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Evidence Guide: MSS403043A - Facilitate breakthrough improvements in an office

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

 

MSS403043A - Facilitate breakthrough improvements in an office

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

Prepare for improvement event

  1. Engage team members, sponsors and other stakeholders in the event
  2. Identify process to be targeted in the improvement event
  3. Assist team to identify how their own roles contribute to value to the customer
  4. Assist team to identify the boundaries of the event, including any imposed exclusions
  5. Identify information and skill needs of the team and arrange for any required training
  6. Establish communication processes with sponsors and stakeholders
Engage team members, sponsors and other stakeholders in the event

Completed
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Identify process to be targeted in the improvement event

Completed
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Assist team to identify how their own roles contribute to value to the customer

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Assist team to identify the boundaries of the event, including any imposed exclusions

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify information and skill needs of the team and arrange for any required training

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Establish communication processes with sponsors and stakeholders

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:

interpret office processes in terms of value to the customer

identify, analyse and evaluate information from a variety of sources to identify opportunities for breakthrough improvements

lead and motivate others in planning, implementing and sustaining 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:

analysing information and data to identify and evaluate improvements

measuring and calculating performance variables

facilitating team goals, activities, communications and accessing resources

planning and prioritising team activities

solving problems

identifying waste (muda) in the office environment

communicating with personnel at all levels in relation to team activities and improvement projects

visualising normal office procedures in terms of flow and contribution to customer outcomes

contributing to procedure review and/or development

identifying gaps in skills and/or knowledge and options to address them

Required knowledge

Required knowledge includes:

office deliverables and processes used to achieve them

how office processes contribute to the value stream

types of office waste (muda) and imposed exclusions

organisational policies, plans and procedures

methods of identifying and evaluating options

occupational health and safety (OHS) requirements relevant to the target work areas

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 customer relationship management (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

Team

Team includes any group of office employees engaged in a breakthrough improvement event, such as:

a permanent formally identified team

a sub-group of a team

a specially established group for the breakthrough event (e.g. a combined production/administration/ logistics group convened for a breakthrough event addressing delivery issues)

Boundaries

Boundaries define the extent and limits of the improvement event. Typically they define:

the start and end point of the process being targeted

the steps of the process to be included and excluded

specific job roles or related processes to be included or excluded

timeframe for the event

Sponsor

Sponsor includes:

a person who is committed to achieving improvements and who has the authority to approve and allocate resources to support the activities and ensuing changes. Typically the sponsor will be a middle or senior manager in the organisation or the business owner

Breakthrough improvement

A breakthrough improvement is one that delivers a better ratio of value-add to non-value add from the customer perspective. It is characterised by:

using a formal process

being a discrete targeted activity that is achieved in a relatively short timeframe

delivering significant level of improvement

Mechanisms

Mechanisms to communicate and sustain improvements may include:

scheduled audits

regular monitoring and/or reporting activities

use of visual aids, such as targets and progress boards, process charts and procedure posters

communications, such as standing items for team meetings, email reminders or updates

Imposed exclusions

Imposed exclusions are wastes (muda) that are required but do not add value. They should be formally identified as muda in the competitive systems implmentation. Examples include:

equipment excluded from efficiency or layout review because of budget constraints, licences, and so on

regulatory requirements that do not add value

organisation requirements, policies or procedures beyond the influence of the team