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Evidence Guide: MSACMG800A - Analyse data for relevance to organisational learning

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

 

MSACMG800A - Analyse data for relevance to organisational learning

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

Identify learning from own organisation data.

  1. Obtain data from appropriate data systems
  2. Examine data for discontinuities, trends and other possible signs of assignable cause
  3. Examine selected data events to determine root causes of data events
  4. Communicate root causes of data event(s) to relevant stakeholders
Obtain data from appropriate data systems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Examine data for discontinuities, trends and other possible signs of assignable cause

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Examine selected data events to determine root causes of data events

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Communicate root causes of data event(s) to relevant stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify learning from value chain data.

  1. Identify data which is or could be available from other value chain members
  2. Identify data which might be useful but is not available and seek access to it
  3. Obtain and examine available data for discontinuities, trends and other possible signs of assignable cause
  4. Examine selected data events to determine root causes of data events in liaison with appropriate value chain personnel
  5. Communicate root causes of data events to relevant stakeholders
Identify data which is or could be available from other value chain members

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify data which might be useful but is not available and seek access to it

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Obtain and examine available data for discontinuities, trends and other possible signs of assignable cause

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Examine selected data events to determine root causes of data events in liaison with appropriate value chain personnel

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Communicate root causes of data events to relevant stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Capture learning

  1. Review root causes to determine implications for organisational learning
  2. Ensure learning is captured by organisation's systems
  3. Obtain involvement and required approvals from relevant process/system owners
  4. Check that learning flows to all relevant stakeholders
Review root causes to determine implications for organisational learning

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure learning is captured by organisation's systems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Obtain involvement and required approvals from relevant process/system owners

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that learning flows to all relevant stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Apply learning to team/organisation.

  1. Review management systems for their impact on organisational learning
  2. Brief relevant process/system owners on changes and obtain required approvals
  3. Check learning is used in daily operations
  4. Review use of learning in liaison with appropriate value chain personnel and update in knowledge system
  5. Identify implications for training and procedures
  6. Recommend improvements to value chain/organisation knowledge system.
Review management systems for their impact on organisational learning

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Brief relevant process/system owners on changes and obtain required approvals

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check learning is used in daily operations

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review use of learning in liaison with appropriate value chain personnel and update in knowledge system

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify implications for training and procedures

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recommend improvements to value chain/organisation knowledge system.

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, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Assessment of this unit should demonstrate competence in an operating/processing/work environment. The unit will be assessed in as holistic a manner as is practical and may be integrated with the assessment of other relevant units of competency. Assessment will encompass a range of situations which may be typical or atypical.

Evidence may be acquired from activities actually undertaken in the workplace or from workplace based projects which have been designed to provide the required evidence and also provide some benefit to the employing organisation.

This unit of competency includes a body of knowledge which will be assessed through questioning and/or other techniques which provide evidence of the required knowledge.

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

Competence must be demonstrated in the ability to recognise, extract and record learning from workplace generated data. In particular look for evidence of:

translation of data into useful information

ongoing additions to the learning system

use of the learning system

Context of and specific resources for assessment

Assessment will require access to a workplace over an extended period of time, or a suitable method of gathering evidence of competency over a range of situations. A bank of scenarios/case studies/what ifs will be required as will a bank of questions which will be used to probe the reasoning behind the observable actions.

Method of assessment

It may be appropriate to assess this unit concurrently with other relevant units.

Guidance information for assessment

Assessment processes and techniques must be culturally appropriate and appropriate to the oracy, language and literacy capacity of the assessee and the work being performed.

Required Skills and Knowledge

Required skills

The required skills for the unit include:

problem solving

root cause analysis

communication at all levels

use of organisation knowledge system

data manipulation

Required knowledge

The required knowledge for the unit include:

competitive manufacturing principles

organisational goals and processes

continuous improvement

communication methods

root cause analysis

maths and statistics

expected range of performance for process

types of knowledge capture and retrieval systems and their applicability

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.

Data systems

Data systems to include HSE and maintenance systems along with process and quality systems

Codes of practice/ standards

Where reference is made to industry codes of practice, and/or Australian/international standards, the latest version must be used.

Health, safety and environment (HSE)

All changes implemented are expected to be at least neutral, or preferably beneficial, in their impact on health, safety and environment.

Data

Data may come from any or all of a range of internal and value chain sources including:

Statistical Process Control (SPC) processes

6 sigma processes

Quality processes

plant instrumentation and control data

Causes of data events

Data events need to be analysed to separate causes of changes in data from those which may coincidentally be chronologically correlated.

Performance not to expectation/norm

Performance outside the normal range (good or bad) may be expected to have an assignable cause which when identified can add to knowledge.

Other value stream members

Other value stream members includes internal and external suppliers and customers

Learning

Learning is something which can be passed on and is a recordable event or method etc. which leads to change in practice

Systems for the capture of knowledge

Systems for the capture of knowledge may be paper based electronic or other and may include:

clip boards on the line

problem solving templates

procedures templates

white boards/other notice boards

data bases and other electronic records

incident reports

maintenance requests

They may have as part of them a method of knowledge retrieval and possibly of searching, filing and cataloguing

Record

Appropriate records include systems which ensure knowledge:

is not just retained by an individual

is available to others

survives beyond the departure of individual

has an allocated a level of importance.

Stakeholders

Stakeholders include work team members, value chain members as well as other stakeholders.