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Elements and Performance Criteria

  1. Review continuous improvement practice
  2. Develop plan for enhancing improvement processes
  3. Implement enhanced improvement process

Range Statement

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.

Relevance of KPIs includes consideration of all of:

appropriateness (did they lead to/encourage desirable performance?)

currency (are they still encouraging desirable performance?)

unintended consequences (do they lead to outcomes which are not desirable, even if some performance is desirable?)

signal/noise (is the balance between desirable and undesirable outcomes strong and positive?).

Bases for comparing outcomes include one or more of:

benefit/cost

timing

value stream implications

sustainability issues

process reliability issues

benefit to customer/perceived customer benefit.

Required resources include consideration of all of:

plant/equipment

materials (e.g. raw materials, components, work in progress and other consumables)

energy (e.g. heating, cooling and fuel)

people

skills

finances

feedback/visual enterprise resources

measuring equipment.

Techniques for sustaining improvement include one or more of:

standard procedures and work instructions

standard practice

other relevant documents and practices.

Team leader includes one or more of:

a person who has a formal, permanent role

a person with an ad hoc role in facilitating the function of a team in a workplace.



Knowledge Evidence

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to improve kaizen processes, including knowledge of:

kaizen processes and their implementation

KPIs, their contributions and distinction between KPIs leading to suboptimal performance and those optimising the whole

competitive systems and practices tools relevant to the organisation and the processes

relevant legislation, regulation, codes of practice, contracts and the like

sustainability principles relevant to the process

influence, persuasion and negotiation methods.