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Evidence Guide: MSS405007A - Introduce competitive systems and practices to a small or medium enterprise

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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MSS405007A - 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:

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

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

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

Completed
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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.

Overview of assessment

Evidence of the ability to organise implementation of competitive systems and practices in a SME should be available.

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 SME operations

determine competitive systems and practices key performance indicators for a SME organisation

determine improvements that deliver the greatest overall benefit

develop and supervise the implementation of competitive systems and practices strategy, techniques and tools in a SME.

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

distinguishing between and prepare strategic and tactical plans

selecting and adapting appropriate competitive systems and practices and techniques for an SME environment, such as:

value stream mapping

5S

Just in Time

mistake proofing

process mapping

kaizen and kaizen blitz

setting of KPIs/metrics

identification and elimination of waste

developing KPIs appropriate for an SME

communicating to individuals with different levels of literacy and numeracy

monitoring implementation and establishing continuous improvement

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

quick changeovers

continuous improvement principles

principles for deciding acceptable benefit/cost ratios in a SME

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

Stakeholders

Stakeholders may include:

managers

supervisors

employees and their representatives

shareholders

suppliers

customers

service providers

Internal limiting factors

Internal limiting factors may include:

free cash

management time and expertise

machinery

work organisation and workforce skills and knowledge

External limiting factors

External limiting factors may include lack of bargaining power or effective communication with:

suppliers

customers

financial institutions

other factors

Expected returns

Expected returns may include factors such as:

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

Actions which will free up required resources will vary according to the size of the SME and the nature of the operations undertake. Examples include:

reduction of inventory

reduction of scrap

decreased throughput times

changes in approval processes/delegations

use of computers instead of paper-based processes

Prioritise plans

Prioritise plans according to criteria such as:

greatest benefit

ease of implementation

best fit with strategy

available resources