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Evidence Guide: MSS408006 - Develop and refine systems for improvement in operations

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

 

MSS408006 - Develop and refine systems for improvement in operations

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

Establish parameters of current internal improvement systems

  1. Describe organisation systems that impact on continuous improvement.
  2. Identify current relevant metrics and their values.
  3. Check that metrics are collected for all improvements.
  4. Determine yield of current improvement processes.
  5. Review results of improvements.
Describe organisation systems that impact on continuous improvement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify current relevant metrics and their values.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that metrics are collected for all improvements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine yield of current improvement processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review results of improvements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Distinguish kaizen blitz processes

  1. Identify all improvements which have occurred over an agreed period of time.
  2. Distinguish between kaizen blitz (breakthrough improvements) and kaizen (continuous improvements).
  3. Determine the timing of kaizen blitz breakthrough improvement processes.
  4. Analyse factors controlling the timing and selection of kaizen blitz.
  5. Analyse kaizen to identify cases where kaizen blitz were required.
  6. Validate findings with process/system owners and obtain required approvals.
  7. Improve timing/selection of kaizen blitz.
  8. Improve other factors limiting the gains from kaizen blitz.
Identify all improvements which have occurred over an agreed period of time.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Distinguish between kaizen blitz (breakthrough improvements) and kaizen (continuous improvements).

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine the timing of kaizen blitz breakthrough improvement processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Analyse factors controlling the timing and selection of kaizen blitz.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Analyse kaizen to identify cases where kaizen blitz were required.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Validate findings with process/system owners and obtain required approvals.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Improve timing/selection of kaizen blitz.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Improve other factors limiting the gains from kaizen blitz.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop kaizen practice

  1. Check that levels of delegated authority and responsibility are appropriate for kaizen from the shop floor.
  2. Ensure all personnel have appropriate capabilities for kaizen processes.
  3. Ensure personnel and systems recognise potential kaizen blitz projects.
  4. Ensure sufficient resources are available for the operation of kaizen and kaizen blitz processes.
  5. Check that relevant information flows from improvement changes to all required areas and stakeholders.
  6. Check data collection and metrics analysis capture changes which result from improvement actions.
  7. Check that improvement changes are standardised and sustained.
  8. Check review processes for routine kaizen.
  9. Remove or change factors limiting gains from improvements.
  10. Modify systems to ensure appropriate possible changes are referred to other improvement processes.
  11. Institutionalise improvement.
Check that levels of delegated authority and responsibility are appropriate for kaizen from the shop floor.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure all personnel have appropriate capabilities for kaizen processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure personnel and systems recognise potential kaizen blitz projects.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure sufficient resources are available for the operation of kaizen and kaizen blitz processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that relevant information flows from improvement changes to all required areas and stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check data collection and metrics analysis capture changes which result from improvement actions.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that improvement changes are standardised and sustained.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check review processes for routine kaizen.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Remove or change factors limiting gains from improvements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Modify systems to ensure appropriate possible changes are referred to other improvement processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Institutionalise improvement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Establish parameters of current external improvement systems

  1. Review value stream systems that impact on improvement.
  2. Review procedures for deciding improvement methodologies.
  3. Identify current relevant metrics and their values, as appropriate.
  4. Determine yield of current improvement processes.
  5. Review results of improvements.
Review value stream systems that impact on improvement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review procedures for deciding improvement methodologies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify current relevant metrics and their values, as appropriate.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine yield of current improvement processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review results of improvements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Explore opportunities for further development of value stream improvement processes

  1. Review mechanisms for consultation with value stream members.
  2. Develop mechanisms for further improving joint problem solving.
  3. Develop mechanisms for increased sharing of organisational knowledge.
  4. Obtain support and necessary authorisations from process/system owners.
  5. Capture and standardise improvements.
  6. Improve factors limiting gains from kaizen.
Review mechanisms for consultation with value stream members.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop mechanisms for further improving joint problem solving.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop mechanisms for increased sharing of organisational knowledge.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Obtain support and necessary authorisations from process/system owners.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Capture and standardise improvements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Improve factors limiting gains from kaizen.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review systems for compatibility with improvement strategy

