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Evidence Guide: MSACMC610A - Manage relationships with non-customer external organisations

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

 

MSACMC610A - Manage relationships with non-customer external organisations

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

Identify mutual interest

  1. Clarify the reason contact was/is to be made
  2. Identify expectations of initiating organisation
  3. Discuss expectations, ability to meet those expectations and areas of mutual interest
Clarify the reason contact was/is to be made

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify expectations of initiating organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Discuss expectations, ability to meet those expectations and areas of mutual interest

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine contribution of relationship

  1. Identify any value contributions from relationship
  2. Identify waste arising from relationship
  3. Classify waste as necessary or unnecessary
Identify any value contributions from relationship

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify waste arising from relationship

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Classify waste as necessary or unnecessary

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage the relationship. in order to enhance the enterprise reputation, efficiency and profitability

  1. Measure performance of relationship against expectations
  2. Develop systems to enhance mutual benefit and value contributions from relationship
  3. Develop systems to minimise and control necessary waste without causing harm
  4. Eliminate unnecessary waste where possible without causing harm
  5. Manage or terminate the relationship is a manner which enhances the organisation
Measure performance of relationship against expectations

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop systems to enhance mutual benefit and value contributions from relationship

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop systems to minimise and control necessary waste without causing harm

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Eliminate unnecessary waste where possible without causing harm

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage or terminate the relationship is a manner which enhances the organisation

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 the Training Package.

Overview of assessment requirements

The person will deal with a range of non-customer external organisations. Relationships will be managed so as to be of benefit.

What are the specific resource requirements for this unit?

Access to an organisation using competitive manufacturing.

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

Evidence of relationships with external, non-customer organisations and their management.

In what context should assessment occur?

Assessment will occur in an organisation following competitive manufacturing or by a suitable case study.

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

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?

There should be evidence from a number of relationships managed over an extended period.

Required Skills and Knowledge

Required skills

communication

negotiation

planning

Required knowledge

strategic requirements of own organisation

strategic benefits to the organisation from liaisons with external organisations

possible external organisations which may offer benefits

benefits which can be offered to the external organisations

customer benefits/features from products

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, 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.

Reason contact

Contacts may be made for the purpose of research, innovation, mutual cooperation, strategic alliances, computer (or other) technology, emergency response etc.

Waste

Waste (also known as muda in the Toyota Production System and its derivatives) is any activity which does not contribute to customer benefit/features in the product. Within manufacturing, categories of waste include:

excess production and early production

delays

movement and transport

poor process design

inventory

inefficient performance of a process

making defective items.

Waste for this unit may include activities which do not yield any benefit to the organisation or any benefit to the organisations customers.

Necessary waste

Necessary waste is any activity or cost which does not contribute directly to customer benefit/feature in the product, and which cannot be avoided (for example regulatory compliance and fixed costs). Necessary waste cannot be eliminated but should be managed.

Unnecessary waste

Unnecessary waste is any activity or cost which does not contribute directly to customer benefit/features in the product and can be avoided. Unnecessary waste should be eliminated as quickly as practical.