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 CRM database, accounting packages, business Intelligence or other office process-related database programs
statistical process control systems, including six sigma and three sigma
Just in Time (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
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
Deliverables
Deliverables include:
the planned/intended measurable outcomes that are produced by processes and that are desired/required by the customer
Deliverables can be defined for a section of a value stream or for a whole value stream
Value stream
The value stream begins with the customer and includes all actions (both value-adding and non-value added) by both internal sections/departments and external organisations to meet a customer requirement.
Depending on the operations and the customer requirement stages where value stream actions may occur include:
sales outlet/representative
information gathering, data analysis and research
product design
raw material sourcing
intermediate processing
final assembler/collation/preparation
support services (e.g. accounting, finance and legal)
storage and delivery to customer
after market support
Value stream map
A value stream map documents the actual flow of content information, materials and process information through the value stream and measures variables, such as:
lead time
process time
quantity of work in progress
resources used in order to identify ways to improve the ratio of value-add to non-value add
Performance
Performance variables for office processes should relate to customer requirements and be measurable. Examples include:
lead time
processing time
percentage complete and accurate
changeover time for equipment and processes
hours office staff can be contacted by customers
Additional variables may also be documented, such as:
hand off processes
distance and frequency of movement
Appropriate techniques
Appropriate techniques may include:
drawn in hard copy
software using standard values stream mapping symbols and any additional symbols needed to reflect the processes in the value stream
Value stream improvements
Value stream improvements may include
reducing lead time
removing bottlenecks
improving process steps
removing unnecessary steps
Stakeholders
Value stream mapping stakeholders may include:
people with significant knowledge of the flow of work within the value stream
customer perceptions of value of the value stream deliverables

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 the office deliverables expected by customers
gather and visually display data on process steps, content information, materials and process information
interpret the data and identify how to make improvements.
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 oracy, language and literacy capacity of the candidate and the work being performed.