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:

analyse process changes

identify changes

gather data and information over a period and range that will provide a valid basis for analysis

select and use appropriate data analysis tools

present information in a suitable form

obtain a consensus view of the results of the change

determine the lessons to be learned and future improvements to be undertaken.

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 language and literacy capacity of the candidate and the work being performed.

Required skills

Required skills include:

researching past performance of plant, operations, products and procedures, including metrics used

identifying trends, causal relationships and correlations in metrics

communicating and explaining quantitative data with others across a range of numeracy and literacy levels

analysing views and reasons put forward by others on past performance and relating to evidence

analysing views and reasons put forward by others for future changes and improvements and form recommendations

identifying key HSE strategies and risks for area of responsibility and identifying sources of expert assistance

preparing submissions and presenting case for future changes

Required knowledge

Required knowledge includes:

competitive systems and practices principles, processes and techniques

organisational goals, products and processes

processes and procedures for continuous improvement in the workplace

statistical process control (SPC) and principles

methods of determining the impact of a change using quantitative analysis of process data, including advanced statistical/mathematical analysis and basic qualitative techniques

organisation metrics

sources of data (actual and possible) within the organisation and the value stream

range of typical metrics, their applications and limitations

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

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

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

Codes of practice/standards

Where changes include areas covered by industry codes of practice, and/or Australian/international standards, the latest version must be used

Gather prior data

Where all suitable data was not collected prior to the change a suitable proxy for the data will be needed

HSE

All changes implemented are expected to be at least neutral, or preferably beneficial, in their impact on HSE

Change

Changes may:

be to plant, operations, products, procedures or practice

arise from continuous improvement (or an improvement event/project) or implementing new products, technology or systems

may have been intended to make an improvement or to implement new products, technology or systems

include the implementation of a change

Changes do not include an engineering review of a major capital expenditure or similar review

Initiation of change

Changes need to be identified as either deliberately or not deliberately initiated. Where a change was not deliberately initiated then the causal factors for the change need to be identified

Correlated metrics

Correlated metrics include:

any metric which appears to show a chronological correlation with the change being analysed. These metrics need to be examined to determine if the change has a causal relationship or is simply coincidental

Presentation of information

Information may be presented:

in appropriate visual forms (e.g. graphs, charts and noticeboards

verbally or other forms able to be understood and used by stakeholders

Stakeholders

Stakeholders may include:

work team members

value stream members

managers

Results of change

The change results may include:

an initial improvement followed by a return to previous performance

continued improvement

continued detriment or other variations over time

Improvements

Improvements may:

be to operations, process, plant, procedures or practice

include changes to ensure positive benefits are maintained

Sustaining improvement

Improvement may be sustained by including it in:

standard procedures and work instructions

standard practice

other relevant documents and practices

Team leader

Team leader may include:

any person who may have either a permanent or an ad hoc role in facilitating the function of a team in a workplace