Application
This unit of competency covers the skills and knowledge required by individuals who are responsible for facilitating or leading the implementation/review of competitive systems and practices in an office or administration environment and considering the implications of competitive operations beyond their own job. Examples include individuals who have formal or informal responsibility for the work of others, such as team leaders; senior administrative staff who must mentor others; individuals participating in a competitive systems and practices implementation team; and technical and administrative specialists who must integrate the application of their technical skills with the implementation of competitive systems and practices in the office and the organisation as a whole.
This unit applies where a decision has already been made to improve the efficiency of an office or administrative system through the use of competitive systems and practices. The unit applies after a business case has been approved.
The unit includes checking that there is commitment to the implementation of competitive systems and practices and sufficient basic skills and knowledge held by employees in the office to allow implementation of competitive systems and practices.
This unit does not supply the detailed skills and knowledge in individual competitive systems and practices techniques but rather provides the overview skills across competitive systems and practices and techniques needed to lead an office implementation. In-depth skills and knowledge may be gained by completing other more specialist units.
This unit does not cover lean six sigma and proactive maintenance which may be required for particular organisations and offices. Specialist units of competency in these techniques are available.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Elements and Performance Criteria
Elements describe the essential outcomes. | Performance criteria describe the performance needed to demonstrate achievement of the element. | ||
1 | Establish scope of office processes to be included | 1.1 | Identify office process links to other departments and external organisations. |
1.2 | Establish deliverables expected by internal and external customers, including regulators, if any. | ||
1.3 | Identify existing processes completely internal to the office. | ||
1.4 | Confirm management support and identify any imposed exclusions or limits to the office competitive systems and practices implementation process. | ||
1.5 | Identify any required budget and reporting processes. | ||
2 | Facilitate engagement by office or administration work group with competitive systems and practices | 2.1 | Determine extent of capacity and commitment to efficiency improvement. |
2.2 | Explain competitive systems and practices concepts. | ||
2.3 | Gain commitment to competitive systems implementation. | ||
2.4 | Agree with other employees on visual indicators to be used and their location. | ||
2.5 | Determine skill base of office or administration employees in competitive systems and practices and techniques and arrange for any required training. | ||
2.6 | Encourage or develop communications between employees and specialists outside the team. | ||
3 | Facilitate implementation of competitive systems and practices | 3.1 | Guide others in the process of selecting/reviewing competitive practices. |
3.2 | Collectively examine known customer requirements. | ||
3.3 | Identify process stages. | ||
3.4 | Establish/review triggers and indicators for customer pull in the office. | ||
3.5 | Participate in and guide setting/resetting of key performance indicators (KPIs). | ||
3.6 | Encourage and lead implementation of competitive system and selected practices. | ||
3.7 | Identify muda (waste) using implemented competitive systems and practices. | ||
3.8 | Set up/review processes for classifying and reducing muda. | ||
4 | Facilitate continuous improvement | 4.1 | Review functioning of competitive systems and practices with office employees. |
4.2 | Identify barriers to improvement from initial implementation. | ||
4.3 | Gain commitment to continuous improvement (kaizen). | ||
4.4 | Apply appropriate tools to remove barriers to improvement and to establish continuous improvement. | ||
Evidence of Performance
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 to facilitate implementation of competitive systems and practices on one (1) or more occasion and to:
identify the scope
facilitate engagement
facilitate implementation
facilitate continuous improvement.
Evidence of Knowledge
Must provide evidence that demonstrates knowledge relevant to their job role sufficient to fulfil their job role independently, including:
principles of competitive systems and practices, common tools, and their application to the office environment
methods of gathering data against key performance indicators (KPIs)
muda in an office environment (and required muda)
current office processes
visual indicators.
Assessment Conditions
The unit should be assessed holistically and the judgement of competence shall be based on a holistic assessment of the evidence.
The collection of performance evidence is best done from a report and/or folio of evidence drawn from:
a single project which provides sufficient evidence of the requirements of all the elements and performance criteria
multiple smaller projects which together provide sufficient evidence of the requirements of all the elements and performance criteria.
A third-party report, or similar, may be needed to testify to the work done by the individual, particularly when the project has been done as part of a project team.
Assessment should use a real project in an operational workplace.
Knowledge evidence may be collected concurrently with performance evidence or through an independent process such as workbooks, written assessments or interviews (provided a record is kept).
Assessment processes and techniques must be appropriate to the language, literacy and numeracy requirements of the work being performed and the needs of the candidate.
Conditions for assessment must include access to all tools, equipment, materials and documentation required, including relevant workplace procedures, product and manufacturing specifications associated with this unit.
Foundation skills are integral to competent performance of the unit and should not be assessed separately.
Assessors must satisfy the assessor competency requirements that are in place at the time of the assessment as set by the VET regulator.
The assessor must demonstrate both technical competency and currency.
Technical competence can be demonstrated through:
relevant VET or other qualification/Statement of Attainment AND/OR
relevant workplace experience
Currency can be demonstrated through:
performing the competency being assessed as part of current employment OR
having consulted with an organisation providing relevant environmental monitoring, management or technology services about performing the competency being assessed within the last twelve months.
Foundation Skills
This section describes those required skills (language, literacy and numeracy) that are essential to performance.
Foundation skills essential to performance are explicit in the performance criteria of this unit of competency.
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 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 takt time process mapping problem solving run charts standard procedures current reality tree. |
Office is a physical or virtual location performing one or more of: | information functions administrative functions transaction based functions document storage (hard copy or electronically) ordering and quoting sales and marketing contracts and tendering customer service. |
Leading implementation includes one or more of: | having formal leadership responsibility, such as a team leader individuals who are required to have the ability to lead by example and mentor others, such as: experienced or senior operators specialists who must use their technical expertise to facilitate implementation of competitive systems and practices. |
Imposed exclusions include one or more of: | muda (waste) that is required but does not add value equipment excluded from efficiency or layout review because of budget constraints, licences, and so on regulatory requirements that do not add value enterprise requirements, policies or procedures beyond the influence of the team. |
Muda (waste) includes one or more of: | errors in documents or data transport of documents doing unnecessary work waiting for the next process step process of getting approvals unnecessary motions backlog in work queues underutilised employees too many signature/approval levels unclear job descriptions obsolete databases/files/folders collecting unnecessary data interruptions that do not add value purchase orders not matching quotation full or bulk printouts when partial printout would do printing out when electronic files could serve the purpose holding unnecessary stock of office supplies generating reports that are not read. |
KPIs include one or more metrics: | process/cycle time, lead time, response time and value-add time changeover time between different work processes customer demand rates inventory/work in progress/inbox equipment/technology access and reliability energy use waste to landfill percentage complete and accurate. |
Sectors
Not applicable
Competency Field
Competitive systems and practices