Elements describe the essential outcomes.

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

1

Establish parameters of current internal improvement systems 

1.1

Describe organisation systems that impact on continuous improvement.

1.2

Identify current relevant metrics and their values.

1.3

Check that metrics are collected for all improvements.

1.4

Determine yield of current improvement processes.

1.5

Review results of improvements.

2

Distinguish kaizen blitz processes 

2.1

Identify all improvements which have occurred over an agreed period of time.

2.2

Distinguish between kaizen blitz (breakthrough improvements) and kaizen (continuous improvements).

2.3

Determine the timing of kaizen blitz breakthrough improvement processes.

2.4

Analyse factors controlling the timing and selection of kaizen blitz.

2.5

Analyse kaizen to identify cases where kaizen blitz were required.

2.6

Validate findings with process/system owners and obtain required approvals.

2.7

Improve timing/selection of kaizen blitz.

2.8

Improve other factors limiting the gains from kaizen blitz.

3

Develop kaizen practice 

3.1

Check that levels of delegated authority and responsibility are appropriate for kaizen from the shop floor.

3.2

Ensure all personnel have appropriate capabilities for kaizen processes.

3.3

Ensure personnel and systems recognise potential kaizen blitz projects.

3.4

Ensure sufficient resources are available for the operation of kaizen and kaizen blitz processes.

3.5

Check that relevant information flows from improvement changes to all required areas and stakeholders.

3.6

Check data collection and metrics analysis capture changes which result from improvement actions.

3.7

Check that improvement changes are standardised and sustained.

3.8

Check review processes for routine kaizen.

3.9

Remove or change factors limiting gains from improvements.

3.10

Modify systems to ensure appropriate possible changes are referred to other improvement processes.

3.11

Institutionalise improvement.

4

Establish parameters of current external improvement systems 

4.1

Review value stream systems that impact on improvement.

4.2

Review procedures for deciding improvement methodologies.

4.3

Identify current relevant metrics and their values, as appropriate.

4.4

Determine yield of current improvement processes.

4.5

Review results of improvements.

5

Explore opportunities for further development of value stream improvement processes 

5.1

Review mechanisms for consultation with value stream members.

5.2

Develop mechanisms for further improving joint problem solving.

5.3

Develop mechanisms for increased sharing of organisational knowledge.

5.4

Obtain support and necessary authorisations from process/system owners.

5.5

Capture and standardise improvements.

5.6

Improve factors limiting gains from kaizen.

6

Review systems for compatibility with improvement strategy 

6.1

Review all systems which impact or are impacted on improvements and the improvement system.

6.2

Analyse relationships between improvement systems and other relevant systems.

6.3

Analyse practices caused by and results from the systems.

6.4

Negotiate changes to the systems to improve the outcomes from improvement systems.

6.5

Obtain necessary approvals to implement changes.

6.6

Monitor the implementation of the changes.

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 systems include one or more of: 

• problem recognition and solving
• operational/process improvement
• improvement projects
• product/process design and development
• processes for making incremental improvements.

Relevant metrics to determine the performance of the improvement system include one or more of: 

• hurdle rates for new investments
• KPIs for existing processes
• quality statistics
• delivery timing and quantity statistics
• process/equipment reliability (‘uptime’)
• incident and non-conformance reports
• complaints, returns and rejects.

Resources for improvement include the consideration of all of: 

• improvement budget
• guidelines for trialling of possible improvements
• mechanism for approvals for possible improvements
• business case guidelines for proposed improvements
• indicators of success of proposed improvement
• mechanisms for tracking and evaluation of changes
• forum for the open discussion of the results of the implementation
• mechanisms for the examination of the improvement for additional improvements
• organisation systems to sustain beneficial changes.

Capturing value stream improvements includes one or more of: 

• revised contractual arrangements
• revised specifications
• signed agreements
• other documented arrangements which formalise the raised base line.

Systems impact/are impacted on improvements include one or more of: 

• office
• purchasing
• rewards (individual or team at all levels)
• sales
• marketing
• maintenance
• process/product
• transport and logistics.

Organisational knowledge includes one or more forms of information which is:  

• quantified or otherwise modified to make its outcomes measurable or observable
• expressed in an accessible and distributable form appropriate to the organisation operations and stakeholders.

Improvements include one or more of: 

• process, plant, procedures or practice
• changes to ensure positive benefits to stakeholders are maintained.

Manager includes one or more of: 

• a person who may 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.