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Elements and Performance Criteria

1. Establish systems to monitor progress towards becoming competitive
   • Determine agreed indicators of progress towards desired future state.
   • Establish contribution to future state indicators by internal and external value stream contributors.
   • Capture information showing progress towards desired future state.
   • Analyse information to determine continued progress towards desired future state.
   • Ensure there are systems which allow monitoring to proceed routinely.
2. Identify areas of operations practice to improve in consultation with work teams and other employees
   • Identify work teams, areas and value stream members which could be making better progress towards desired future state.
   • Examine competitive tools being used and their contribution towards progress.
   • Examine other work practices and their contribution towards progress.
   • Manage required stakeholder consultations.
   • Agree on the cause or causes of progress which is not to plan.
   • Determine appropriate competitive tools use to improve progress.
   • Develop an implementation plan.
3. Facilitate the improvement to operations practice across the organisation
   • Obtain support and necessary approvals from process/system owners.
   • Arrange for the introduction of new tools or modifications to existing tool practice as required.
   • Arrange for skills and other infrastructure development, as required.
   • Consult with stakeholders, including value stream members, about the impact of these changes.
   • Manage implementation of proposed changes to tools use.

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:	Competitive systems and practices may include, but are not limited to: 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.
Future state includes one or more of:	process reliability waste health, safety and environment (HSE) maintenance systems.
Organisation includes:	any part of an operations or service organisation companies, government bodies or other body of people aiming to produce a product to service a customer.
Improvements include one or more of:	the use of different or additional tools the application of the current tools in use in a different way a change of emphasis from ‘tools’ to an accepted part of the organisation’s culture.

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Performance Evidence

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 one (1) or more workplaces/departments/sections, to:

critically examine existing operations and determine correlations to implementation of competitive systems and practices tools

supervise introduction of new tools or modification of the use of existing tools

integrate tools with the overall operations strategy and future state.

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Knowledge Evidence

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to audit the use of competitive tools, including knowledge of:

competitive systems and practices at both a strategic and tools level

best practice in implementation of competitive systems and practices tools

customer benefit as used in competitive systems and practices

ways of determining competency gaps that may act as restrictions in achieving best practice in operations

define, measure, analyse, improve and control (DMAIC) process applied to competitive systems and practices tool use

organisation desired future state in both quantitative and qualitative terms

how to measure progress towards desired future state

formal problem solving tools, including root cause analysis (RCA).

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