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Evidence Guide: MSACMS605A - Develop a Balanced Scorecard for use in competitive manufacturing

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

MSACMS605A - Develop a Balanced Scorecard for use in competitive manufacturing

What evidence can you provide to prove your understanding of each of the following citeria?

Develop strategy map for balanced scorecard operation.

  1. Develop strategic objectives of business/business unit in consultation with stakeholders
  2. Check strategic objectives include those which make the business unique
  3. Check with employees and customers that strategic objectives address real issues and problems
  4. Categorise strategic objectives into the major perspectives of financial, customer, process and innovation and learning and growth
  5. Add additional required perspectives and associated strategic objectives
  6. Map strategic objectives showing cause/effect flows.
  7. Validate strategy map with stakeholders
Develop strategic objectives of business/business unit in consultation with stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check strategic objectives include those which make the business unique

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check with employees and customers that strategic objectives address real issues and problems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Categorise strategic objectives into the major perspectives of financial, customer, process and innovation and learning and growth

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Add additional required perspectives and associated strategic objectives

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Map strategic objectives showing cause/effect flows.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Validate strategy map with stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop Key Performance Indicators (KPIs)

  1. Identify possible Key Performance Indicators for each strategic objective
  2. Identify/develop appropriate metrics for each Key Performance Indicator
  3. Agree target Key Performance Indicator levels
  4. Check measures and Key Performance Indicators encourage the behaviours required to meet the total performance goals
Identify possible Key Performance Indicators for each strategic objective

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify/develop appropriate metrics for each Key Performance Indicator

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Agree target Key Performance Indicator levels

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check measures and Key Performance Indicators encourage the behaviours required to meet the total performance goals

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop reporting systems

  1. Identify strategic and operational drivers
  2. Align Key Performance Indicators to strategic and operational drivers
  3. Develop reporting structures which align responsibilities with reported information
  4. Arrange for data to be collected and Balanced Scorecard reports to be generated and distributed
  5. Arrange for reporting against strategy map
Identify strategic and operational drivers

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Align Key Performance Indicators to strategic and operational drivers

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop reporting structures which align responsibilities with reported information

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Arrange for data to be collected and Balanced Scorecard reports to be generated and distributed

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Arrange for reporting against strategy map

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement a Balanced Scorecard strategy

  1. Analyse pattern of performance as revealed by strategy map
  2. Determine causes of poor performance as displayed by the Balanced Scorecard
  3. Take appropriate action to improve total performance
Analyse pattern of performance as revealed by strategy map

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine causes of poor performance as displayed by the Balanced Scorecard

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Take appropriate action to improve total performance

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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

Assessment should cover a holistic view of enterprise operations and the ability to establish a strategy for improvement across all areas using the Balanced Scorecard.

What are the specific resource requirements for this unit?

Access to an organisation using, or intending to use the Balanced Scorecard approach.

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

Evidence of the development and use of a Balanced Scorecard should be available

In what context should assessment occur?

Assessment will need to occur in an organisation which is using or developing a Balanced Scorecard approach as a competitive manufacturing strategy

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?

Generally use of a Balanced Scorecard over a period of time would be needed to generate sufficient evidence. It is unlikely that a single assessment event would provide sufficient evidence and project and portfolio approaches may be appropriate.

Required Skills and Knowledge

Required skills

identifying Key Performance Indicators and their application at the enterprise level

analysis

problem solving

planning and organising

negotiating

communication

documenting

calculations

Required knowledge

vision and mission of organisation

strategic issues for the organisation

Balanced Scorecard principles and components of the including perspectives, feedback loops, metrics and reporting systems

KPI development principles

responsibilities of personnel at different organisational levels/within different organisational sections

Range Statement

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.

Balanced Scorecard

The Balanced Scorecard is an approach to competitive manufacturing that sets out an enterprise's vision and strategy by establishing and measuring enterprise activity in a number of different perspectives in addition to the normal financial perspective. Other perspective areas are customer, internal business process and learning and growth. For each perspective area the Balanced Scorecard emphasises establishing and measuring performance (metrics).

Additional required perspectives

Additional required perspectives may include:

workforce

environment

OHS