidence Guide: MCMS600A - Develop a competitive manufacturing system

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

MCMS600A - Develop a competitive manufacturing system

What evidence can you provide to prove your understanding of each of the following citeria?

Determine appropriate analytical techniques

  1. Liaise with key stakeholders to determine objectives of manufacturing strategy
  2. Examine current manufacturing situation to determine major areas requiring improvement
  3. Compare possible strategies, techniques and tools against organisation needs
  4. Select possible strategies, techniques and tools
  5. Consult with key stakeholders to confirm selected strategies, techniques and tools
Liaise with key stakeholders to determine objectives of manufacturing strategy

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Examine current manufacturing situation to determine major areas requiring improvement

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Compare possible strategies, techniques and tools against organisation needs

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Select possible strategies, techniques and tools

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Consult with key stakeholders to confirm selected strategies, techniques and tools

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Develop competitive manufacturing strategies

  1. Estimate benefit/cost ratio for major stakeholders and the value chain overall
  2. Select preferred manufacturing strategy
  3. Examine and adapt strategy to organisation needs and priorities
  4. Examine and adapt techniques and tools required to implement strategy
  5. Negotiate with key stakeholders to develop an implementation plan
  6. Identify key information and performance indicators required
Estimate benefit/cost ratio for major stakeholders and the value chain overall

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Select preferred manufacturing strategy

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Examine and adapt strategy to organisation needs and priorities

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Examine and adapt techniques and tools required to implement strategy

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Negotiate with key stakeholders to develop an implementation plan

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify key information and performance indicators required

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Implement strategy

  1. Identify data collection required
  2. Identify methods of collecting and processing required data
  3. Identify hardware and other resources required
  4. Identify skill needs required
  5. Ensure all resources/training are available and completed
  6. Implement strategy
Identify data collection required

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify methods of collecting and processing required data

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify hardware and other resources required

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify skill needs required

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Ensure all resources/training are available and completed

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Implement strategy

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Monitor implementation of strategy

  1. Compare information/performance indicators with desired levels
  2. Liaise with key stakeholders regarding strategy issues
  3. Identify areas requiring adjustment
  4. Make required adjustments
Compare information/performance indicators with desired levels

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Liaise with key stakeholders regarding strategy issues

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify areas requiring adjustment

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Make required adjustments

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

The Evidence Guide provides advice on assessment and must be read in conjunction with the Performance Criteria, required skills and knowledge, the Range Statement and the Assessment Guidelines for this Training Package.

Overview of assessment requirements

The person will be able to conceptualise scenarios, determine which ones are of sufficient benefit to proceed with, and take their team with them.

Specific evidence requirements

What critical aspects of evidence are required to demonstrate competency in this unit?

Evidence of scenarios developed and implemented (and/or rejected for valid reasons) which have had a positive impact on the entire value chain should be available.

In what context should assessment occur?

Assessment needs to occur in an organisation following competitive manufacturing.

Are there any other units which could or should be assessed with this unit or which relate directly to this unit?

This unit could be assessed concurrently with other relevant units to do with change in the competitive manufacturing environment.

This unit is related to:

MCMC210A - Manage the impact of change on own work which covers individual impact aspects in CMI.

What method of assessment should apply?

Assessors must be satisfied that the person can consistently perform the unit as a whole, as defined by the elements, performance criteria, skills and knowledge. A holistic approach should be taken to the assessment.

Assessors should gather sufficient, fair, valid, reliable, authentic and current evidence from a range of sources. Sources of evidence may include direct observation, reports from supervisors, peers and colleagues, project work, samples, organisation records and questioning. Assessment should not require language, literacy or numeracy skills beyond those required for the unit.

The assessee will have access to all techniques, procedures, information, resources and aids which would normally be available in the workplace.

The method of assessment should be discussed and agreed with the assessee prior to the commencement of the assessment.

What evidence is required for demonstration of consistent performance?

Generally evidence will come from a range of scenarios and the improvements which flow.

What skills and knowledge are needed to achieve the performance criteria?

Skills

communication

teamwork

analysis

problem solving

mathematics

planning

computer use

prioritising

recording data.

Knowledge

overview of competitive manufacturing principles and the decision rules for selecting the appropriate tools to use and place to start

methods of estimating costs/benefits

acceptable benefit/cost ratios

continuous improvement principles

principles of motivation and leadership

systems thinking

characteristics and strengths of different types of strategies, techniques and tools such as 5S, JIT, 6 sigma, lean manufacturing, agile manufacturing etc

business goals sufficient to match the strategy to the business needs

strategic thinking

principles of process equipment and how to improve its reliability

resources required and how to obtain them.

What are the specific resource requirements for this unit?

Access to an organisation using competitive manufacturing.

The Evidence Guide provides advice on assessment and must be read in conjunction with the Performance Criteria, required skills and knowledge, the Range Statement and the Assessment Guidelines for this Training Package.

Overview of assessment requirements

The person will be able to conceptualise scenarios, determine which ones are of sufficient benefit to proceed with, and take their team with them.

Specific evidence requirements

What critical aspects of evidence are required to demonstrate competency in this unit?

