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Evidence Guide: MSS407006A - Build relationships between teams in an operations environment

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

 

MSS407006A - Build relationships between teams in an operations environment

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

Identify organisational relationships

  1. Map actual and intended process flows within and between teams
  2. Map actual and intended communication/information/data flows within and between teams
  3. Identify and map other interactions (actual and intended) within and between teams
  4. Determine the consequences in terms of customer benefit of intended flows/interactions
  5. Determine the consequences in terms of customer benefit of the actual flows/interactions
Map actual and intended process flows within and between teams

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Map actual and intended communication/information/data flows within and between teams

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and map other interactions (actual and intended) within and between teams

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine the consequences in terms of customer benefit of intended flows/interactions

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine the consequences in terms of customer benefit of the actual flows/interactions

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:

critically examine relationships within and between downstream, upstream and support teams and to take action to improve them

identify relationships/relationship maps

identify sources of conflict/tension

consensus development of improvement plans, including setting of KPIs

implement improvement plans and rechecking subsequent relationships.

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 and Knowledge

Required skills

Required skills include:

identifying competitive systems and practices techniques and tools used by downstream, upstream and support teams, including:

value stream mapping

5S

Just in Time (JIT)

mistake proofing

process mapping

six sigma

establishing customer pull

kaizen and kaizen blitz

setting of KPIs/metrics

identification and elimination of waste (muda)

determining value in terms of customer benefit for downstream, upstream and support teams

determining impact on value of each team from operations of other teams

communicating with other teams and team leaders, other employees and external representatives relevant to competitive systems and practices

communicating using different media and format and to audiences and individuals from a variety of literacy and numeracy levels

maximising cooperation between teams on:

setting of KPIs

solving problems to root cause

disruptions to flow

variations of flow level/volume

variations in quality/quantity/timeliness

implementing standardisation

ensuring awareness of teams of performance requirements

communicating sources of assistance to own and other team members

Required knowledge

Required knowledge includes:

competitive systems and practices principles, strategies and techniques, including:

value stream mapping

5S

JIT

mistake proofing

process mapping

six sigma

establishing customer pull

kaizen and kaizen blitz

setting of KPIs/metrics

identification and elimination of waste (muda)

organisational goals, products and processes

types of KPIs, their applications and limits

approval processes within organisation

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

continuous improvement

process mapping, communication and people interaction mapping

customer perception of value

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

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

Relationship between organisational teams

Organisational teams may include:

downstream customer teams

upstream supplier teams

support teams (e.g. maintenance and information technology (IT))

Relationship between teams includes:

the impact of teams on each others' work expressed in competitive systems and practices terms

Impacts covered could include:

supplier, customer and support team impacts on:

flow

pull

takt time

waste

Cooperation within teams

Cooperation within team may include:

assistance with problem solving

dealing with disruptions to flow

dealing with variations of flow level/volume

dealing with variations in quality/quantity/timeliness

KPIs

KPIs may include:

reward systems

systems (formal and informal) which encourage some types of behaviour over others

Resistance to change

Resistance to change may be:

overt or covert

Stakeholders

Stakeholders may include:

work team members

value stream members as well as other stakeholders

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