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Evidence Guide: MSS405005A - Manage competitive systems and practices responding to individual and unique customer orders

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!

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MSS405005A - Manage competitive systems and practices responding to individual and unique customer orders

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

Analyse the existing operations

  1. Identify organisation capability for products and processes
  2. Identify the major processing steps in meeting customer order or orders
  3. Consult with employees, managers and other major stakeholders on major expected benefits from a move to a competitive systems and practices strategy
  4. Identify lead times, throughput times and waiting times throughout process of meeting a customer order
  5. Identify variations within the process
  6. Identify causes of the variations
Identify organisation capability for products and processes

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify the major processing steps in meeting customer order or orders

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Consult with employees, managers and other major stakeholders on major expected benefits from a move to a competitive systems and practices strategy

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify lead times, throughput times and waiting times throughout process of meeting a customer order

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify variations within the process

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Identify causes of the variations

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 their ability to:

analyse existing operations and draft virtual flow process

determine improvements that deliver the greatest overall benefit

plan the implementation of competitive systems and practices strategy, techniques and tools

produce a current state value stream map

draft possible future state value stream map

monitor a continuous improvement strategy.

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:

identifying and draw current state maps for jobs/processes

analysing current targets for jobs (e.g. quality, time and cost) and identifying variations from targets

analysing current processes used in the organisation, including appropriateness of strategy, operations, and internal and external relationships, including value stream members

identifying waste

proposing changes and determine cost/benefit of each change

selecting and adapting appropriate competitive systems and practices tools and techniques for a jobbing environment, such as:

value stream mapping

5S

Just in Time (JIT)

mistake proofing

process mapping

kaizen and kaizen blitz

setting of key performance indicators(KPIs)/metrics

identification and elimination of waste

communicating at all levels in the organisation and value stream and to audiences of different levels of literacy and numeracy

developing future state maps

Required knowledge

Required knowledge includes:

competitive systems and practices principles and tools, including:

value stream mapping

5S

JIT

mistake proofing

process mapping

kaizen and kaizen blitz

setting of KPIs/metrics

identification and elimination of waste

establishing customer pull

standardisation

processes used in jobbing manufacture and other non-repetitive operations businesses

capabilities of equipment

methods of estimating costs/benefits

acceptable benefit/cost ratios

continuous improvement principles

abilities and skills of personnel in 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

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

Variations

Variations are deviations from desired targets and may cover variations in:

quality

time

cost

occupational health and safety (OHS)

Waste

Waste (also known as muda in the Toyota Production System and its derivatives) is any activity which does not contribute to customer benefit or features in the product. Within operations, 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

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

Stakeholders

Stakeholders may include:

managers

supervisors

employees

shareholders

OHS mechanisms/representatives

Industrial relations mechanisms/representatives

suppliers

customers

service providers

Infrastructure needs

Infrastructure needs may include:

physical infrastructure, including plant, equipment, tools, systems and processes

information and control infrastructure

work organisation, including numbers of employees

work structure and skills and knowledge held by employees

workforce development and, where required, training

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