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Evidence Guide: MSS408005A - Develop the learning processes of the operations 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

 

MSS408005A - Develop the learning processes of the operations organisation

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

Identify processes generating new knowledge

  1. Identify any existing systems for organisational learning
  2. Encourage the open discussion of current performance and problems
  3. Facilitate consensus problem solving
  4. Ensure both qualitative and quantitative knowledge are captured
  5. Validate findings with relevant managers
Identify any existing systems for organisational learning

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Encourage the open discussion of current performance and problems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Facilitate consensus problem solving

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure both qualitative and quantitative knowledge are captured

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Validate findings with relevant managers

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:

review learning process across the organisation

relate learning processes to implementation of competitive systems and practices

identify components of current system that require improvement

develop improvements to current learning system, including setting of system metrics

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

Required Skills and Knowledge

Required skills

Required skills include:

undertaking self-directed problem solving and decision-making

communicating across all levels in an organisation

preparing reports and recommendations

implementing knowledge capture systems that cover:

existing plant and equipment modifications

changes to procedures and operations for information technology (IT) related systems and equipment

operations procedure and practice changes

new plant, equipment and processes

daily problem solving and continuous improvement activities

specific improvement events (e.g. kaizen blitz)

incident reports

reliability/maintenance reports

customer feedback

feedback from value stream members

accessing and analysing current performance, including:

output indicators

input indicators

health, safety and environment (HSE) indicators

reliability/maintenance indicators

continuous improvement indicators

implementing, monitoring and adjusting improvements to the knowledge system, including:

improving integration of knowledge system with other organisation and value stream development processes

improving identification of new knowledge

improving capture ease and efficiency

improving search and application functionality

analysing performance outside the normal range (good or bad) and assignable cause

Required knowledge

Required knowledge includes:

competitive systems and practices principles and tools, including:

value stream mapping

5S

Just in Time (JIT)

mistake proofing

process mapping

establishing customer pull

incremental and breakthrough improvement

setting of key performance indicators (KPIs)/metrics

identification and elimination of waste (muda)

organisational goals strategies, operations and processes

approval processes within organisation

cost/benefit analysis methods

methods of determining the impact of a change

communication methods and media for a range of audiences

customer perception of value

reward systems

learning and knowledge management systems

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

Problems

Problems may include:

non-conformances and other opportunities for improvement

Develop

Develop includes:

establishing and improving

Organisational learning

Organisational learning refers to learning intended to be applied across the whole organisation or by specific teams, work areas or individuals

Knowledge forms

Knowledge may be:

quantified or otherwise modified to make its outcomes measurable or observable as appropriate to the knowledge and its application

Improvements

Improvements may:

be to process, plant, service, procedures or practice

include changes to ensure positive benefits are maintained

Manager

Manager may include:

any person who may have either a permanent or an ad hoc role in facilitating the function of multiple teams in a workplace, departments or entire organisations