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:

facilitate improvements in the value stream

identify value stream restrictions to further improvement

develop consensus solutions

jointly implement and monitor solutions with others, including team members and value stream members.

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:

analysing proposed and past changes to operations, products and processes within own team and the internal value stream to determine if change adds or has added value to the customer

making significant, high level, independent judgements on required improvements in the internal value stream

demonstrating responsibility and broad-ranging accountability for decisions

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

analysing views and reasons put forward by others on past performance of the internal value stream and relating to metrics and other evidence

prioritising improvement proposals and actions and justifying priorities to others

negotiating with others using analysis of information, including past and proposed metrics and concepts to achieve a consensus position

analysing restrictions and non-conformances to root cause

standardising team-level processes

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

processes and procedures used in members of the internal value stream

value stream mapping and analysis techniques

approval processes within own organisation

benefit/cost analysis methods

methods of determining the impact of a change

communication methods across a variety of media and formats, including preparation of formal proposals and negotiations

customer perception of value

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

Opportunities for continuous improvement

Opportunities for continuous improvement may be:

beyond those arising just from within the team and will usually be within the site (gate-to-gate) or at least the organisation

Codes of practice/standards

Where reference is made to industry codes of practice, and/or Australian/international standards, the latest version must be used

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, procedures or practice

arise from continuous improvement (or an improvement event/project

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

Presentation of information

Information may be presented:

in terms of graphs or other appropriate visual forms

Stakeholders

Stakeholders may include:

work team members

value stream members

Results of change

The change may have results in:

an initial improvement followed by a return to previous performance

a change which has resulted in continued improvement

continued detriment or other variations over time

Improvements

Improvements may:

be to process, plant, procedures or practice

include changes to ensure positive benefits are maintained

Changes which have not met target

Changes which have not met target may include:

those that fall short and those that exceed expectations

Appropriate action is to remove restrictions on those items which fell short, and make standard/further implement those which exceeded expectation

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