MSS403023 - Monitor a levelled pull system of operations assessment tool

Assessor Resource

MSS403023
Monitor a levelled pull system of operations

Assessment tool

Version 1.0
Issue Date: May 2024

This unit of competency covers the skills and knowledge required to monitor the operation of a pull system in a work area and recommend improvements.

This unit covers the skills needed to monitor a pull operations system in a work area or team operation although knowledge of the overall pull system in the enterprise is also required. The unit is targeted at individuals, such as team leaders and senior operators, who have an overview of the work area or team operation and the ability to implement corrective action in the event of discrepancies.

The unit covers the skills needed to monitor daily working of the system, identify problems and take action on problems. The operations system may be a total demand pull system or it may be a mixed push/pull system.

This unit primarily requires the application of skills associated with using information and problem solving skills to monitor pull system and analyse discrepancies. It also requires skills in initiative and enterprise, and planning and organising to determine and act on opportunities for improvement. Aspects of self-management and learning are required to ensure own ability to improve systems.

The unit is based on manufacturing principles but can be contextualised for other types of organisations.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

You may want to include more information here about the target group and the purpose of the assessments (eg formative, summative, recognition)

Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

Elements describe the essential outcomes.		Performance criteria describe the performance needed to demonstrate achievement of the element.
1	Monitor the pull system	1.1	Identify the pacemaker process.
		1.2	Identify rate of production set by the pull system.
		1.3	Determine actual rate of production at key parts of the process.
		1.4	Identify types of inventories within process.
		1.5	Compare actual inventories with planned inventories.
		1.6	Note discrepancies between actual and planned rates and inventories.

2	Take corrective action	2.1	Determine causes of discrepancies.
		2.2	Determine action required to rectify causes of discrepancies.
		2.3	Take action in conjunction with relevant stakeholders.

3	Test/improve the pull system	3.1	Identify recurrent discrepancies.
		3.2	Determine causes of discrepancies.
		3.3	Determine action required to rectify cause.
		3.4	Identify unnecessary levels of inventories.
		3.5	Discuss impacts of reduced inventories with relevant stakeholders.
		3.6	Take/initiate action to rectify recurrent discrepancies/reduce levels of unnecessary inventory.
		3.7	Monitor the system to determine the effects of changes.

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability, for three (3) or more monitored discrepancies/problems, to:

identify the demand pull system used in own work area

identify pacemaker process

identify types of inventories used by team or work area

determine actions to rectify discrepancies between actual and planned rates of production

facilitate and monitor changes to rectify discrepancies.

Must provide evidence that demonstrates knowledge relevant to their job role sufficient to fulfil their job role independently, including:

operation and capabilities of equipment used in own work area

abilities and skills of personnel in work area

ultimate customer order process and relationship to demand pull for team or work area

inventories held by enterprise

stakeholders relevant to team or work area

possible actions available to address discrepancies

The unit should be assessed holistically and the judgement of competence shall be based on a holistic assessment of the evidence.

The collection of performance evidence:

should occur over a range of situations which include typical disruptions to normal, smooth operation of the workplace

will typically include a supervisor/third-party report focussing on consistent performance and problem recognition and solving. A supervisor/third-party report must be prepared by someone who has a direct, relevant, current relationship with the person being assessed and who is in a position to form a judgement on workplace performance relevant to the unit of competency

must include monitoring the operation of a pull system in own workplace

will typically include the use of appropriate tools, equipment and safety gear requiring demonstration of preparation, operation, completion and responding to problems.

Assessment should occur in operational workplace situations.

Knowledge evidence may be collected concurrently with performance evidence (provided a record is kept) or through an independent process such as workbooks, written assessments or interviews (provided a record is kept).

Assessment processes and techniques must be appropriate to the language, literacy and numeracy requirements of the work being performed and the needs of the candidate.

Conditions for assessment must include access to all tools, equipment, materials and documentation required, including relevant workplace procedures, product and manufacturing specifications associated with this unit.

Foundation skills are integral to competent performance of the unit and should not be assessed separately.

Assessors must satisfy the assessor competency requirements that are in place at the time of the assessment as set by the VET regulator.

The assessor must demonstrate both technical competency and currency.

Technical competence can be demonstrated through:

relevant VET or other qualification/Statement of Attainment AND/OR

relevant workplace experience

Currency can be demonstrated through:

performing the competency being assessed as part of current employment OR

having consulted with an organisation providing relevant environmental monitoring, management or technology services about performing the competency being assessed within the last twelve months.

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assingnment, checklist) and due date here

Assessment task 1: [title] Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

Elements describe the essential outcomes.		Performance criteria describe the performance needed to demonstrate achievement of the element.
1	Monitor the pull system	1.1	Identify the pacemaker process.
		1.2	Identify rate of production set by the pull system.
		1.3	Determine actual rate of production at key parts of the process.
		1.4	Identify types of inventories within process.
		1.5	Compare actual inventories with planned inventories.
		1.6	Note discrepancies between actual and planned rates and inventories.

2	Take corrective action	2.1	Determine causes of discrepancies.
		2.2	Determine action required to rectify causes of discrepancies.
		2.3	Take action in conjunction with relevant stakeholders.

3	Test/improve the pull system	3.1	Identify recurrent discrepancies.
		3.2	Determine causes of discrepancies.
		3.3	Determine action required to rectify cause.
		3.4	Identify unnecessary levels of inventories.
		3.5	Discuss impacts of reduced inventories with relevant stakeholders.
		3.6	Take/initiate action to rectify recurrent discrepancies/reduce levels of unnecessary inventory.
		3.7	Monitor the system to determine the effects of changes.

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.
Competitive systems and practices include one or more of:	lean operations agile operations preventative and predictive maintenance approaches 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 overall equipment effectiveness (OEE) takt time process mapping problem solving run charts standard procedures current reality tree.
Pull system includes one or more of:	operations done to order and not for holding large inventories of parts and completed stock work flow done according to demand pull from the next work stage operations in response to customer demand.
Production used in a manufacturing sense includes one or more of:	repetitive production of items (e.g. components and whitegoods) continuous or batch production (e.g. hydrocarbons, chemicals and cement).
Types of inventories include one or more of:	cycle stock which reflects the replenishment quantity and frequency buffer stock to meet demand variability and forecast errors safety stock required to guard against quality and delivery failures upstream.
Determine cause for an individual/team leader includes one or more of:	analysing cause themselves identifying that expert analysis is required and requesting this analysis setting up an improvement team to analyse cause identifying that the cause of the discrepancy is upstream or downstream of the team or area.
Stakeholders include one or more of:	managers supervisors employees shareholders worke health and safety (WHS) mechanisms/representatives industrial relations mechanisms/representatives suppliers customers service providers.