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Evidence Guide: MSS402052A - Implement continuous improvements based on standardised work practices

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

 

MSS402052A - Implement continuous improvements based on standardised work practices

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

Identify standardised procedures applicable to work

  1. Identify current operation and tasks in own work
  2. Check each operation and task to ensure it is required to meet customer need
  3. Select relevant procedures applicable to operations and tasks to meet customer, regulatory and other required needs
  4. Obtain takt time required for each selected operational step and task and compare with available time
  5. Incorporate takt time and selected operational step and task in daily work plan, as appropriate
  6. Take appropriate action when time to complete operational steps and tasks exceeds takt time
  7. Liaise with relevant people regarding need to undertake any operations and tasks not directly related to customer benefit
Identify current operation and tasks in own work

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check each operation and task to ensure it is required to meet customer need

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Select relevant procedures applicable to operations and tasks to meet customer, regulatory and other required needs

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Obtain takt time required for each selected operational step and task and compare with available time

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Incorporate takt time and selected operational step and task in daily work plan, as appropriate

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Take appropriate action when time to complete operational steps and tasks exceeds takt time

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Liaise with relevant people regarding need to undertake any operations and tasks not directly related to customer benefit

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.

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

A person who demonstrates competency in this unit must be able to provide evidence of the ability to:

identify standardised procedures applicable to work

relate takt time to work required

identify areas for improvement in standardised procedures and operational steps and tasks

make and standardise improvements in accordance with continuous improvement procedures.

Context of and specific resources for assessment

Assessment of performance must be undertaken in a workplace using or implementing one or more competitive systems and practices.

Access may be required to:

workplace procedures and plans relevant to work area

specifications and documentation relating to planned, currently being implemented, or implemented changes to work processes and procedures relevant to the assessee

documentation and information in relation to production, waste, overheads and hazard control/management

reports from supervisors/managers

case studies and scenarios to assess responses to contingencies.

Method of assessment

A holistic approach should be taken to the assessment.

Competence in this unit may be assessed by using a combination of the following to generate evidence:

demonstration in the workplace

workplace projects

suitable simulation

case studies/scenarios (particularly for assessment of contingencies, improvement scenarios, and so on)

targeted questioning for appropriate portions

reports from supervisors, peers and colleagues (third-party reports)

portfolio of evidence

In all cases it is expected that practical assessment will be combined with targeted questioning to assess underpinning knowledge.

Where applicable, reasonable adjustment must be made to work environments and training situations to accommodate ethnicity, age, gender, demographics and disability.

Guidance information for assessment

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

Required Skills and Knowledge

Required skills

Required skills include:

planning own work

identifying downstream and final customer requirements and relating requirements to own work

communicating with people relevant to job

identifying variability through monitoring against performance indicators

contributing to identification and evaluation of standard procedures and practices

following standard procedures and practices

participating in organisational continuous improvement strategies

Required knowledge

Required knowledge includes:

range of procedures available and their application to different jobs

requirements of the job and the procedures for achieving them

applicability of takt time and waste (muda) to own work, including different forms of takt time for different types of tasks

identification and possible causes of variability in job

continuous improvement process for organisation

sources of assistance within organisation

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.

Competitive systems and practices

Competitive systems and practices may include, but are not limited to:

lean operations

agile operations

preventative and predictive maintenance approaches

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

statistical process control systems, including six sigma and three sigma

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

supply, value, and demand chain monitoring and analysis

5S

continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree

Competitive systems and practices should be interpreted so as to take into account:

the stage of implementation of competitive systems and practices

the size of the enterprise

the work organisation, culture, regulatory environment and the industry sector

Customer

Customer may include:

internal or external customers, and includes the final customer

Procedures

Procedures may include:

work instructions

standard operating procedures

work manuals

operating protocols

formulas/recipes

batch sheet

temporary instructions and similar instructions provided for the smooth running of the operation or process

good operating practice as may be defined by industry codes of practice (e.g. good manufacturing practice (GMP) and responsible care)

and government regulations

Procedures may be:

written, verbal, computer-based or in some other format

Takt time

Takt time is the time required to complete one job cycle if the customer’s time and volume expectations are to be met (i.e. the available time divided by the number of units required), and so may include, but is not limited to:

time per piece where applied to piece work

time per tonne or litre when applied to bulk product

time per work item when applied to an office or service environment

deadlines required to meet delivery dates when applied to project work

target cycle time for sporadic processes or processes not linked to a customer requirement (e.g. a regulatory requirement)

Appropriate action

Appropriate action to be taken when time to complete operational steps and tasks exceeds takt time may include, but is not limited to:

reporting to appropriate person

prioritising work according to standardised procedures

acquiring/allocating additional resources according to standardised procedures

Time to complete operational steps and tasks exceeds takt time

Causes of time to complete operational steps and tasks exceeding takt time may include, but are not limited to:

cycle time (mean time taken to actually do the job) is longer than takt time

multiple jobs required in the same timeframe (i.e. priority conflict)

takt time cannot be met with resources available

takt time is longer than available time

Variability

Variability means any change which occurs in the job and may include (but is not limited to):

different times taken to do the same thing

different effort taken to do the same thing

different results from applying the same effort (i.e. variation in quality)

amount of rework required

Waste

Waste in this unit is used in the sense of ‘muda’ which is waste that does not contribute to value as defined by the customer. Waste may include, but is not limited to:

overproduction

waiting

transporting

inappropriate processing

unnecessary inventory

excess motion

defects

underutilised employees