Modification History
Not applicable.
Unit Descriptor
This unit is equivalent to the original unit BSXFMI409A Implement and monitor continuous improvement systems and processes.
Frontline management has an active role in managing the continuous improvement process in achieving the organisation's objectives. Their position, closely associated with the creation and delivery of products and services, means that they play an important part in influencing the on-going development of the organisation. At this level, work will normally be carried out within routine and non-routine methods and procedures which require the exercise of some discretion and judgement.
Consider co-assessment with BSBFLM402A Show leadership in the workplace, BSBFLM404A Lead work teams, BSBFLM405A Implement operational plan, BSBFLM407A Supervise quality customer service, BSBCMN411A Monitor a safe workplace, BSBCMN412A Promote innovation and change.
This unit is equivalent to the original unit BSXFMI409A Implement and monitor continuous improvement systems and processes.
Frontline management has an active role in managing the continuous improvement process in achieving the organisation's objectives. Their position, closely associated with the creation and delivery of products and services, means that they play an important part in influencing the on-going development of the organisation. At this level, work will normally be carried out within routine and non-routine methods and procedures which require the exercise of some discretion and judgement.
Consider co-assessment with BSBFLM402A Show leadership in the workplace, BSBFLM404A Lead work teams, BSBFLM405A Implement operational plan, BSBFLM407A Supervise quality customer service, BSBCMN411A Monitor a safe workplace, BSBCMN412A Promote innovation and change.
Application of the Unit
Not applicable.
Licensing/Regulatory Information
Not applicable.
Pre-Requisites
Not applicable.
Employability Skills Information
Not applicable.
Elements and Performance Criteria Pre-Content
Not applicable.
Elements and Performance Criteria
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Elements and Performance Criteria |
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Element |
Performance Criteria |
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1 |
Implement continuous improvement systems and processes |
1.1 |
The manager actively encourages and supports team members to participate in decision making processes and to assume responsibility and authority |
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1.2 |
The organisation's continuous improvement processes are communicated to individuals/teams |
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1.3 |
The manager's mentoring and coaching support ensures that individuals/teams are able to implement the organisation's continuous improvement processes |
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2 |
Monitor, adjust and report performance |
2.1 |
The organisation's systems and technology are used to monitor progress and to identify ways in which planning and operations could be improved |
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2.2 |
Customer service is strengthened through the use of continuous improvement techniques and processes |
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2.3 |
Plans are adjusted and communicated to those who have a role in their development and implementation |
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3 |
Consolidate opportunities for further improvement |
3.1 |
Team members are informed of savings and productivity/service improvements in achieving the business plan |
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3.2 |
Work performance is documented and the information is used to identify opportunities for further improvement |
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3.3 |
Records, reports and recommendations for improvement are managed within the organisation's systems and processes |
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Required Skills and Knowledge
Not applicable.
Evidence Guide
Evidence Guide
The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.
Critical Aspects of Evidence
Adjusts plans, processes and procedures to improve performance
Supports others to implement the continuous improvement system/processes
Identifies opportunities for further improvement
Underpinning Knowledge *
* At this level the learner must demonstrate understanding of a broad knowledge base incorporating some theoretical concepts.
Underpinning knowledge relates to the essential knowledge and understanding a person needs to perform work to the required standard
Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
The principles and techniques associated with:
continuous improvement systems and processes
benchmarking
best practice
the benefits of continuous improvement
the quality approaches which the organisation may implement
the methods that can be used in continuous improvement
the barriers to continuous improvement
the organisation's recording, reporting and recommendation processes to facilitate continuous improvement
Underpinning Skills
Functional literacy skills to access and use workplace information
Communication skills including researching, analysing and interpreting information from a variety of people and reporting
Monitoring and evaluating systems, processes and procedures
Gaining the commitment of individuals/teams to continuous improvement
Consolidating opportunities for improvement
Dealing with people openly and fairly
Using consultation skills effectively
Using coaching and mentoring skills to provide support to colleagues
Ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
Resource Implications
The learner and trainer should have access to appropriate documentation and resources normally used in the workplace
Consistency of Performance
In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations
Context /s of Assessment
Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range Statement
Assessment must take account of the endorsed assessment guidelines in the Business Services Training Package
Assessment of performance requirements in this unit should be undertaken in an actual workplace or simulated environment
Assessment should reinforce the integration of the key competencies and the business services common competencies for the particular AQF level. Refer to the Key Competencies Levels at the end of this unit
Key competency levels
Collecting , analysing and organising information (Level 2) - to be used in continuous improvement processes
Communicating ideas and information (Level 2) - to individuals and work team about the organisation's continuous improvement processes
Planning and organising activities (Level 2) - for arranging continuous improvement program
Working with teams and others (Level 2) - to gain team feedback on further improvement initiatives
Using mathematical ideas and techniques (Level 2) - to complete calculations associated with work improvement
Solving problems (Level 2) - as an aid to investigating problems with introducing improvements
Using technology (Level 2) - to assist the management of information
Please refer to the Assessment Guidelines for advice on how to use the Key Competencies
Evidence Guide
The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.
Critical Aspects of Evidence
Adjusts plans, processes and procedures to improve performance
Supports others to implement the continuous improvement system/processes
Identifies opportunities for further improvement
Underpinning Knowledge *
* At this level the learner must demonstrate understanding of a broad knowledge base incorporating some theoretical concepts.
