Application
This unit of competency covers the skills and knowledge required to take a strategic view and further develop the organisation’s competitive systems and practices philosophies and approaches.
This unit applies to organisation leaders and is intended for managers and people with a similar sphere of influence and scope of authority and responsibility. It is a global unit covering the analysis and further development of the overall competitive systems and practices approach adopted by an organisation to ensure that the development fits with customer and other value stream member requirements.
The unit applies to individuals who are familiar with competitive systems and practices as applied at an organisational level.
This unit may also be applied to service organisations applying competitive systems and practices principles.
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 | Analyse organisation’s current competitive systems and practices approach | 1.1 | Identify the organisation’s competitive advantages and weaknesses. |
1.2 | Identify current sustainability (social, ecological and economic) profile. | ||
1.3 | Determine current competitive systems and practices/proactive maintenance strategy and analyse for consistency of application across organisation. | ||
1.4 | Compare the strategy to current competitive needs. | ||
1.5 | Determine potential changes which might impact on competitive systems and practices strategy. | ||
1.6 | Identify areas where improvement is necessary. | ||
1.7 | Discuss potential improvement areas with relevant managers. | ||
2 | Analyse fit with value stream | 2.1 | Review value stream map against current competitive and strategic position. |
2.2 | Determine the impact of changes which have occurred. | ||
2.3 | Identify areas where improvement is necessary. | ||
3 | Review and modify the competitive systems and practices approach | 3.1 | Determine required strategy changes. |
3.2 | Negotiate changes with relevant stakeholders. | ||
3.3 | Develop an agreed revised strategy. | ||
3.4 | Develop an agreed implementation plan. | ||
3.5 | Obtain support from process/system owners. | ||
3.6 | Manage the development of cascading tactical implementation plans. | ||
4 | Implement modified strategy | 4.1 | Obtain necessary permissions and authorities. |
4.2 | Monitor the implementation of the modified strategy and tactical plans. | ||
4.3 | Take required actions to achieve planned outcomes. | ||
4.4 | Check that planned improvements have occurred. | ||
4.5 | Take action to sustain improvement by standardising. | ||
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 develop the competitive systems and practices of an organisation on one (1) or more occasions and to:
analyse the current competitive systems and practices approach and its fit within the value stream
determine an improvement strategy and manage its implementation
monitor the implementation, check improvements have been achieved and are sustained by being standardised.
Evidence of Knowledge
Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to develop the competitive systems and practices approach for an organisation, including knowledge of:
competitive systems and practices tools relevant for the organisation
kaizen and kaizen blitz processes
influence, persuasion and negotiation methods
use of value stream maps and value stream concepts
current state and future state maps.
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 activity developing competitive systems and practices for an organisation’s 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 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. |
Organisation includes one or more of: | 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. |
Techniques for sustaining improvement include one or more of: | standard procedures and work instructions standard practice other relevant documents and practices. |
Manager includes one or more of: | a person who has a formal, permanent position a person who has an ad hoc role in facilitating the function of multiple teams in a workplace, departments or entire organisations. |
Sectors
Not applicable
Competency Field
Competitive systems and practices