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 their ability to:

identify key performance indicators appropriate to their own work area

implement and review competitive systems and practices in own work, including interaction with others in the work area in the areas of:

HSE performance

quality consistency

capability and performance by team members

customer benefit/cost ratio

reduce lead time to delivery

select improvements that deliver the greatest overall benefit

monitor the implementation of improvements and make appropriate adjustments.

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

Required skills include:

communicating with others to clarify scope of implementation of competitive systems and practices, including:

value stream mapping

5S

Just in Time (JIT)

mistake proofing

process mapping

establishing customer pull

kaizen and kaizen blitz

setting of key performance indicators/metrics

identification and elimination of waste (muda)

monitoring performance in key areas, including:

HSE performance

quality consistency

capability and performance by team members

customer benefit/cost ratio

reduce lead time to delivery

contributing suggestions for improvement

analysing operational procedures in terms of flow and contribution to customer outcomes

planning tasks to support competitive systems and practices implementation

identifying and implementing appropriate data gathering and analysis techniques within area of responsibility to identify change over time in indicators relating to:

cost

quality

delivery

safety/environment

employee capability and support for competitive systems and practices

solving problems to root causes

Required knowledge

Required knowledge includes:

customers and the value they derive from products and processes of the organisation or area

cost components and their relationship to customer benefits/features

suppliers and their capabilities

waste (muda)

factors causing variability in a product and how to control them

factors that promote standardisation

relevant competitive systems and practices tools for area and how to apply them

factors impacting on the product, process and waste, particularly those wholly or partially under own and other immediate area employees control (and how to control them)

good HSE practice and factors impacting on HSE performance

own capability and how to improve it

optimisation techniques appropriate to the organisation and the job

application of quality standards and processes

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

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

Competitive systems and practices tools

Competitive systems and practices tools include:

5S

6 sigma

continuous improvement

cause effect diagrams

Customer

Competitive systems and practices 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

all tiers of the value stream (sometimes called the supply chain)

Customer may include:

internal or external customers, and should also include the final customer as the basis for the identification of waste

The unit does not require interfacing directly with the external customer, but there should be sufficient information to identify customer benefits and features

Supplier

Supplier may include:

an internal supplier

an external supplier

The unit does not require interfacing directly with external suppliers, but there should be sufficient information to enable identification of supplier abilities

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. 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

other activities which do not yield any benefit to the organisation or any benefit to the organisations customers

Operations

Operations indicate:

the holistic combination of the process, plant and equipment, procedures and practices, including the skills and work organisation of the workforce, which make up the productive organisation

Implement improvements

Implementation of improvements may be undertaken:

within own job role

as part of processes and operations in the work area or team