Unit of competency Outline
Date retreived
23/07/2026 10:57 PM AWST
23/07/2026 10:57 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.
Continuously improve operational retail processes
Continuously improve operational retail processes
Unit of competency
National Code
SIRXSRM804
SIRXSRM804
State Code
WD992
WD992
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
20/06/2014
Field of Education
080317 - Quality Management
Original Release Date
20/06/2014
Nominal Hours
80
Description
This unit describes the performance outcomes, skills and knowledge required to ensure the principles and practices of continuous improvement are embedded within the organisation.Effective process improvement requires a thorough analysis of current organisational processes and methodologies. Opportunities for process improvement are carefully analysed against set criteria and decisions for change and improvement are documented and communicated. Principles of sustainability are also used to ensure changes will have longevity and will add value to the organisation and wider community.
Notes
Elements and Performance Criteria
1. Assess the benefits of continuous improvement and quality management.
- 1.1.Research and analyse the concepts, principles and tools of quality management and continuous improvement.
- 1.2.Evaluate potential uses and benefits of formal quality management and continuous improvement processes and communicate the outcomes to team members and senior management.
- 1.3.Research the current and future service requirements of customers.
2. Use performance measures to drive improvement.
- 2.1.Establish financial and non-financial performance measures and evaluation criteria for the organisation or for specific projects or services.
- 2.2.Gain agreement from relevant stakeholders and staff to financial and non-financial performance measures and evaluation criteria.
- 2.3.Monitor services or processes to ensure they meet identified needs and service expectations.
- 2.4.Monitor trends in customer/stakeholder satisfaction and service usage to identify opportunities for improvements to services or processes.
- 2.5.Report and review issues of service quality using standard organisational processes and timeframes.
3. Design and implement changed and improved processes.
- 3.1.Analyse and select a change process to drive the process improvement.
- 3.2.Recommend and communicate to appropriate staff the changes to operational processes, projects or services that are to be implemented.
- 3.3.Inform staff members of improvement plans, their goals and changes to operational procedures.
- 3.4.Select and implement strategies to gain commitment for change.
- 3.5.Implement improvement projects within agreed timelines.
- 3.6.Monitor and report the effectiveness and benefits of the implemented changes.
- 3.7.Review outcomes of the change and improvement processes to promote further learning and continuous improvement across the organisation.
4. Embed sustainability within improved processes.
- 4.1.Identify and prioritise opportunities for the implementation of sustainable policies and practices.
- 4.2.Analyse strategic and longer-term impacts of change and improvement processes on the future effectiveness and sustainability of the organisation.
- 4.3.Review current organisational policies and processes and take steps to retro-fit and embed sustainability principles as part of process improvement.
- 4.4.Take steps to ensure changed processes conform to legal requirements, organisational policies and sustainability principles.
5. Manage monitoring and accountability processes.
- 5.1.Establish reporting mechanisms and communicate expectations to staff.
- 5.2.Report results of service reviews against desired targets in line with standard organisational policies and procedures.
- 5.3.Measure and document the outcomes of quality and improvement processes and report to stakeholders in line with standard organisational policies and procedures.
- 5.4.Analyse and resolve service shortfalls in line with organisational policies and procedures, including customer service standards.
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 individual, accessibility of the item, and local industry and regional contexts) may also be included.
Concepts, principles and tools of quality management and continuous improvement may include:
Total Quality Management (TQM), including Six Sigma
ISO 9000 and the processes for certification
failure mode and effects analysis
benchmarking
continuous improvement methodologies, including Kaizen
‘lean transformation’ processes, sometimes known as the ‘Toyota Lean Model’ or the ‘Toyota Production Model’.
Non-financial performance measures may include:
customer satisfaction ratings
completion times for projects measured against project plans
volume of repeat business
number of business referrals
industry awards received
performance in industry benchmarking studies
staff feedback received
work complying with codes and standards.
Change process should be planned and monitored and may entail:
processes to:
plan for the change
implement the change
reinforce the change
steps to support staff during the change, including:
coaching and mentoring
training interventions
revised process documentation
feedback and appraisal processes
reward and recognition processes.
Change and change management may be analysed by reference to theories that may include:
Kotter: eight steps to successful change
Lewin: change model
Prosci: ADKAR model
Kruger: Change Management Iceberg.
Opportunities for the application of sustainability principles, policies and processes may include:
application of:
fair trading practices
socially responsible investment practices
conservation of resources
economic growth that does not compromise needs of future generations
good governance
minimisation of pollution
new and efficient technology use
use of alternative and renewable energy
waste reduction.
Sustainability principles may include:
economic sustainability, over time
environmental sustainability, over time
social sustainability, over time.
Reporting mechanisms may include:
non-financial and financial system reports, including budgets
informal reporting methods, such as regular team and departmental meetings.
Concepts, principles and tools of quality management and continuous improvement may include:
Total Quality Management (TQM), including Six Sigma
ISO 9000 and the processes for certification
failure mode and effects analysis
benchmarking
continuous improvement methodologies, including Kaizen
‘lean transformation’ processes, sometimes known as the ‘Toyota Lean Model’ or the ‘Toyota Production Model’.
Non-financial performance measures may include:
customer satisfaction ratings
completion times for projects measured against project plans
volume of repeat business
number of business referrals
industry awards received
performance in industry benchmarking studies
staff feedback received
work complying with codes and standards.
Change process should be planned and monitored and may entail:
processes to:
plan for the change
implement the change
reinforce the change
steps to support staff during the change, including:
coaching and mentoring
training interventions
revised process documentation
feedback and appraisal processes
reward and recognition processes.
Change and change management may be analysed by reference to theories that may include:
Kotter: eight steps to successful change
Lewin: change model
Prosci: ADKAR model
Kruger: Change Management Iceberg.
Opportunities for the application of sustainability principles, policies and processes may include:
application of:
fair trading practices
socially responsible investment practices
conservation of resources
economic growth that does not compromise needs of future generations
good governance
minimisation of pollution
new and efficient technology use
use of alternative and renewable energy
waste reduction.
Sustainability principles may include:
economic sustainability, over time
environmental sustainability, over time
social sustainability, over time.
Reporting mechanisms may include:
non-financial and financial system reports, including budgets
informal reporting methods, such as regular team and departmental meetings.
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
Evidence of the following is essential:
demonstrates understanding and application of the concepts and models of continuous improvement, quality management and change management
identifies and analyses future industry trends and customer requirements that will drive requirement for organisational and process change
shows leadership and management skills to implement, manage and promote sustainable change
plans for change and process enhancement
establishes and closely manages implementation processes ensuring timelines, budgets and performance indicators are met.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
a total quality management system
current relevant range of text and online information sources
current organisational policies and processes
retail store or department staff
organisational key performance indicators.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
a role play
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
demonstrates understanding and application of the concepts and models of continuous improvement, quality management and change management
identifies and analyses future industry trends and customer requirements that will drive requirement for organisational and process change
shows leadership and management skills to implement, manage and promote sustainable change
plans for change and process enhancement
establishes and closely manages implementation processes ensuring timelines, budgets and performance indicators are met.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
a total quality management system
current relevant range of text and online information sources
current organisational policies and processes
retail store or department staff
organisational key performance indicators.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
a role play
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| J153 | SIR80112 | Graduate Certificate In Retail Leadership | Qualification |