Implement competitive systems and practices

This unit of competency covers the skills and knowledge required to implement and review competitive systems and practices in a person’s own work within a team or work area, including the consideration of the impact on the work of others. The unit focuses on the holistic application of competitive systems and practices to achieve improved performance in own work and in activities with others in the team or work area that contribute to improving customer benefit.


This unit applies to individuals who are applying competitive systems and practices to their own work in a way that integrates with others in the team or work area who are also implementing competitive systems and practices. Depending on the operations or processes in the team or work area the unit may also include interaction with other teams and work areas.

The unit is suitable for individuals who have formal responsibility for the work of others, such as team leaders. It is also suitable for individuals, such as technicians and tradespeople, who must integrate the application of their technical skills with the implementation of competitive systems and practices in an organisation.

The unit applies to the areas of cost, quality, delivery, safety/environment, and employee capability including continuous reviewing of performance against these five areas in liaison with other relevant people. Improvement initiatives in these five areas are usually developed and implemented with the support of technical support staff. Whereas other units may emphasise the competence to use one or more competitive practices, this unit emphasises the ability to advance on all five key areas over a moderate time period.

This unit requires the application of skills associated with problem solving and initiative and enterprise in order to identify opportunities to make improvements and maximise performance. Communication, the ability to work in a team and planning and organising skills are required to implement improvements and address any conflicts that arise. This unit also requires an ability to identify appropriate technology, and to consider and integrate feedback on how personal performance can be improved.


Not applicable.

Elements and Performance Criteria


Contribute to the improvement of the operations system in team or work area


Identify key performance indicators for area of operations


Implement and review competitive systems and practices to improve health, safety and environment (HSE) performance of self and others


Implement and review competitive systems and practices to maximise quality consistency


Implement and review competitive systems and practices and identify any skill and training issues that need to be addressed to improve capability of self and others


Implement and review competitive systems and practices to maximise customer benefit/cost ratio


Implement and review competitive systems and practices to reduce lead time to delivery within the scope of authority and responsibility


Work with relevant stakeholders to resolve conflicts which arise from implementation of competitive systems and practices


Select improvements which will deliver the greatest overall benefit for the resources required/available without reducing current performance on individual factors


Implement improvements


Implement the chosen improvement/s


Check the selected improvements improve the system as a whole and do not result in unintended consequences


Monitor implementation and make adjustments, as required

Required Skills

Required skills

Required skills include:

communicating with others to clarify scope of implementation of competitive systems and practices, including:

value stream mapping


Just in Time (JIT)

mistake proofing

process mapping

establishing customer pull

kaizen and kaizen blitz

setting of key performance indicators/metrics

identification and elimination of waste (muda)

monitoring performance in key areas, including:

HSE performance

quality consistency

capability and performance by team members

customer benefit/cost ratio

reduce lead time to delivery

contributing suggestions for improvement

analysing operational procedures in terms of flow and contribution to customer outcomes

planning tasks to support competitive systems and practices implementation

identifying and implementing appropriate data gathering and analysis techniques within area of responsibility to identify change over time in indicators relating to:





employee capability and support for competitive systems and practices

solving problems to root causes

Required knowledge

Required knowledge includes:

customers and the value they derive from products and processes of the organisation or area

cost components and their relationship to customer benefits/features

suppliers and their capabilities

waste (muda)

factors causing variability in a product and how to control them

factors that promote standardisation

relevant competitive systems and practices tools for area and how to apply them

factors impacting on the product, process and waste, particularly those wholly or partially under own and other immediate area employees control (and how to control them)

good HSE practice and factors impacting on HSE performance

own capability and how to improve it

optimisation techniques appropriate to the organisation and the job

application of quality standards and processes

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.

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 their ability to:

identify key performance indicators appropriate to their own work area

implement and review competitive systems and practices in own work, including interaction with others in the work area in the areas of:

HSE performance

quality consistency

capability and performance by team members

customer benefit/cost ratio

reduce lead time to delivery

select improvements that deliver the greatest overall benefit

monitor the implementation of improvements and make appropriate adjustments.

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 for appropriate portions

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 oracy, language and literacy capacity of the candidate and the work being performed.

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


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

Competitive systems and practices tools

Competitive systems and practices tools include:


6 sigma

continuous improvement

cause effect diagrams


Competitive systems and practices organisations encompass the entire production system, beginning with the customer, and includes:

the product sales outlet

the final assembler

product design

raw material mining and processing

all tiers of the value stream (sometimes called the supply chain)

Customer may include:

internal or external customers, and should also include the final customer as the basis for the identification of waste

The unit does not require interfacing directly with the external customer, but there should be sufficient information to identify customer benefits and features


Supplier may include:

an internal supplier

an external supplier

The unit does not require interfacing directly with external suppliers, but there should be sufficient information to enable identification of supplier abilities


Waste (also known as muda in the Toyota Production System and its derivatives) is any activity which does not contribute to customer benefit/features in the product. Categories of waste include:

excess production and early production


movement and transport

poor process design


inefficient performance of a process

making defective items

other activities which do not yield any benefit to the organisation or any benefit to the organisations customers


Operations indicate:

the holistic combination of the process, plant and equipment, procedures and practices, including the skills and work organisation of the workforce, which make up the productive organisation

Implement improvements

Implementation of improvements may be undertaken:

within own job role

as part of processes and operations in the work area or team


Unit sector

Competitive systems and practices

Employability Skills

This unit contains employability skills.

Licensing Information

Not applicable.