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Evidence Guide: MSS403007A - Map an office value stream

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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

 

MSS403007A - Map an office value stream

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

Identify a value stream

  1. Identify office deliverables to which the value stream applies
  2. Identify ultimate customers
  3. Identify ultimate suppliers
  4. Identify the office processes that contribute to achieving the deliverables
  5. Identify stakeholders to participate in the mapping
  6. Identify sources of information to populate and validate the map
Identify office deliverables to which the value stream applies

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Identify ultimate customers

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Identify ultimate suppliers

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Identify the office processes that contribute to achieving the deliverables

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Identify stakeholders to participate in the mapping

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Identify sources of information to populate and validate the map

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Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

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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 the office deliverables expected by customers

gather and visually display data on process steps, content information, materials and process information

interpret the data and identify how to make improvements.

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

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:

process mapping of typical office processes

measuring and calculating performance variables

solving problems

interpreting data to identify options for improvements

planning and prioritising

communicating with stakeholders, team members and management

Required knowledge

Required knowledge includes:

office deliverables and processes used to achieve them

value stream mapping techniques and symbols

types of office muda that can be identified through value stream mapping

methods of gathering data against performance variables, such as:

waste walk

document tagging

tracking/log sheets

spaghetti diagrams

software systems, such as customer relationship management (CRM) database, accounting packages, business intelligence or other office process-related database programs and proprietary which are used within an organisation and which require office input

methods of identifying and evaluating options

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 CRM database, accounting packages, business Intelligence or other office process-related database programs

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

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

Deliverables

Deliverables include:

the planned/intended measurable outcomes that are produced by processes and that are desired/required by the customer

Deliverables can be defined for a section of a value stream or for a whole value stream

Value stream

The value stream begins with the customer and includes all actions (both value-adding and non-value added) by both internal sections/departments and external organisations to meet a customer requirement.

Depending on the operations and the customer requirement stages where value stream actions may occur include:

sales outlet/representative

information gathering, data analysis and research

product design

raw material sourcing

intermediate processing

final assembler/collation/preparation

support services (e.g. accounting, finance and legal)

storage and delivery to customer

after market support

Value stream map

A value stream map documents the actual flow of content information, materials and process information through the value stream and measures variables, such as:

lead time

process time

quantity of work in progress

resources used in order to identify ways to improve the ratio of value-add to non-value add

Performance

Performance variables for office processes should relate to customer requirements and be measurable. Examples include:

lead time

processing time

percentage complete and accurate

changeover time for equipment and processes

hours office staff can be contacted by customers

Additional variables may also be documented, such as:

hand off processes

distance and frequency of movement

Appropriate techniques

Appropriate techniques may include:

drawn in hard copy

software using standard values stream mapping symbols and any additional symbols needed to reflect the processes in the value stream

Value stream improvements

Value stream improvements may include

reducing lead time

removing bottlenecks

improving process steps

removing unnecessary steps

Stakeholders

Value stream mapping stakeholders may include:

people with significant knowledge of the flow of work within the value stream

customer perceptions of value of the value stream deliverables