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Evidence Guide: MSACMS601A - Analyse and map a value chain

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

 

MSACMS601A - Analyse and map a value chain

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

Map the value stream

  1. Select a product/product group for analysis
  2. Identify ultimate customer/s
  3. Identify ultimate supplier/s
  4. Identify all organisations between ultimate supplier and ultimate customer
  5. Identify all steps in own organisation
Select a product/product group for analysis

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify ultimate customer/s

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify ultimate supplier/s

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify all organisations between ultimate supplier and ultimate customer

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify all steps in own organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Define customer need

  1. Determine the features/benefits obtained by customers from product/s
  2. Determine methods of measuring the contribution to each features/benefits
  3. Identify possible data sources for required measures
  4. Implement measurement of contribution to features/benefits
Determine the features/benefits obtained by customers from product/s

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine methods of measuring the contribution to each features/benefits

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify possible data sources for required measures

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement measurement of contribution to features/benefits

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assess the value added at each step

  1. Identify value contributed by each external organisation
  2. Determine value added by each internal step
  3. Determine method of measuring value added
Identify value contributed by each external organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine value added by each internal step

Completed
Date:

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Determine method of measuring value added

Completed
Date:

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Reduce waste

  1. Compare value added to customer benefit/feature
  2. Identify activities which do not add to customer benefit/features
  3. Liaise with external value chain members to determine methods to reduce overall waste
  4. Take required actions to reduce waste
Compare value added to customer benefit/feature

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify activities which do not add to customer benefit/features

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Liaise with external value chain members to determine methods to reduce overall waste

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Take required actions to reduce waste

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 requirements

The person will have a current value map and will be continuously updating the analysis of the value chain to drive further improvement both in their own organisation and also others in the value chain.

What are the specific resource requirements for this unit?

Access to an organisation following competitive manufacturing.

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

Evidence of a current analysis of the value chain should be available, along with the waste reductions which flow from it.

In what context should assessment occur?

Assessment needs to occur in an organisation pursuing competitive manufacturing, or by use of a project or case study.

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 units related to development and improvements of systems for competitive manufacturing.

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?

Where evidence is provided from an initial value chain analysis, then this may provide sufficient evidence. Where evidence is from an ongoing updating of an analysis then evidence is required from a range of analyses/products.

Required Skills and Knowledge

Required skills

analysis

problem solving

communication

calculations

negotiation

Required knowledge

purpose of value chain analysis

methods of value chain analysis

types of waste and methods of reducing it

process used to make product

processes employed by other members of the value chain sufficient to have meaningful dialog with them

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.

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.

Value added

Value added is measured against its contribution to the customer benefits/features and may be in the form of:

technical benefits/features

location benefits/features

aesthetic benefits/features

information benefits/features.

Just in time (JIT)

Just in time (JIT) is a production scheduling concept that calls for any item needed at a production operation - whether raw material, finished item, or anything in between, to be produced and available precisely when needed, neither a moment earlier nor a moment later.

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.