Evidence of scenarios developed and implemented (and/or rejected for valid reasons) which have had a positive impact on the entire value chain should be available.

In what context should assessment occur?

Assessment needs to occur in an organisation following competitive manufacturing.

Are there any other units which could or should be assessed with this unit or which relate directly to this unit?

This unit could be assessed concurrently with other relevant units to do with change in the competitive manufacturing environment.

This unit is related to:

MCMC210A - Manage the impact of change on own work which covers individual impact aspects in CMI.

What method of assessment should apply?

Assessors must be satisfied that the person can consistently perform the unit as a whole, as defined by the elements, performance criteria, skills and knowledge. A holistic approach should be taken to the assessment.

Assessors should gather sufficient, fair, valid, reliable, authentic and current evidence from a range of sources. Sources of evidence may include direct observation, reports from supervisors, peers and colleagues, project work, samples, organisation records and questioning. Assessment should not require language, literacy or numeracy skills beyond those required for the unit.

The assessee will have access to all techniques, procedures, information, resources and aids which would normally be available in the workplace.

The method of assessment should be discussed and agreed with the assessee prior to the commencement of the assessment.

What evidence is required for demonstration of consistent performance?

Generally evidence will come from a range of scenarios and the improvements which flow.

What skills and knowledge are needed to achieve the performance criteria?

Skills

communication

teamwork

analysis

problem solving

mathematics

planning

computer use

prioritising

recording data.

Knowledge

overview of competitive manufacturing principles and the decision rules for selecting the appropriate tools to use and place to start

methods of estimating costs/benefits

acceptable benefit/cost ratios

continuous improvement principles

principles of motivation and leadership

systems thinking

characteristics and strengths of different types of strategies, techniques and tools such as 5S, JIT, 6 sigma, lean manufacturing, agile manufacturing etc

business goals sufficient to match the strategy to the business needs

strategic thinking

principles of process equipment and how to improve its reliability

resources required and how to obtain them.

What are the specific resource requirements for this unit?

Access to an organisation using competitive manufacturing.

Required Skills and Knowledge

Not applicable.

Range Statement

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 in the Performance Criteria is detailed below. Add any 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.

Competitive manufacturing

Competitive manufacturing is used to describe the range of systemic manufacturing practice concepts and approaches. It covers but is not limited to:

lean manufacturing

agile manufacturing

preventative and predictive maintenance approaches

monitoring and data gathering systems such as Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Manufacturing Resource Planning (MRP), and proprietary systems such as SAP etc.

statistical process control systems including six sigma and three sigma

Just in Time (JIT), kanban and other pull related manufacturing control systems

supply, value, and demand chain monitoring and analysis

other continuous improvement systems.

Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organisation, culture, regulatory environment and manufacturing sector.

Strategy

There are many approaches used to embarking on competitive manufacturing. Successful organisations select an appropriate array of techniques and tools and formulate a strategy for their implementation.

Techniques and tools

There are many techniques and tools used to implement a competitive manufacturing strategy such as 5S, six sigma, root cause analysis, etc.

Value chain

Competitive manufacturing organisations encompass the entire production system, beginning with the customer, and includes the product sales outlet, the final assembler, product design, raw material mining and processing and all tiers of the value chain (sometimes called the supply chain). Any truly 'competitive' system is highly dependent on the demands of its customers and the reliability of its suppliers. No implementation of competitive manufacturing can reach its full potential without including the entire 'enterprise' in its planning.

System

A competitive manufacturing system is that holistic combination of the process, plant and equipment, procedures and practices including the skills and work organisation of the workforce which make up the productive organisation.

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 in the Performance Criteria is detailed below. Add any 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.

Competitive manufacturing

Competitive manufacturing is used to describe the range of systemic manufacturing practice concepts and approaches. It covers but is not limited to:

lean manufacturing

agile manufacturing

preventative and predictive maintenance approaches

monitoring and data gathering systems such as Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Manufacturing Resource Planning (MRP), and proprietary systems such as SAP etc.

statistical process control systems including six sigma and three sigma

Just in Time (JIT), kanban and other pull related manufacturing control systems

supply, value, and demand chain monitoring and analysis

other continuous improvement systems.

Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organisation, culture, regulatory environment and manufacturing sector.

Strategy

There are many approaches used to embarking on competitive manufacturing. Successful organisations select an appropriate array of techniques and tools and formulate a strategy for their implementation.

Techniques and tools

There are many techniques and tools used to implement a competitive manufacturing strategy such as 5S, six sigma, root cause analysis, etc.

Value chain

Competitive manufacturing organisations encompass the entire production system, beginning with the customer, and includes the product sales outlet, the final assembler, product design, raw material mining and processing and all tiers of the value chain (sometimes called the supply chain). Any truly 'competitive' system is highly dependent on the demands of its customers and the reliability of its suppliers. No implementation of competitive manufacturing can reach its full potential without including the entire 'enterprise' in its planning.

System

A competitive manufacturing system is that holistic combination of the process, plant and equipment, procedures and practices including the skills and work organisation of the workforce which make up the productive organisation.