Underpinning knowledge relates to the essential knowledge and understanding a person needs to perform work to the required standard
Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
The principles and techniques associated with:
continuous improvement systems and processes
benchmarking
best practice
the benefits of continuous improvement
the quality approaches which the organisation may implement
the methods that can be used in continuous improvement
the barriers to continuous improvement
the organisation's recording, reporting and recommendation processes to facilitate continuous improvement
Underpinning Skills
Functional literacy skills to access and use workplace information
Communication skills including researching, analysing and interpreting information from a variety of people and reporting
Monitoring and evaluating systems, processes and procedures
Gaining the commitment of individuals/teams to continuous improvement
Consolidating opportunities for improvement
Dealing with people openly and fairly
Using consultation skills effectively
Using coaching and mentoring skills to provide support to colleagues
Ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
Resource Implications
The learner and trainer should have access to appropriate documentation and resources normally used in the workplace
Consistency of Performance
In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations
Context /s of Assessment
Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range Statement
Assessment must take account of the endorsed assessment guidelines in the Business Services Training Package
Assessment of performance requirements in this unit should be undertaken in an actual workplace or simulated environment
Assessment should reinforce the integration of the key competencies and the business services common competencies for the particular AQF level. Refer to the Key Competencies Levels at the end of this unit
Key competency levels
Collecting , analysing and organising information (Level 2) - to be used in continuous improvement processes
Communicating ideas and information (Level 2) - to individuals and work team about the organisation's continuous improvement processes
Planning and organising activities (Level 2) - for arranging continuous improvement program
Working with teams and others (Level 2) - to gain team feedback on further improvement initiatives
Using mathematical ideas and techniques (Level 2) - to complete calculations associated with work improvement
Solving problems (Level 2) - as an aid to investigating problems with introducing improvements
Using technology (Level 2) - to assist the management of information
Please refer to the Assessment Guidelines for advice on how to use the Key Competencies
Range Statement
The Range Statement provides advice to interpret the scope and context of this unit of competence, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:
Legislation , codes and national standards relevant to the workplace which may include :
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
relevant industry codes of practice
At AQF level 4 , frontline management will normally be engaged in a workplace context where they :
engage in short to medium term planning within the organisation's business plans. For example, prepares six monthly plan of the department's productivity targets within the organisation's business plans
take responsibility for own outputs in relation to specific quality standards. For example, assesses own management performance against the organisation's standards of management
take limited responsibility for the quality and quantity of the output of others. For example, using the organisation's performance improvement processes, assists individuals to assess the quality and quantity of their output and to devise appropriate improvement plans
demonstrate understanding of a broad knowledge base incorporating some theoretical concepts. For example, understands the principles and techniques underpinning the development of Key Performance indicators
perform varied activities in a wide range of routine and/or non-routine contexts, with knowledge and skill depth in some areas. For example, negotiates the services to be provided to an external customer who has needs which are not able to be met within the organisation's standard range of services
apply solutions to a defined range of unpredictable problems. For example, given the failure of a supplier to provide urgently required computer software, analyses the options and takes appropriate action for a prompt and cost-effective rectification of the problem
identify, analyse and evaluate information from a variety of sources. For example, given feedback from several employees as to ways to up-grade the department's operating procedures and given the organisation's standard documentation, considers the information provided and prepares a recommendation for consultation
Frontline management at this level normally operate in a relatively simple and routine workplace environment in which they use the organisation 's :
goals, objectives, plans, systems and processes
quality and continuous improvement processes and standards
access and equity principles and practice
business and performance plans
defined resource parameters
ethical standards
Technology will be
that readily available in the workplace and will be appropriate to frontline management's roles and responsibilities
Customer service may be
internal or external, to existing or new clients
OHS considerations may include :
implement and monitor participative arrangements for the management of OHS
delegation and reporting complies with requirements of OHS legislation
the continuous improvement processes of any OHS management system are implemented and monitored
The Range Statement provides advice to interpret the scope and context of this unit of competence, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:
Legislation , codes and national standards relevant to the workplace which may include :
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
relevant industry codes of practice
At AQF level 4 , frontline management will normally be engaged in a workplace context where they :
engage in short to medium term planning within the organisation's business plans. For example, prepares six monthly plan of the department's productivity targets within the organisation's business plans
take responsibility for own outputs in relation to specific quality standards. For example, assesses own management performance against the organisation's standards of management
take limited responsibility for the quality and quantity of the output of others. For example, using the organisation's performance improvement processes, assists individuals to assess the quality and quantity of their output and to devise appropriate improvement plans
demonstrate understanding of a broad knowledge base incorporating some theoretical concepts. For example, understands the principles and techniques underpinning the development of Key Performance indicators
perform varied activities in a wide range of routine and/or non-routine contexts, with knowledge and skill depth in some areas. For example, negotiates the services to be provided to an external customer who has needs which are not able to be met within the organisation's standard range of services
apply solutions to a defined range of unpredictable problems. For example, given the failure of a supplier to provide urgently required computer software, analyses the options and takes appropriate action for a prompt and cost-effective rectification of the problem
identify, analyse and evaluate information from a variety of sources. For example, given feedback from several employees as to ways to up-grade the department's operating procedures and given the organisation's standard documentation, considers the information provided and prepares a recommendation for consultation
Frontline management at this level normally operate in a relatively simple and routine workplace environment in which they use the organisation 's :
goals, objectives, plans, systems and processes
quality and continuous improvement processes and standards
access and equity principles and practice
business and performance plans
defined resource parameters
ethical standards
Technology will be
that readily available in the workplace and will be appropriate to frontline management's roles and responsibilities
Customer service may be
internal or external, to existing or new clients
OHS considerations may include :
implement and monitor participative arrangements for the management of OHS
delegation and reporting complies with requirements of OHS legislation
the continuous improvement processes of any OHS management system are implemented and monitored
Unit Sector(s)
Not applicable.
