Google Links
Follow the links below to find material targeted to the unit's elements, performance criteria, required skills and knowledge
Elements and Performance Criteria
Required Skills
Evidence Required
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. |
Competitive systems and practices | Competitive systems and practices may include, but are not limited to:lean operationsagile operationspreventative and predictive maintenance approachesmonitoring and data gathering systems, such as customer relationship management (CRM) database, accounting packages, business intelligence or other office process-related database programsstatistical process control systems, including six sigma and three sigmaJIT, kanban and other pull-related operations control systemssupply, value, and demand chain monitoring and analysis5S continuous improvement (kaizen)breakthrough improvement (kaizen blitz)cause/effect diagramstakt timeprocess mappingproblem solving run chartsstandard procedurescurrent reality treeCompetitive systems and practices should be interpreted so as to take into account:the stage of implementation of competitive systems and practicesthe size of the enterprisethe work organisation, culture, regulatory environment and the industry sector |
Office | Office may include:a physical location or a remote or virtual location where information/administrative/transaction/service based functions are conductedAn office typically produces information and/or services as deliverables to internal or external customers and stores records in hard copy or electronically |
Breakthrough improvement | A breakthrough improvement is one that delivers a better ratio of value-add to non-value add from the customer perspective. It is characterised by:using a formal processbeing a discrete targeted activity that is achieved in a relatively short timeframedelivering significant level of improvement |
Monitoring mechanisms | Monitoring mechanisms may include:scheduled auditsregular monitoring and/or reporting activitiescommunications, such as standing items for team meetingstracking and visual display of performance measures |
Waste | Waste (also known as muda in the Toyota Production System and its derivatives) includes:errors in documents or datatransport of documentsdoing unnecessary work waiting for the next process stepprocess of getting approvalsunnecessary motionsbacklog in work queuesunder utilised employeestoo many signature/approval levelsunclear job descriptionsobsolete databases/files/folderscollecting unnecessary datainterruptions that do not add valuepurchase orders not matching quotationfull or bulk printouts when partial printout would doprinting out when electronic files could serve the purposeholding unnecessary stock of office suppliesgenerating reports that are not readother activities which do not yield any benefit to the organisation or any benefit to the organisations customers |