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 operations agile operations preventative and predictive maintenance approaches monitoring and data gathering systems, such as SCADA software, ERP systems MRP and proprietary systems 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 Competitive systems and practices should be interpreted so as to take into account: the stage of implementation of competitive systems and practices the size of the enterprise the work organisation, culture, regulatory environment and the industry sector |
Procedures | Procedures may include: work instructions standard operating procedures formulas/recipes batch sheets temporary instructions and similar instructions provided for the smooth running of the plant good operating practice as may be defined by industry codes of practice (e.g. good manufacturing practice (GMP) and Responsible Care) government regulations Procedures may be: written, verbal, computer-based or in some other format |
5S | 5S is a system of work organisation originally developed in Japan based around a close translation of the five stages in the housekeeping approach is: sort set in order shine standardise sustain |
Sort | Sort involves keeping only what is absolutely necessary for the work processes that comprise the job and includes: clearing the work area of all non-essential items Non-essential items are items not required to either produce product, conduct process or operations or make required adjustments to equipment during process or operations |
Set in order | Set in order includes: assigning required equipment and materials appropriate locations in the work area |
Shine | Shine includes: keeping the work area clean at all times. This should be carried out to a regular daily schedule against allowed time, usually at the end of the day or of a particular process Cleaning includes: noting any signs of wear, damage, leakage, safety risks or other issues that require immediate attention |
Standardise | Standardising includes: activities that help maintain the order and the housekeeping standards using procedures and checklists developed from a procedure |
Sustain | Sustain includes: making sure that daily activities are completed every day regardless of circumstance undertaking inspections, including: informal inspections that should be carried often, at least weekly generating continuous improvement actions from daily activities formal inspections that should be carried out at least monthly |
Items in work area | Items in work area may include: tools jigs/fixtures materials/components plant and equipment manuals personal items (e.g. bags, lunch boxes and posters) safety equipment and personal protective equipment other items which happen to be in the work area |
Team | The term team is used to apply to all individuals in the target work area who are involved in the implementation of 5S. The team may or may not be a formally designated team working to a team leader |
Work area | The work area includes: all areas where aspects of the job are performed and that are under the direct control of the employee. In a team environment 5S should be applied to all work areas under the control of the team |
Target work area | The target work area may be identified as a physical and/or virtual work space: used by a person, a team or a cross-functional group common to part/s of a process or value stream (already defined) shared by people who undertake a defined procedure or set of procedures needed to support a particular function |
Appropriate place | Appropriate places may include areas designated for: recycling rubbish removal staff room/lunch room/kitchen storage holding area until status is confirmed |
Optimum assigned location | The optimum assigned location may include: making changes to the layout of furniture, equipment and personnel in order to facilitate the smooth and continuous flow of work through process steps taking into account OHS considerations |
Non-conformance | Non-conformance includes: incorrect or incomplete application of 5S procedures, including any daily tasks, scheduled inspections and continuous improvement procedures |