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

A person who demonstrates competency in this unit must be able to review an existing engineering-related operation or project, including current context and performance objectives, and to identify and implement continuous improvements and technical developments. This includes working individually and in a team environment and recognising and complying with normal control procedures on engineering projects.

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

Assessors must be satisfied that the candidate can competently and consistently:

evaluate technologies, assets, workforce and contractor skills and knowledge, personnel development strategies, hardware and software technology requirements, for technology and capability gaps and opportunities for improvement

review organisation structure, current operations and context, development opportunities, budgets and constraints, software options for opportunities for improvement

complete feasibility analyses on options and develop proposals

maintain appropriate documentation and records

demonstrate systems thinking, constraints and contingency management, short-term planning adjustments and rescheduling

manage physical and financial resources and budget within delegation

communicate and negotiate with stakeholders

report and document progress and results, data and analysis in accordance with procedures.

Context of and specific resources for assessment

This unit may be assessed on the job, off the job or a combination of both on and off the job. Where assessment occurs off the job then a simulated working environment must be used where the range of conditions reflects realistic workplace situations. The competencies covered by this unit would be demonstrated by an individual working alone or as part of a team.

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 MEM05 Metal and Engineering 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 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 not only able 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.

Required skills

Required skills include:

identifying current objectives and performance measures

identifying change and development opportunities

evaluating technologies, plant and other assets, hardware and software used by current operations and projects

identifying skills, knowledge and techniques for operations or projects

completing feasibility analyses on options and developing of proposals

maintaining relevant records of plans, priorities, schedules and progress, legislative compliance, personal and team skills development, and sources of technical information and resources

setting and coordinating priorities, strategy and schedule for changes, including introduction of new technology and continuous improvement operational changes

problem solving and decision making, systems thinking, constraints and contingency management, short-term planning adjustments, and rescheduling physical and financial resources and budget within delegation

communicating and negotiating with stakeholders, team members, support function groups, expert technical and professional assistance, customers and suppliers

monitoring change and technological development for compliance with regulatory requirements

reporting and documenting progress and results, data and analysis in accordance with procedures

Required knowledge

Required knowledge includes:

project management techniques

modern production management techniques

context of operations, such as competitive pressures or markets, customer-supplier relationships, regulatory and industrial environment, environmental and sustainability, and resourcing and labour issues

operations or project management structure, functional team relationships, responsibilities and delegations across the organisation, available technical and professional support services, communications and reporting lines

procedures for audit of technologies, skills, knowledge and techniques, plant and other assets, including hardware and software used by current operations and projects

feasibility analysis or ‘trade-off’ methods to assist selection from among options

accountability and record keeping requirements in accordance with organisational procedures

tendering and contract requirements and processes and their effect on continuous improvement, including agreement on design and specification, negotiations and optimisations, provisions for variations, delays and penalties

change and technological development implications for WHS requirements, codes of practice, regulations, standards and regulatory requirements related to proposed changes and technologies

sustainability issues related to continuous improvement of engineering-related projects and operations

typical software for program management and budget control, use and validation options

implementation plan, strategic and prioritised objectives and budgets

procedures for reporting and recording of progress and records of legislative compliance in accordance with procedures for accountability against objectives, schedule and budget

requirements for and functions of technical documentation, graphics and specifications and records of meetings, communications and agreements with stakeholders

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.

Stakeholders

Stakeholders may include:

enterprise or project owners and managers

team members

support function groups

expert technical and professional assistance

customers and suppliers

colleagues identified in reporting arrangements for the engineering project or operation

Systems thinking

Systems thinking refers to the conduct of engineering work in a manner that demonstrates knowledge of how the interaction of different technical systems on equipment, machinery or structures, as well as the skills and techniques of personnel, combine to perform or support engineering-related operations, processes or projects. It embraces determining or establishing how the function of each technical system or component, as well as the skills and techniques of personnel, effects or potentially may effect, outcomes. Systems should be interpreted broadly within the context of the organisation and depending on the project or operation can include equipment, related facilities, material, software, internal services and personnel, and other organisations in the value chain

Constraints and contingencies

Constraints and contingencies may include:

financial

organisational, procedural or cultural

physical constraints, such as limits to resources, limits to site access or logistical limitations

Organisational policies and procedures

Organisational policies and procedures may include formal policy documents, operational procedures, mission statements, training manuals, orders, production schedules, safety instructions and notices, and may reference:

enterprise agreements and awards

WHS requirements

codes of practice and other legislative requirements

environmental and social obligations

ethical practice

WHS, regulatory requirements and enterprise procedures

WHS, regulatory requirements and enterprise procedures may include:

WHS Acts and regulations

relevant standards

codes of practice from Australian and overseas engineering and technical associations and societies

risk assessments

registration requirements

safe work practices

state and territory regulatory requirements

Standards and codes

Standards and codes refer to all relevant Australian and international standards and codes applicable to the engineering project or operation

Continuous improvement implementation

Continuous improvement implementation may relate to plant, products, processes, systems or services, including design, development, implementation or manufacture, commissioning, operation or delivery and maintenance.

Improvement processes may include techniques, such as:

balanced scorecard

current and future state mapping

measuring performance against benchmarks

process improvement, problem solving and decision making

data management, generation, recording, analysing, storing and use of software

training for improvement systems participation

technical training

Sustainability

Sustainability is used to mean the entire sustainable performance of the organisation/plant, including:

meeting all regulatory requirements

conforming to all industry covenants, protocols and best practice guides

minimising ecological and environmental footprint of process, plant and product

maximising economic benefit of process plant and product to the organisation and the community

minimising the negative WHS impact on employees, community and customer

Lean principles

Lean manufacturing uses cost, capacity and responsiveness, quality, reliability and waste minimisation as drivers of the process and measures for process improvement. Lean manufacturing is the response of many organisations to local, regional, national and global market competitiveness