| 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 operationsagile operationspreventative and predictive maintenance approachesstatistical 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 tree. |
Team in this unit is any group of employees engaged in a breakthrough improvement event and includes one or more of: | a permanent formally identified teama sub-group of a teama formally designated teams an informal groups of employees other stakeholders who may be brought together for a breakthrough improvement event a specially established group for the breakthrough event (e.g. a combined production/administration/ logistics group convened for a breakthrough event addressing delivery issues). |
Scope and benefit statements include one or more of: | description of the businessthe target work processwhat key stakeholders seek from the improvement projecta mission for the eventa set of goalsa statement of the do's and don'ts for the improvement project. |
Boundaries define one or more of: | the start and end point of the process being targetedthe steps of the process to be included and excluded specific job roles or related processes to be included or excludedtimeframe for the event. |
Breakthrough improvement (also known as kaizen blitz) is characterised by one or more of: | using a formal processbeing a discrete targeted activity that is achieved in a relatively short timeframedelivering significant level of improvement. |
Mechanisms to communicate and sustain improvements include one or more of: | scheduled auditsregular monitoring and/or reporting activitiesuse of visual aids, such as targets and progress boards, process charts and procedure posterscommunications, such as standing items for team meetings, email reminders or updates. |
Imposed exclusions include one or more of: | equipment excluded from efficiency or layout review because of budget constraintsregulatory requirements that do not add valueorganisation requirements, policies or procedures beyond the influence of the teamother required muda. |
Key process indicators include one or more of | statistical process control data/chartsorderslost time, injury and other work health and safety (WHS) recordsequipment reliability charts. |