Facilitate continuous improvement

This unit describes the performance outcomes, skills and knowledge required to lead and manage continuous improvement systems and processes. Particular emphasis is on the development of systems and the analysis of information to monitor and adjust performance strategies, and to manage opportunities for further improvements.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.


This unit applies to managers who take an active role in managing a continuous improvement process in order to achieve an organisation's objectives. Where managers are closely associated with the creation and delivery of products and services, they play an important part in influencing the ongoing development of the organisation.

At this level, work will normally be carried out using complex and diverse methods and procedures which require the exercise of considerable discretion and judgement, using a range of problem-solving and decision-making strategies.

Elements and Performance Criteria



1. Lead continuous improvement systems and processes

1.1. Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate

1.2. Establish systems to ensure that the organisation's continuous improvement processes are communicated to stakeholders

1.3. Ensure that change and improvement processes meet sustainability requirements

1.4. Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation's continuous improvement processes

1.5. Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

2. Monitor and adjust performance strategies

2.1. Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved

2.2. Adjust and communicate strategies to stakeholders according to organisational procedures

3. Manage opportunities for further improvement

3.1. Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts

3.2. Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement

3.3. Consider areas identified for further improvement when undertaking future planning

Required Skills

Required skills

communication skills tocommunicate opportunities for improvement

learning skills to coach and mentor staff, using a range of methods to cater for different learning styles

innovation and lateral thinking skills to design better ways for achieving work outcomes

planning skills to establish and monitor systems and process for continuous improvement

teamwork and leadership skills to gain the confidence and trust of others

Required knowledge

continuous improvement models

knowledge management systems

quality systems

sustainability principles

Evidence Required

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.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

development and use of a range of strategies and approaches that improve work outcomes or organisational functioning, using continuous improvement models

monitoring performance and customer service.

Context of and specific resources for assessment

Assessment must ensure access to appropriate documentation and resources normally used in the workplace.

Method of assessment

The following assessment methods are appropriate for this unit:

analysis of responses to case studies and scenarios

assessment of reports

direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate

observationof presentations

oral or written questioning to assess knowledge of quality systems

review of strategies developed to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative

evaluation of how customer-service strategies were communicated to stakeholders

review of documentation outlining work team performance.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.

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.

Strategies may refer to:

clarification of roles and expectations

communication devices and processes, such as intranet and email communication systems, to facilitate input into workplace decisions

long-term or short-term plans that factor in opportunities for team input

mentoring and 'buddy' systems to support team members to participate in decision making

performance plans

reward and recognition programs for high performing staff

training and development activities.

Systems may refer to:

forums and meetings

newsletters and reports

policies and procedures

electronic communication devices.

Continuous improvement processes may include:

cyclical audits and reviews of workplace, team and individual performance

evaluations and monitoring of effectiveness

modifications and improvements to systems, processes, services and products

policies and procedures that allow an organisation to systematically review and improve the quality of its products, services and procedures

seeking and considering feedback from a range of stakeholders.

Stakeholders may include:

business or government contacts

funding bodies

individuals within the work team

internal and external contacts

organisation's clients and customers

professional associations

senior management and board members

unions and employee groups.

Sustainability requirements may include:

addressing environmental and resource sustainability initiatives, such as environmental management systems, action plans, green office programs, surveys and audits

applying the waste management hierarchy in the workplace

complying with regulations and corporate social responsibility considerations for sustainability to enhance the organisation's standing in business and community environments

determining organisation's most appropriate waste treatment, including waste to landfill, recycling, re-use, recoverable resources and wastewater treatment

implementing ecological footprinting

implementing environmental management systems, e.g. ISO 14001:1996 Environmental management systems life cycle analyses

implementing government initiatives, e.g. Australian government's Greenhouse Challenge Plus

improving resource and energy efficiency

initiating and maintaining appropriate organisational procedures for operational energy consumption

introducing a green office program (a cultural change program)

introducing green purchasing

introducing national and international reporting initiatives, e.g. Global Reporting Initiative

introducing product stewardship

reducing emissions of greenhouse gases

reducing use of non-renewable resources

referencing standards, guidelines and approaches, such as sustainability covenants and compacts or triple bottom line reporting

supporting sustainable supply chain.

Knowledge management systems may include:

best practice transfer

communities of practice

cross-project learning

expert directories

knowledge brokers' knowledge mapping

knowledge repositories

measuring and reporting intellectual capital


performance management

post-project reviews

proximity and architecture

social software


Operational progress may refer to:

customer service indicators

OHS indicators

productivity gains

success in meeting agreed goals and performance indicators.

Recording of work team performance may include:

annotated performance plans

quantitative data, such as production figures

recommendations for improvement

records and reports.


Unit sector

Competency Field

Management and leadership - management

Employability Skills

This unit contains employability skills.

Licensing Information

Not applicable.