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
Review tool use
Review of tool use includes:
identifying whether a better tool could have been used and whether there is an appropriate balance between daily continuous improvement and kaizen blitz
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
Outcomes
Outcomes include:
the benefits both to the organisation and also the customers
Define improvements
The definition of improvements may include:
a specification of the problem/capability gap being addressed
a specification of how that problem/gap will be solved/filled
a statement of the intended benefits of the solution
a statement of the indicators of progress and success
DMAIC approach
DMAIC is an approach to improving an existing business process to reduce defects. It stands for:
define
measure
analyse
improve
control
Organisation
Organisation includes:
any part of a operations or service organisation
companies, government bodies or other body of people aiming to produce a product to service a customer
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
Gaps inhibiting tool use
Gaps inhibiting tool use may include:
competency gap of employees in own or other value stream organisation
lack of management or employee support
lack of financial or other resources
inadequate data

Sustaining improvement
Improvement may be sustained by including it in:
standard procedures and work instructions
standard practice
other relevant documents and practices

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:
critically review the use of competitive tools
take a DMAIC approach
compare actual outcomes to planned outcomes
discriminate between the causes of suboptimal performance
recommend appropriate changes to tools used, tool usage and/or tool implementation.
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.