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Evidence Guide: MSS405041A - Implement improvement systems in an organisation

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

 

MSS405041A - Implement improvement systems in an organisation

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

Prepare for improvement systems implementation

  1. Determine scope of improvement systems
  2. Identify key performance indicators (KPIs) for inclusion in improvement systems
  3. Prepare operating instructions and other required documentation for continuous and breakthrough improvement systems
  4. Ensure compliance with health, safety and environment (HSE) and other regulatory requirements are addressed in improvement instructions
  5. Identify and brief implementation team
  6. Prioritise areas operation, or processes requiring early action
  7. Prepare communication strategy for employees and other stakeholders
  8. Make infrastructure and support arrangements for improvement systems
  9. Obtain required approvals for commencement of improvement systems
Determine scope of improvement systems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify key performance indicators (KPIs) for inclusion in improvement systems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Prepare operating instructions and other required documentation for continuous and breakthrough improvement systems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure compliance with health, safety and environment (HSE) and other regulatory requirements are addressed in improvement instructions

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and brief implementation team

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Prioritise areas operation, or processes requiring early action

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Prepare communication strategy for employees and other stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Make infrastructure and support arrangements for improvement systems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Obtain required approvals for commencement of improvement systems

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 operations, processes and products in terms of customer features/benefits and then set appropriate KPIs

prepare appropriate documentation for continuous and breakthrough improvement processes

establish decision making processes for considering system level continuous improvement suggestions

encourage and lead others in implementing continuous improvement system

problem solve implementation issues with continuous improvement system

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:

implementing continuous and breakthrough improvement in a variety of contexts, including a mixture of supportive and non-supportive team environments

undertaking self-directed problem solving and decision-making

communicating across all levels in the organisation and to people of different levels of literacy

analysing customer features/benefits, organisation goals and past performance and setting KPIs for inclusion in a continuous improvement system

prioritising improvement suggestions in terms of:

the extent to which they add to customer features/benefits

feasibility

cost

preparing operating procedures and other documentation, including establishing version control and amendment procedures

analysing information and data to identify variation and evaluate improvements

measuring and calculating performance variables

solving problems to root cause

identifying waste (muda)

Required knowledge

Required knowledge includes:

continuous and breakthrough improvement (kaizen and kaizen blitz) philosophy and process

competitive systems and practices, including:

value stream mapping

5S

Just in Time (JIT)

mistake proofing

process mapping

establishing customer pull

setting of key performance indicators/metrics

types of KPIs and their impacts on performance

improvement processes, including implementation, monitoring and evaluation strategies

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

Scope of improvement systems

The scope of the improvement systems includes:

target divisions, operations, work processes, products and sites that stakeholders want included in a particular improvement system

goals and objectives of the organisation:

levels of targeting for the continuous improvement system, including the system level focusing on the value stream and the overall achievement of customer defined features/benefits

process level focusing on individual processes, teams and team leaders

Relevance of KPIs

Relevance of KPIs includes:

appropriateness (did they lead to/encourage desirable performance?)

currency (are they still encouraging desirable performance?)

unintended consequences (do they lead to outcomes which are not desirable – even if some performance is desirable?)

signal/noise (is the balance between desirable and undesirable outcomes strong and positive?)

Instructions for incremental or breakthrough improvement processes

Instructions for incremental or breakthrough improvement process include:

methods for employees to suggest incremental or breakthrough improvement

criteria for identifying a breakthrough improvement need

approval processes

monitoring and reporting processes

Procedures

Procedures may include:

work instructions

standard operating procedures

formulas/ recipes

batch sheets

temporary instructions and similar instructions provided for the smooth running of the plant, process or operation

good operating practice as may be defined by industry codes of practice (e.g. good manufacturing practice (GMP) and responsible care)

government regulations

required procedures under legislation or regulation, awards and enterprise agreements

Procedures may be:

written, verbal, computer based or in some other format

Waste

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

Solve performance issues

Solving performance issues includes:

generating improvement ideas (brainstorming/asking experts)

selecting most appropriate improvement ideas to proceed with

conducting experiments where required to test idea

making final selection of improvement ideas

determining most appropriate improvement strategy (i.e. incremental or breakthrough (kaizen blitz) improvement)