Elements and Performance Criteria

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
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
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
Opportunities for continuous improvement
Opportunities for continuous improvement may be beyond those arising just from within the organisation
Codes of practice/standards
Where reference is made to industry codes of practice, and/or Australian/international standards, the latest version must be used
HSE
All changes implemented are expected to be at least neutral, or preferably beneficial, in their impact on HSE
Change
Changes may:
be to plant, procedures or practice
be to logistics, communication systems (e.g. ordering, supplying and quality certification)
include kanban/systems, SCAD) supply/resupply systems across the chain
arise from continuous improvement or an improvement event/project
have been intended to make an improvement or to implement new products, technology or systems
include the implementation of a change
Changes do not include an engineering review of a major capital expenditure or similar review
Presentation of information
Information may be presented:
in terms of graphs or other appropriate visual forms
Stakeholders
Stakeholders may include:
work team members
value stream members
Results of change
Results of change may include:
an initial improvement followed by a return to previous performance
a change which has resulted in continued improvement
continued detriment or other variations over time
Improvements
Improvements may:
be to process, plant, procedures or practice
include changes to ensure positive benefits are maintained
Changes which have not met target
Changes which have not met target may include:
those that fall short and those that exceed expectations
Appropriate action is to remove restrictions on those items which fell short, and make standard/further implement those which exceeded expectation
Sustaining improvement
Improvement may be sustained by including it in:
standard procedures and work instructions
standard practice
other relevant documents and practices

Team leader
Team leader may include:
any person who may have either a permanent or an ad hoc role in facilitating the function of a team in a workplace

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 the ability to:
identify competitive systems and practices techniques used by value stream members
create consensus on and facilitate improvements in the value stream.
identify value stream restrictions to further improvement and determining root cause
develop consensus solutions
jointly implement and monitor solutions.
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
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 language and literacy capacity of the candidate and the work being performed.