Unit of competency Outline
Date retreived
22/07/2026 5:10 AM AWST
22/07/2026 5:10 AM 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.
Develop a Balanced Scorecard for use in competitive manufacturing
Develop a Balanced Scorecard for use in competitive manufacturing
Unit of competency
National Code
MSACMS605A
MSACMS605A
State Code
W8983
W8983
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
18/12/2009
Field of Education
080301 - Business Management
Original Release Date
18/12/2009
Nominal Hours
40
Description
This unit covers the knowledge and skills required to develop and use a Balanced Scorecard approach to managing a manufacturing operation.
Notes
Elements and Performance Criteria
1. Develop strategy map for balanced scorecard operation.
- 1.1. Develop strategic objectives of business/business unit in consultation with stakeholders
- 1.2. Check strategic objectives include those which make the business unique
- 1.3. Check with employees and customers that strategic objectives address real issues and problems
- 1.4. Categorise strategic objectives into the major perspectives of financial, customer, process and innovation and learning and growth
- 1.5. Add additional required perspectives and associated strategic objectives
- 1.6. Map strategic objectives showing cause/effect flows.
- 1.7. Validate strategy map with stakeholders
2. Develop Key Performance Indicators (KPIs)
- 2.1. Identify possible Key Performance Indicators for each strategic objective
- 2.2. Identify/develop appropriate metrics for each Key Performance Indicator
- 2.3. Agree target Key Performance Indicator levels
- 2.4. Check measures and Key Performance Indicators encourage the behaviours required to meet the total performance goals
3. Develop reporting systems
- 3.1. Identify strategic and operational drivers
- 3.2. Align Key Performance Indicators to strategic and operational drivers
- 3.3. Develop reporting structures which align responsibilities with reported information
- 3.4. Arrange for data to be collected and Balanced Scorecard reports to be generated and distributed
- 3.5. Arrange for reporting against strategy map
4. Implement a Balanced Scorecard strategy
- 4.1. Analyse pattern of performance as revealed by strategy map
- 4.2. Determine causes of poor performance as displayed by the Balanced Scorecard
- 4.3. Take appropriate action to improve total performance
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.
Balanced Scorecard
The Balanced Scorecard is an approach to competitive manufacturing that sets out an enterprise's vision and strategy by establishing and measuring enterprise activity in a number of different perspectives in addition to the normal financial perspective. Other perspective areas are customer, internal business process and learning and growth. For each perspective area the Balanced Scorecard emphasises establishing and measuring performance (metrics).
Additional required perspectives
Additional required perspectives may include:
workforce
environment
OHS
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.
Balanced Scorecard
The Balanced Scorecard is an approach to competitive manufacturing that sets out an enterprise's vision and strategy by establishing and measuring enterprise activity in a number of different perspectives in addition to the normal financial perspective. Other perspective areas are customer, internal business process and learning and growth. For each perspective area the Balanced Scorecard emphasises establishing and measuring performance (metrics).
Additional required perspectives
Additional required perspectives may include:
workforce
environment
OHS
EVIDENCE GUIDE
The Evidence Guide describes the underpinning knowledge and skills that must be demonstrated to prove competence. it is essential for assessment and must be read in conjunction with the performance criteria, the range statement and the assessment guidelines of the relevant training package.
Overview of assessment requirements
Assessment should cover a holistic view of enterprise operations and the ability to establish a strategy for improvement across all areas using the Balanced Scorecard.
What are the specific resource requirements for this unit?
Access to an organisation using, or intending to use the Balanced Scorecard approach.
What critical aspects of evidence is required to demonstrate competency in this unit?
Evidence of the development and use of a Balanced Scorecard should be available
In what context should assessment occur?
Assessment will need to occur in an organisation which is using or developing a Balanced Scorecard approach as a competitive manufacturing strategy
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 relevant units.
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?
Generally use of a Balanced Scorecard over a period of time would be needed to generate sufficient evidence. It is unlikely that a single assessment event would provide sufficient evidence and project and portfolio approaches may be appropriate.
The Evidence Guide describes the underpinning knowledge and skills that must be demonstrated to prove competence. it is essential for assessment and must be read in conjunction with the performance criteria, the range statement and the assessment guidelines of the relevant training package.
Overview of assessment requirements
Assessment should cover a holistic view of enterprise operations and the ability to establish a strategy for improvement across all areas using the Balanced Scorecard.
What are the specific resource requirements for this unit?
Access to an organisation using, or intending to use the Balanced Scorecard approach.
What critical aspects of evidence is required to demonstrate competency in this unit?
Evidence of the development and use of a Balanced Scorecard should be available
In what context should assessment occur?
Assessment will need to occur in an organisation which is using or developing a Balanced Scorecard approach as a competitive manufacturing strategy
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 relevant units.
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?
Generally use of a Balanced Scorecard over a period of time would be needed to generate sufficient evidence. It is unlikely that a single assessment event would provide sufficient evidence and project and portfolio approaches may be appropriate.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WD550 | MSS405006A | Develop a Balanced Scorecard | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W527 | MSA51108 | Diploma of Competitive Manufacturing | Qualification |
| W529 | MSA61108 | Advanced Diploma of Competitive Manufacturing | Qualification |