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 Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Materials Resource Planning (MRP) and proprietary systemsstatistical process control systems, including six sigma and three sigmaJust in Time (JIT), kanban and other pull-related operations control systemssupply, value, and demand chain monitoring and analysis5S continuous improvement (kaizen)breakthrough improvement (kaizen blitz)cause/effect diagramsoverall equipment effectiveness (OEE)takt 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 |
Improvement | Improvement may be any change aimed at reducing waste (muda). This unit is not about making the improvements, but ensuring beneficial changes remain in place |
Customers | Customers may include:internal or external customers, including final customers, as these should be used as the basis for the identification of value and wasteThe individual does not need to interface directly with the external customer, but should be able to sufficiently identify customer benefit and customer features in processes and operations of their team and their work area |
Suppliers | Suppliers may be:internal or external suppliers and should be sufficiently close to the individual’s work as to be easily identifiableThe operator does not need to interface directly with external suppliers, but should be provided with sufficient information to enable them to identify supplier contribution to their own work and to customer benefit |
Systems | Systems are used to mean any/all of the equipment, processes, procedures and work practices that are used to produce the product. A term often used in this context includes:kaizen - the philosophy of continual improvement that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality and other aspects relevant to the process |
Resources | Resources for corrective actions may include:equipmentmodificationsconsumablespeoplesuitable work area |
Procedures | Procedures may include:work instructionsstandard operating proceduresformulas/recipesbatch sheetstemporary instructions and similar instructions provided for the smooth running of the organisationgood operating practice as may be defined by industry codes of practice (e.g. good manufacturing practice (GMP) and responsible care) and government regulationsProcedures may be:written, verbal, computer-based or in some other format |
Improvements | Improvements include:techniques for preventing mistakes by designing the operations process, equipment and tools so that an operation literally cannot be performed incorrectly (e.g. baka-yoke)techniques that generate warning signals were a mistake is about to be performed (poka-yoke)Improvements may be sustained by:use of technology so that it is impossible to do the job any other waychanges to process or procedures or other changes to the operations system which, if followed, will sustain the change and this unit may be applied to all these situations |
Measuring performance | Measuring improvements may include:personally taking measurementsarranging for measurements to be taken/made by appropriate personnel |