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Evidence Guide: MSS405010 - Manage relationships with non-customer external organisations

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

 

MSS405010 - Manage relationships with non-customer external organisations

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

Identify mutual interest

  1. Clarify the reason contact was/is to be made for each relevant external organisation.
  2. Gather information on extent of past contact and any positive or negative outcomes for own and external organisation.
  3. Identify expectations of initiating organisation.
  4. Analyse the breadth, depth and complexity of external organisations’ expectations.
  5. Discuss expectations, ability to meet those expectations, and areas of mutual interest with relevant internal and external representatives.
Clarify the reason contact was/is to be made for each relevant external organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Gather information on extent of past contact and any positive or negative outcomes for own and external organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify expectations of initiating organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Analyse the breadth, depth and complexity of external organisations’ expectations.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Discuss expectations, ability to meet those expectations, and areas of mutual interest with relevant internal and external representatives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine contribution of relationship

  1. Identify any value contributions from relationship.
  2. Identify muda (waste) arising from relationship.
  3. Classify muda (waste) as necessary or unnecessary.
  4. Set key performance indicators (KPIs) for future relationship.
Identify any value contributions from relationship.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify muda (waste) arising from relationship.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Classify muda (waste) as necessary or unnecessary.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Set key performance indicators (KPIs) for future relationship.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage the relationship

  1. Measure current performance of relationship against expectations and KPIs.
  2. Develop systems to enhance mutual benefit and value contributions from relationship.
  3. Develop systems to minimise and control necessary muda without causing harm.
  4. Eliminate unnecessary muda, where possible, without causing harm.
  5. Monitor KPIs and determine future strategy for the relationship.
  6. Continue to manage or terminate the relationship in a manner which enhances the organisation.
Measure current performance of relationship against expectations and KPIs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop systems to enhance mutual benefit and value contributions from relationship.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop systems to minimise and control necessary muda without causing harm.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Eliminate unnecessary muda, where possible, without causing harm.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor KPIs and determine future strategy for the relationship.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Continue to manage or terminate the relationship in a manner which enhances the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Identify mutual interest

1.1

Clarify the reason contact was/is to be made for each relevant external organisation.

1.2

Gather information on extent of past contact and any positive or negative outcomes for own and external organisation.

1.3

Identify expectations of initiating organisation.

1.4

Analyse the breadth, depth and complexity of external organisations’ expectations.

1.5

Discuss expectations, ability to meet those expectations, and areas of mutual interest with relevant internal and external representatives.

2

Determine contribution of relationship

2.1

Identify any value contributions from relationship.

2.2

Identify muda (waste) arising from relationship.

2.3

Classify muda (waste) as necessary or unnecessary.

2.4

Set key performance indicators (KPIs) for future relationship.

3

Manage the relationship

3.1

Measure current performance of relationship against expectations and KPIs.

3.2

Develop systems to enhance mutual benefit and value contributions from relationship.

3.3

Develop systems to minimise and control necessary muda without causing harm.

3.4

Eliminate unnecessary muda, where possible, without causing harm.

3.5

Monitor KPIs and determine future strategy for the relationship.

3.6

Continue to manage or terminate the relationship in a manner which enhances the organisation.

Required Skills and Knowledge

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Identify mutual interest

1.1

Clarify the reason contact was/is to be made for each relevant external organisation.

1.2

Gather information on extent of past contact and any positive or negative outcomes for own and external organisation.

1.3

Identify expectations of initiating organisation.

1.4

Analyse the breadth, depth and complexity of external organisations’ expectations.

1.5

Discuss expectations, ability to meet those expectations, and areas of mutual interest with relevant internal and external representatives.

2

Determine contribution of relationship

2.1

Identify any value contributions from relationship.

2.2

Identify muda (waste) arising from relationship.

2.3

Classify muda (waste) as necessary or unnecessary.

2.4

Set key performance indicators (KPIs) for future relationship.

3

Manage the relationship

3.1

Measure current performance of relationship against expectations and KPIs.

3.2

Develop systems to enhance mutual benefit and value contributions from relationship.

3.3

Develop systems to minimise and control necessary muda without causing harm.

3.4

Eliminate unnecessary muda, where possible, without causing harm.

3.5

Monitor KPIs and determine future strategy for the relationship.

3.6

Continue to manage or terminate the relationship in a manner which enhances the organisation.

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, for one (1) or more non-customer external organisation, to:

analyse the value and muda (waste) in relationships

implement changes to relationships to improve outcomes for their organisation and its customers

monitor outcomes of a relationship against key performance indicators (KPIs)

communicate complex information to external representatives using a variety of methods and mediums.

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to manage relationships with non-customer external organisations, including knowledge of:

strategic requirements of own organisation

strategic benefits to the organisation from liaisons with external organisations

possible external organisations which may offer benefits

benefits which can be offered to the external organisations

customer benefits/features from products and processes of own organisation

muda (waste) elimination

formal problem-solving procedures (e.g. RCA).

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.

Reasons for contact include one or more of:

research

innovation

mutual cooperation

strategic alliances

computer (or other) technology

emergency response

other mutual interests/benefits.

Categories of muda (waste) include one or more of:

excess production and early production

delays

movement and transport

poor process design

inventory

inefficient performance of a process

making defective items

activities which do not yield any benefit to the organisation or any benefit to the organisation’s customers.