In a typical scenario a small/medium manufacturing enterprise desires to introduce competitive manufacturing practices. Due to the limitations of being a SME, this may place some constraints on how competitive manufacturing is introduced and which aspects of competitive manufacturing are introduced

This unit requires the application of skills associated with problem solving, initiative, enterprise, planning and organising in order to determine competitive manufacturing processes appropriate for a small business environment. This unit also requires communication and analysis skills to gather information about processes and implement competitive manufacturing strategies.

ELEMENT

PERFORMANCE CRITERIA

1. Analyse the current manufacturing systems and processes

1.1. Review the reasons for introducing competitive manufacturing and confirm the expected benefits with relevant stakeholders

1.2. Determine any internal limiting factors which will constrain the introduction of competitive manufacturing

1.3. Determine any external limiting factors which will constrain the introduction of competitive manufacturing

1.4. Quantify expected returns from achieving the benefits of introducing competitive manufacturing

2. Develop strategic and tactical plans to introduce competitive manufacturing to the SME

2.1. Develop a strategic plan for the SME that takes into account the nature of its business and relationships with suppliers and customers

2.2. Where required, seek authority for the implementation of the strategic plan

2.3. Identify components of competitive strategy which will yield quick returns

2.4. Identify actions which will free up required resources to allow for the introduction of competitive manufacturing

2.5. Develop achievable tactical plans which are compatible with strategy

2.6. Consult with relevant stakeholders to confirm tactical plans

2.7. Prioritise plans for order of implementation

3. Implement competitive manufacturing

3.1. Implement priority tactical plan

3.2. Determine benefits from change

3.3. Use benefits from priority plan to assist in the implementation of further tactical plans

3.4. Review progress towards strategic objectives and adjust plans as appropriate in consultation with relevant stakeholders

Required skills

analysis

problem solving

planning and organising

communication

documenting

calculations

Required knowledge

overview of competitive manufacturing

5S

improvement/continuous improvement/kaizen blitz

JIT/quick changeover/pull/kanban

Pro active maintenance

value and supply chains

The Evidence Guide describes the underpinning knowledge and skills that must be demonstrated to prove competence. it is essential for assessment and must be read in conjunction with the performance criteria, the range statement and the assessment guidelines of the relevant training package.

Overview of assessment requirements

The person being assessed will need to be able to implement a competitive manufacturing approach in a SME environment.

What are the specific resource requirements for this unit?

Access to a SME using, or intending to use competitive manufacturing.

What critical aspects of evidence is required to demonstrate competency in this unit?

Evidence of the ability to analyse existing SME operations and to organise implementation of competitive manufacturing tools in a SME should be available.

In what context should assessment occur?

Assessment will need to occur in a SME which is implementing competitive manufacturing.

Are there any other units which could or should be assessed with this unit or which relate directly to this unit?

This unit could be assessed concurrently with other relevant units.

What method of assessment should apply?

Assessors must be satisfied that the person can consistently perform the unit as a whole, as defined by the Elements, Performance Criteria, skills and knowledge. A holistic approach should be taken to the assessment.

Assessors should gather sufficient, fair, valid, reliable, authentic and current evidence from a range of sources. Sources of evidence may include direct observation, reports from supervisors, peers and colleagues, project work, samples, organisation records and questioning. Assessment should not require language, literacy or numeracy skills beyond those required for the unit.

The assessee will have access to all techniques, procedures, information, resources and aids which would normally be available in the workplace.

The method of assessment should be discussed and agreed with the assessee prior to the commencement of the assessment.

What evidence is required for demonstration of consistent performance?

Evidence of the development of plans and the beginning of their implementation should generate sufficient evidence

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 manufacturing

Competitive manufacturing includes one or more of the following strategies:

Six sigma

Lean Manufacturing

Agile Manufacturing

Just in Time (JIT)

Supply chain management

Value Chain Management

Total Quality

Pro Active maintenance

Elimination of waste

Balanced Scorecard

Stakeholders

Stakeholders may include:

managers

supervisors

employees

shareholders

Occupational Health and Safety Occupational Health and Safety OHS mechanisms/representatives

workplace consultative representatives

suppliers

customers

service providers

Internal limiting factors

Internal limiting factors may include:

free cash

management time and expertise

machinery

work organisation and workforce skills and knowledge

External limiting factors

External limiting factors may include lack of bargaining power or effective communication with:

suppliers

customers

financial institutions

other factors

Expected returns

Expected returns may include factors such as:

cost savings due to more consistent or higher quality

benefits from greater on-time delivery

savings from lower inventories, reduction in waste etc.

Components of competitive strategy

Components of competitive strategy may include any of the Competitive Manufacturing tools such as:

5S

continuous improvement/kaizen blitz

JIT/quick changeover/kanban

Actions which will free up required resources

Actions which will free up required resources may include:

reduction of inventory

reduction of scrap

decreased throughput times.

Prioritise plans

Prioritise plans according to criteria such as:

greatest benefit

ease of implementation

best fit with strategy

available resources

Unit Sector

CM Systems

This unit contains employability skills.