  1. Review all systems which impact or are impacted on improvements and the improvement system.
  2. Analyse relationships between improvement systems and other relevant systems.
  3. Analyse practices caused by and results from the systems.
  4. Negotiate changes to the systems to improve the outcomes from improvement systems.
  5. Obtain necessary approvals to implement changes.
  6. Monitor the implementation of the changes.
Review all systems which impact or are impacted on improvements and the improvement system.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Analyse relationships between improvement systems and other relevant systems.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Analyse practices caused by and results from the systems.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiate changes to the systems to improve the outcomes from improvement systems.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Obtain necessary approvals to implement changes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor the implementation of the changes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Establish parameters of current internal improvement systems

1.1

Describe organisation systems that impact on continuous improvement.

1.2

Identify current relevant metrics and their values.

1.3

Check that metrics are collected for all improvements.

1.4

Determine yield of current improvement processes.

1.5

Review results of improvements.

2

Distinguish kaizen blitz processes

2.1

Identify all improvements which have occurred over an agreed period of time.

2.2

Distinguish between kaizen blitz (breakthrough improvements) and kaizen (continuous improvements).

2.3

Determine the timing of kaizen blitz breakthrough improvement processes.

2.4

Analyse factors controlling the timing and selection of kaizen blitz.

2.5

Analyse kaizen to identify cases where kaizen blitz were required.

2.6

Validate findings with process/system owners and obtain required approvals.

2.7

Improve timing/selection of kaizen blitz.

2.8

Improve other factors limiting the gains from kaizen blitz.

3

Develop kaizen practice

3.1

Check that levels of delegated authority and responsibility are appropriate for kaizen from the shop floor.

3.2

Ensure all personnel have appropriate capabilities for kaizen processes.

3.3

Ensure personnel and systems recognise potential kaizen blitz projects.

3.4

Ensure sufficient resources are available for the operation of kaizen and kaizen blitz processes.

3.5

Check that relevant information flows from improvement changes to all required areas and stakeholders.

3.6

Check data collection and metrics analysis capture changes which result from improvement actions.

3.7

Check that improvement changes are standardised and sustained.

3.8

Check review processes for routine kaizen.

3.9

Remove or change factors limiting gains from improvements.

3.10

Modify systems to ensure appropriate possible changes are referred to other improvement processes.

3.11

Institutionalise improvement.

4

Establish parameters of current external improvement systems

4.1

Review value stream systems that impact on improvement.

4.2

Review procedures for deciding improvement methodologies.

4.3

Identify current relevant metrics and their values, as appropriate.

4.4

Determine yield of current improvement processes.

4.5

Review results of improvements.

5

Explore opportunities for further development of value stream improvement processes

5.1

Review mechanisms for consultation with value stream members.

5.2

Develop mechanisms for further improving joint problem solving.

5.3

Develop mechanisms for increased sharing of organisational knowledge.

5.4

Obtain support and necessary authorisations from process/system owners.

5.5

Capture and standardise improvements.

5.6

Improve factors limiting gains from kaizen.

6

Review systems for compatibility with improvement strategy

6.1

Review all systems which impact or are impacted on improvements and the improvement system.

6.2

Analyse relationships between improvement systems and other relevant systems.

6.3

Analyse practices caused by and results from the systems.

6.4

Negotiate changes to the systems to improve the outcomes from improvement systems.

6.5

Obtain necessary approvals to implement changes.

6.6

Monitor the implementation of the changes.

Required Skills and Knowledge

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Establish parameters of current internal improvement systems

1.1

Describe organisation systems that impact on continuous improvement.

1.2

Identify current relevant metrics and their values.

1.3

Check that metrics are collected for all improvements.

1.4

Determine yield of current improvement processes.

1.5

Review results of improvements.

2

Distinguish kaizen blitz processes

2.1

Identify all improvements which have occurred over an agreed period of time.

2.2

Distinguish between kaizen blitz (breakthrough improvements) and kaizen (continuous improvements).

2.3

Determine the timing of kaizen blitz breakthrough improvement processes.

2.4

Analyse factors controlling the timing and selection of kaizen blitz.

2.5

Analyse kaizen to identify cases where kaizen blitz were required.

