Unit of competency Outline
Date retreived
23/07/2026 10:27 PM AWST
23/07/2026 10:27 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Lead a competitive manufacturing team
Lead a competitive manufacturing team
Unit of competency
National Code
MSACMC411A
MSACMC411A
State Code
W8966
W8966
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
14/10/2010
Field of Education
080307 - Organisation Management
Original Release Date
14/10/2010
Nominal Hours
40
Description
This unit covers the knowledge and skills needed by people who lead teams in a competitive manufacturing environment. The team may be operating in manufacturing or in a manufacturing support function e.g. maintenance, office, warehousing etc.
Notes
Elements and Performance Criteria
1. Facilitate the development of process and competitive manufacturing knowledge
- 1.1. Ensure necessary technical documentation and information about the process and competitive manufacturing is available to the team 1.2. Develop mentoring processes for team members1.3. Structure team activities in a way which facilitates the ongoing development of the skills and knowledge of team members1.4. Arrange for the provision of workforce development and training for team members as appropriate1.5. Encourage team members to apply technical knowledge to the process.
2. Facilitate efficiency improvements in team activities
- 2.1. Ensure budgets, operating procedures and other related documentation is available to the team 2.2. Assist team members apply this information to the process responsibilities of the team2.3. Encourage team members to identify waste2.4. Develop an environment where efficiency improvements are recommended by team members
3. Resource and encourage a proactive maintenance approach
- 3.1. Develop communications between specialists outside the team and team members3.2. Develop strategies to monitor and deal with key reliability issues3.3. Resource and encourage team members to identify and take appropriate action on potential equipment problems3.4. Arrange for workforce development and training for team members as required in proactive maintenance procedures and techniques3.5. Involve team members in relating identified problems to the maintenance strategy, and developing any required changes, to ensure awareness, learning and commitment
4. Implement process and organisation improvements
- 4.1. Plan the implementation of team suggested and externally directed improvements4.2. Facilitate team member commitment to, and involvement in, the implementation planning of improvements and to follow improvements to their conclusion4.3. Encourage the application of the 'plan, do, measure, improve, control' approach to the job4.4. Arrange for workforce development and training as required to facilitate continued team involvement in improvement processes4.5. Involve team and other key personnel in identification of skill needs and means of skills acquisition to fill any identified gaps
lean manufacturing
agile manufacturing
preventative and predictive maintenance approaches
monitoring and data gathering systems such as Systems control and data acquisition software (SCADA), enterprise resource planning systems (ERP), Manufacturing resource planning (MRP), and proprietary systems such as SAP etc.
statistical process control systems including six sigma and three sigma
just in time, kanban and other pull related manufacturing control systems
supply, value, and demand chain monitoring and analysis
other continuous improvement systems.
Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organisation, culture, regulatory environment and manufacturing sector..
Budgets include financial, time, materials/product and other business plans which are relevant to the team and the work area.
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. Within manufacturing, categories of waste include:
excess production and early production
delays
movement and transport
poor process design
inventory
inefficient performance of a process
making defective items
Waste for this unit may include activities which do not yield any benefit to the organisation or any benefit to the organisations customers.
Key reliability issues are typically things like cleanliness, lubrication and correct adjustment which are most likely to lead to failure.
agile manufacturing
preventative and predictive maintenance approaches
monitoring and data gathering systems such as Systems control and data acquisition software (SCADA), enterprise resource planning systems (ERP), Manufacturing resource planning (MRP), and proprietary systems such as SAP etc.
statistical process control systems including six sigma and three sigma
just in time, kanban and other pull related manufacturing control systems
supply, value, and demand chain monitoring and analysis
other continuous improvement systems.
Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organisation, culture, regulatory environment and manufacturing sector..
Budgets include financial, time, materials/product and other business plans which are relevant to the team and the work area.
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. Within manufacturing, categories of waste include:
excess production and early production
delays
movement and transport
poor process design
inventory
inefficient performance of a process
making defective items
Waste for this unit may include activities which do not yield any benefit to the organisation or any benefit to the organisations customers.
Key reliability issues are typically things like cleanliness, lubrication and correct adjustment which are most likely to lead to failure.
Overview of assessment requirements
The competent person would be able to lead a competitive manufacturing team and facilitate their improving the process.
What critical aspects of evidence is required to demonstrate competency in this unit?
Evidence of effective team leadership would be required.
In what context should assessment occur?
Assessment needs to occur in an organisation implementing a competitive manufacturing environment or by a project.
Are there any other units which could or should be assessed with this unit or which relate directly to this unit?
This unit could be assessed concurrently with other team leader units dealing with change/improvement in the organisation.
What method of assessment should apply?
Assessors must be satisfied that the person can consistently perform the unit as a whole, as defined by the elements, performance criteria, skills and knowledge. A holistic approach should be taken to the assessment.
Assessors should gather sufficient, fair, valid, reliable, authentic and current evidence from a range of sources. Sources of evidence may include direct observation, reports from supervisors, peers and colleagues, project work, samples, organisation records and questioning. Assessment should not require language, literacy or numeracy skills beyond those required for the unit.
The assessee will have access to all techniques, procedures, information, resources and aids which would normally be available in the workplace.
The method of assessment should be discussed and agreed with the assessee prior to the commencement of the assessment
What evidence is required for demonstration of consistent performance?
Evidence from one significant manufacturing improvement or change process may be sufficient. For less significant improvement or changes, a range of changes will be needed to generate sufficient evidence.
What are the specific resource requirements for this unit?
Access to an organisation implementing a significant change to or in competitive manufacturing.
The competent person would be able to lead a competitive manufacturing team and facilitate their improving the process.
What critical aspects of evidence is required to demonstrate competency in this unit?
Evidence of effective team leadership would be required.
In what context should assessment occur?
Assessment needs to occur in an organisation implementing a competitive manufacturing environment or by a project.
Are there any other units which could or should be assessed with this unit or which relate directly to this unit?
This unit could be assessed concurrently with other team leader units dealing with change/improvement in the organisation.
What method of assessment should apply?
Assessors must be satisfied that the person can consistently perform the unit as a whole, as defined by the elements, performance criteria, skills and knowledge. A holistic approach should be taken to the assessment.
Assessors should gather sufficient, fair, valid, reliable, authentic and current evidence from a range of sources. Sources of evidence may include direct observation, reports from supervisors, peers and colleagues, project work, samples, organisation records and questioning. Assessment should not require language, literacy or numeracy skills beyond those required for the unit.
The assessee will have access to all techniques, procedures, information, resources and aids which would normally be available in the workplace.
The method of assessment should be discussed and agreed with the assessee prior to the commencement of the assessment
What evidence is required for demonstration of consistent performance?
Evidence from one significant manufacturing improvement or change process may be sufficient. For less significant improvement or changes, a range of changes will be needed to generate sufficient evidence.
What are the specific resource requirements for this unit?
Access to an organisation implementing a significant change to or in competitive manufacturing.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| W7696 | MCMC411A | Lead a competitive manufacturing team | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WD519 | MSS403011A | Facilitate implementation of competitive systems and practices | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W525 | MSA41108 | Certificate IV in Competitive Manufacturing | Qualification |
| W523 | MSA31108 | Certificate III in Competitive Manufacturing | Qualification |
| W517 | PMA40108 | Certificate IV in Process Plant Technology | Qualification |
| D627 | SFI40511 | Certificate IV in Seafood Processing | Qualification |