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Evidence Guide: MSS405007 - Introduce competitive systems and practices to a small or medium enterprise

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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!

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MSS405007 - Introduce competitive systems and practices to a small or medium enterprise

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

Analyse the current operations systems and processes

  1. Review the reasons for introducing competitive systems and practices and confirm the expected benefits with relevant stakeholders.
  2. Determine any internal limiting factors which will constrain the introduction of competitive systems and practices.
  3. Determine any external limiting factors which will constrain the introduction of competitive systems and practices.
  4. Quantify expected returns from achieving the benefits of introducing competitive systems and practices.
Review the reasons for introducing competitive systems and practices and confirm the expected benefits with relevant stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine any internal limiting factors which will constrain the introduction of competitive systems and practices.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine any external limiting factors which will constrain the introduction of competitive systems and practices.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Quantify expected returns from achieving the benefits of introducing competitive systems and practices.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop strategic and tactical plans to introduce competitive systems and practices to the SME

  1. Develop a strategic plan for the SME that takes into account the nature of its business and relationships with suppliers and customers.
  2. Where required, seek authority for the implementation of the strategic plan.
  3. Identify components of competitive strategy which will yield quick returns.
  4. Identify actions which will free up required resources to allow for the introduction of competitive systems and practices.
  5. Develop achievable tactical plans which are compatible with strategy.
  6. Develop key performance indicators (KPIs) for strategic and tactical plans.
  7. Consult with relevant stakeholders to confirm tactical plans.
  8. Prioritise plans for order of implementation.
Develop a strategic plan for the SME that takes into account the nature of its business and relationships with suppliers and customers.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Where required, seek authority for the implementation of the strategic plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify components of competitive strategy which will yield quick returns.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify actions which will free up required resources to allow for the introduction of competitive systems and practices.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop achievable tactical plans which are compatible with strategy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop key performance indicators (KPIs) for strategic and tactical plans.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Consult with relevant stakeholders to confirm tactical plans.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Prioritise plans for order of implementation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement competitive systems and practices

  1. Implement priority tactical plan.
  2. Determine benefits from change.
  3. Use benefits from priority plan to assist in the implementation of further tactical plans.
  4. Review progress towards strategic objectives and adjust plans, as appropriate, in consultation with relevant stakeholders.
Implement priority tactical plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine benefits from change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Use benefits from priority plan to assist in the implementation of further tactical plans.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review progress towards strategic objectives and adjust plans, as appropriate, in consultation with relevant stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Analyse the current operations systems and processes

1.1

Review the reasons for introducing competitive systems and practices and confirm the expected benefits with relevant stakeholders.

1.2

Determine any internal limiting factors which will constrain the introduction of competitive systems and practices.

1.3

Determine any external limiting factors which will constrain the introduction of competitive systems and practices.

1.4

Quantify expected returns from achieving the benefits of introducing competitive systems and practices.

2

Develop strategic and tactical plans to introduce competitive systems and practices to the SME

2.1

Develop a strategic plan for the SME that takes into account the nature of its business and relationships with suppliers and customers.

2.2

Where required, seek authority for the implementation of the strategic plan.

2.3

Identify components of competitive strategy which will yield quick returns.

2.4

Identify actions which will free up required resources to allow for the introduction of competitive systems and practices.

2.5

Develop achievable tactical plans which are compatible with strategy.

2.6

Develop key performance indicators (KPIs) for strategic and tactical plans.

2.7

Consult with relevant stakeholders to confirm tactical plans.

2.8

Prioritise plans for order of implementation.

3

Implement competitive systems and practices

3.1

Implement priority tactical plan.

3.2

Determine benefits from change.

3.3

Use benefits from priority plan to assist in the implementation of further tactical plans.

3.4

Review progress towards strategic objectives and adjust plans, as appropriate, in consultation with relevant stakeholders.

Required Skills and Knowledge

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Analyse the current operations systems and processes

1.1

Review the reasons for introducing competitive systems and practices and confirm the expected benefits with relevant stakeholders.

1.2

Determine any internal limiting factors which will constrain the introduction of competitive systems and practices.

1.3

Determine any external limiting factors which will constrain the introduction of competitive systems and practices.

1.4

Quantify expected returns from achieving the benefits of introducing competitive systems and practices.

2

Develop strategic and tactical plans to introduce competitive systems and practices to the SME

2.1

Develop a strategic plan for the SME that takes into account the nature of its business and relationships with suppliers and customers.

2.2

Where required, seek authority for the implementation of the strategic plan.

2.3

Identify components of competitive strategy which will yield quick returns.

2.4

Identify actions which will free up required resources to allow for the introduction of competitive systems and practices.

2.5

Develop achievable tactical plans which are compatible with strategy.

2.6

Develop key performance indicators (KPIs) for strategic and tactical plans.

2.7

Consult with relevant stakeholders to confirm tactical plans.

2.8

Prioritise plans for order of implementation.

3

Implement competitive systems and practices

3.1

Implement priority tactical plan.

3.2

Determine benefits from change.

3.3

Use benefits from priority plan to assist in the implementation of further tactical plans.

3.4

Review progress towards strategic objectives and adjust plans, as appropriate, in consultation with relevant stakeholders.

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability to introduce competitive systems and practices to a SME and to:

analyse the organisation’s current operations

develop strategic and tactical plans for the introduction of competitive systems and practices

implement those plans.

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to introduce competitive systems and practices to a SME, including knowledge of:

analysis of current operations/value stream mapping

competitive systems and practices tools which may be relevant

strategy vs tactics

kaizen/kaizen blitz applications

prioritisation of proposed actions/plans.

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

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.

Stakeholders include one or more of:

managers

supervisors

employees and their representatives

shareholders

suppliers

customers

service providers.

Internal limiting factors include consideration of all of:

free cash

management time and expertise

machinery

work organisation and workforce skills and knowledge.

External limiting factors include consideration of all of:

lack of bargaining power

lack of effective communication

supplier issues

customer issues

financial institution issues

other factors.

Expected returns include one or more of:

cost savings due to more consistent or higher quality

benefits from greater on-time delivery

savings from lower inventories and reduction in waste.

Actions which will free up required resources include one or more of:

reduction of inventory

reduction of scrap

decreased throughput times

changes in approval processes/delegations

use of computers instead of paper-based processes

reduction of muda (waste).

Prioritising plans includes the consideration of all of:

greatest benefit, benefit/cost ratio

ease of implementation

best fit with strategy

available resources.