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Evidence Guide: MSS405033 - Optimise office systems to deliver to customer demand

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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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MSS405033 - Optimise office systems to deliver to customer demand

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

Facilitate the pull system

  1. Review current systems to identify customers and demand signals that trigger the flow of work.
  2. Determine if and how current office systems respond to identified demand signals.
  3. Identify where demand signals either do not exist or are not built into processes.
  4. Facilitate the adoption of appropriate demand signals for processes currently not responding to customer pull.
Review current systems to identify customers and demand signals that trigger the flow of work.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine if and how current office systems respond to identified demand signals.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify where demand signals either do not exist or are not built into processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Facilitate the adoption of appropriate demand signals for processes currently not responding to customer pull.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Level the flow of work

  1. Identify where optimal flow of work is not being achieved within the pull system.
  2. Identify variations and barriers that prevent the optimal flow of work.
  3. Establish routines and/or systems to promote the consistent flow of work at the optimal rate.
  4. Establish mechanisms to remove or minimise variations and barriers to flow.
  5. Establish mechanisms to manage the impact of variations and barriers that cannot be removed.
Identify where optimal flow of work is not being achieved within the pull system.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify variations and barriers that prevent the optimal flow of work.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Establish routines and/or systems to promote the consistent flow of work at the optimal rate.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Establish mechanisms to remove or minimise variations and barriers to flow.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Establish mechanisms to manage the impact of variations and barriers that cannot be removed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Allocate resources to balance work flow

  1. Establish mechanisms that indicate when variations in flow of work require more or fewer resources.
  2. Develop routines and/or systems to re-balance flow through the allocation of resources to meet variations.
Establish mechanisms that indicate when variations in flow of work require more or fewer resources.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop routines and/or systems to re-balance flow through the allocation of resources to meet variations.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Evaluate improvements

  1. Review the changes to the pull and levelling systems.
  2. Identify causes for areas of poor performance.
  3. Implement further improvements to address areas of poor performance.
  4. Monitor the systems to identify further improvements.
Review the changes to the pull and levelling systems.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify causes for areas of poor performance.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement further improvements to address areas of poor performance.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor the systems to identify further improvements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Embed improvements

  1. Establish mechanisms to ensure new systems and/or practices are communicated to relevant personnel.
  2. Motivate team to apply the new systems and/or practices.
  3. Ensure the new systems and/or practices are reflected in relevant procedures.
Establish mechanisms to ensure new systems and/or practices are communicated to relevant personnel.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Motivate team to apply the new systems and/or practices.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure the new systems and/or practices are reflected in relevant procedures.

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

Facilitate the pull system

1.1

Review current systems to identify customers and demand signals that trigger the flow of work.

1.2

Determine if and how current office systems respond to identified demand signals.

1.3

Identify where demand signals either do not exist or are not built into processes.

1.4

Facilitate the adoption of appropriate demand signals for processes currently not responding to customer pull.

2

Level the flow of work

2.1

Identify where optimal flow of work is not being achieved within the pull system.

2.2

Identify variations and barriers that prevent the optimal flow of work.

2.3

Establish routines and/or systems to promote the consistent flow of work at the optimal rate.

2.4

Establish mechanisms to remove or minimise variations and barriers to flow.

2.5

Establish mechanisms to manage the impact of variations and barriers that cannot be removed.

3

Allocate resources to balance work flow

3.1

Establish mechanisms that indicate when variations in flow of work require more or fewer resources.

3.2

Develop routines and/or systems to re-balance flow through the allocation of resources to meet variations.

4

Evaluate improvements

4.1

Review the changes to the pull and levelling systems.

4.2

Identify causes for areas of poor performance.

4.3

Implement further improvements to address areas of poor performance.

4.4

Monitor the systems to identify further improvements.

5

Embed improvements

5.1

Establish mechanisms to ensure new systems and/or practices are communicated to relevant personnel.

5.2

Motivate team to apply the new systems and/or practices.

5.3

Ensure the new systems and/or practices are reflected in relevant procedures.

Required Skills and Knowledge

Elements describe the essential outcomes.

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

1

Facilitate the pull system

1.1

Review current systems to identify customers and demand signals that trigger the flow of work.

1.2

Determine if and how current office systems respond to identified demand signals.

1.3

Identify where demand signals either do not exist or are not built into processes.

1.4

Facilitate the adoption of appropriate demand signals for processes currently not responding to customer pull.

2

Level the flow of work

2.1

Identify where optimal flow of work is not being achieved within the pull system.

2.2

Identify variations and barriers that prevent the optimal flow of work.

2.3

Establish routines and/or systems to promote the consistent flow of work at the optimal rate.

2.4

Establish mechanisms to remove or minimise variations and barriers to flow.

2.5

Establish mechanisms to manage the impact of variations and barriers that cannot be removed.

3

Allocate resources to balance work flow

3.1

Establish mechanisms that indicate when variations in flow of work require more or fewer resources.

3.2

Develop routines and/or systems to re-balance flow through the allocation of resources to meet variations.

4

Evaluate improvements

4.1

Review the changes to the pull and levelling systems.

4.2

Identify causes for areas of poor performance.

4.3

Implement further improvements to address areas of poor performance.

4.4

Monitor the systems to identify further improvements.

5

Embed improvements

5.1

Establish mechanisms to ensure new systems and/or practices are communicated to relevant personnel.

5.2

Motivate team to apply the new systems and/or practices.

5.3

Ensure the new systems and/or practices are reflected in relevant procedures.

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, for one (1) or more office work areas or product families, to:

interpret office processes in terms of customer demand and flow of work

establish and/or optimise office related levelled pull systems

motivate others to implement, sustain and improve office related levelled pull systems.

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to establish new or improve existing office systems, including knowledge of:

methods of calculating rates of demand and flow of work (e.g. takt and pitch)

application to office work of demand signals, such as kanban and electronic demand signal systems

techniques for achieving a smooth and consistent flow of work

visual displays.

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

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

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree.

Pull system signals include one or more of:

visual cues or signs

kanban cards/tickets

computer alerts or computer-based workflows.

Identified demand is based on one or more of:

identifying a process and its internal and external customers

gathering data on rate and amount of demand.

Variations and barriers include one or more of :

unnecessary movement of work due to physical layout of office

incorrect or incomplete procedures

lack of training or cross-skilling

inadequate or inappropriate equipment

slow or inappropriate communication systems

levels of authority and delegation

incomplete information required to complete task

interruptions

complex and/or unusual situations

bottlenecks

peaks and troughs in demand.

Routines and/or systems to level the flow include one or more of:

Heijunka boxes

types and location of signals

triggers, such as minimum and maximum queue limits and items that are replaced at particular dates

sequencing (e.g. first in first out (FIFO) and due dates)

safety resources

buffer resources

back-up systems, such as maintaining critical hard copy documentation

visual tracking displays.

Optimal flow of work supported by activities including one or more of:

calculating takt time and pitch or similar

levelling the flow

allocating resources

allocating and scheduling work

cross-skilling.