2.6

Validate findings with process/system owners and obtain required approvals.

2.7

Improve timing/selection of kaizen blitz.

2.8

Improve other factors limiting the gains from kaizen blitz.

3

Develop kaizen practice

3.1

Check that levels of delegated authority and responsibility are appropriate for kaizen from the shop floor.

3.2

Ensure all personnel have appropriate capabilities for kaizen processes.

3.3

Ensure personnel and systems recognise potential kaizen blitz projects.

3.4

Ensure sufficient resources are available for the operation of kaizen and kaizen blitz processes.

3.5

Check that relevant information flows from improvement changes to all required areas and stakeholders.

3.6

Check data collection and metrics analysis capture changes which result from improvement actions.

3.7

Check that improvement changes are standardised and sustained.

3.8

Check review processes for routine kaizen.

3.9

Remove or change factors limiting gains from improvements.

3.10

Modify systems to ensure appropriate possible changes are referred to other improvement processes.

3.11

Institutionalise improvement.

4

Establish parameters of current external improvement systems

4.1

Review value stream systems that impact on improvement.

4.2

Review procedures for deciding improvement methodologies.

4.3

Identify current relevant metrics and their values, as appropriate.

4.4

Determine yield of current improvement processes.

4.5

Review results of improvements.

5

Explore opportunities for further development of value stream improvement processes

5.1

Review mechanisms for consultation with value stream members.

5.2

Develop mechanisms for further improving joint problem solving.

5.3

Develop mechanisms for increased sharing of organisational knowledge.

5.4

Obtain support and necessary authorisations from process/system owners.

5.5

Capture and standardise improvements.

5.6

Improve factors limiting gains from kaizen.

6

Review systems for compatibility with improvement strategy

6.1

Review all systems which impact or are impacted on improvements and the improvement system.

6.2

Analyse relationships between improvement systems and other relevant systems.

6.3

Analyse practices caused by and results from the systems.

6.4

Negotiate changes to the systems to improve the outcomes from improvement systems.

6.5

Obtain necessary approvals to implement changes.

6.6

Monitor the implementation of the changes.

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability to develop improvement systems for one (1) or more processes or systems and to:

review current improvements and improvement processes

improve the practice of kaizen and kaizen blitz

explore opportunities for improvement to improvement processes along the value stream

take steps to improve the outcomes from improvement systems.

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to apply and improve the use of improvement systems, including knowledge of:

distinction between and complementarity of kaizen and kaizen blitz

influence, persuasion and negotiation techniques

competitive systems and practices tools relevant to the process/system and value stream

methods for the evaluation of the success of change.

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

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.

Organisation systems include one or more of:

problem recognition and solving

operational/process improvement

improvement projects

product/process design and development

processes for making incremental improvements.

Relevant metrics to determine the performance of the improvement system include one or more of:

hurdle rates for new investments

KPIs for existing processes

quality statistics

delivery timing and quantity statistics

process/equipment reliability (‘uptime’)

incident and non-conformance reports

complaints, returns and rejects.

Resources for improvement include the consideration of all of:

improvement budget

guidelines for trialling of possible improvements

mechanism for approvals for possible improvements

business case guidelines for proposed improvements

indicators of success of proposed improvement

mechanisms for tracking and evaluation of changes

forum for the open discussion of the results of the implementation

mechanisms for the examination of the improvement for additional improvements

organisation systems to sustain beneficial changes.

Capturing value stream improvements includes one or more of:

revised contractual arrangements

revised specifications

signed agreements

other documented arrangements which formalise the raised base line.

Systems impact/are impacted on improvements include one or more of:

office

purchasing

rewards (individual or team at all levels)

sales

marketing

maintenance

process/product

transport and logistics.

Organisational knowledge includes one or moreforms ofinformation which is:

quantified or otherwise modified to make its outcomes measurable or observable

expressed in an accessible and distributable form appropriate to the organisation operations and stakeholders.

Improvements include one or more of:

process, plant, procedures or practice

changes to ensure positive benefits to stakeholders are maintained.

Manager includes one or more of:

a person who may has a formal, permanent position

a person who has an ad hoc role in facilitating the function of multiple teams in a workplace, departments or entire organisations.