Modification History
New unit, superseding MSACMG806A Develop and refine systems for continuous improvement in manufacturing organisations - Equivalent
Unit Descriptor
This unit of competency covers the skills, knowledge and processes required to ensure that continuous improvement systems do not stultify and continue to improve along with other operational systems in an organisation.
This unit is about improving the process yield/unit of effort or cost, reducing process variation and increasing process reliability, upgrading, enhancing or refining process outputs, and includes developing a culture of reviewing and sustaining change ensuring improvements are maintained and built on.
Application of the Unit
This unit applies to managers and people with a similar sphere of influence and scope of authority and responsibility and who are familiar with competitive systems and practices, continuous improvement and locking in improvements. Where this is not the case the following units may be completed to supply the necessary skills :
- MSS405001A Develop competitive systems and practices for an organisation
- MSS405013A Facilitate holistic culture improvement in a operations organisation.
The equivalent team leader level unit is MSS407013A Review continuous improvement processes.
This unit may also be applied to service organisations applying competitive systems and practices principles.
Licensing/Regulatory Information
Not applicable.
Pre-Requisites
Not applicable.
Employability Skills Information
This unit contains employability skills.
Elements and Performance Criteria Pre-Content
Elements describe the essential outcomes of a unit of competency. |
Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide. |
Elements and Performance Criteria
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 |
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1.3 |
Check that metrics are collected for all improvements |
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1.4 |
Determine yield of current improvement processes |
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1.5 |
Review results of improvements |
2 |
Distinguish breakthrough improvement processes |
2.1 |
Identify all improvements which have occurred over an agreed period of time |
2.2 |
Distinguish between breakthrough improvements and continuous improvements |
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2.3 |
Determine the timing of breakthrough improvement processes |
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2.4 |
Analyse factors controlling the timing and selection of breakthrough improvements |
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2.5 |
Analyse continuous improvements to identify cases where breakthrough improvements were required |
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2.6 |
Validate findings with process/system owners and obtain required approvals |
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2.7 |
Improve timing/selection of breakthrough improvements |
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2.8 |
Improve other factors limiting the gains from breakthrough improvements |
3 |
Develop continuous improvement practice |
3.1 |
Check that levels of delegated authority and responsibility are appropriate for continuous improvement from the shop floor |
3.2 |
Ensure all personnel have appropriate capabilities for continuous improvement processes |
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3.3 |
Ensure personnel and systems recognise potential breakthrough improvement projects |
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3.4 |
Ensure sufficient resources are available for the operation of continuous and breakthrough improvement processes |
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3.5 |
Check that relevant information flows from improvement changes to all required areas and stakeholders |
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3.6 |
Check data collection and metrics analysis capture changes which result from improvement actions |
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3.7 |
Check that improvement changes are standardised and sustained |
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3.8 |
Check review processes for routine continuous improvements |
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3.9 |
Remove or change factors limiting gains from improvements |
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3.10 |
Modify systems to ensure appropriate possible changes are referred to other improvement processes |
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3.11 |
Institutionalise breakthrough |
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 |
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4.3 |
Identify current relevant metrics and their values, as appropriate |
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4.4 |
Determine yield of current improvement processes |
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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 |
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5.3 |
Develop mechanisms for increased sharing of organisational knowledge |
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5.4 |
Obtain support and necessary authorisations from process/system owners |
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5.5 |
Capture and standardise improvements |
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5.6 |
Improve factors limiting gains from continuous improvements |
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 |
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6.3 |
Analyse practices caused by and results from the systems |
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6.4 |
Negotiate changes to the systems to improve the outcomes from improvement systems |
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6.5 |
Obtain necessary approvals to implement changes |
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6.6 |
Monitor the implementation of the changes |
Required Skills and Knowledge
This section describes the skills and knowledge required for this unit. |
Required skills |
Required skills include:
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Required knowledge |
Required knowledge includes:
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Evidence Guide
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package. |
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Critical aspects for assessment and evidence required to demonstrate competency in this unit |
A person who demonstrates competency in this unit must be able to provide evidence of the ability to:
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Context of and specific resources for assessmen t |
Assessment of performance must be undertaken in a workplace using or implementing one or more competitive systems and practices. Access may be required to:
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Method of assessment |
A holistic approach should be taken to the assessment. Competence in this unit may be assessed by using a combination of the following to generate evidence:
In all cases it is expected that practical assessment will be combined with targeted questioning to assess underpinning knowledge. Where applicable, reasonable adjustment must be made to work environments and training situations to accommodate ethnicity, age, gender, demographics and disability. |
Guidance information for assessment |
Assessment processes and techniques must be culturally appropriate and appropriate to the language and literacy capacity of the candidate and the work being performed. |
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. |
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Competitive systems and practices |
Competitive systems and practices may include, but are not limited to:
Competitive systems and practices should be interpreted so as to take into account:
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Codes of practice/standards |
Where reference is made to industry codes of practice, and/or Australian/international standards, the latest version must be used |
Health, safety and environment (HSE) |
All changes implemented are expected to be at least neutral, or preferably beneficial, in their impact on HSE |
Organisation systems |
Organisation systems may include:
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Relevant metrics |
Relevant metrics include all those measures which might be used to determine the performance of the improvement system and may include:
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Improvement process yield |
Improvement process yield may be regarded as:
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Breakthrough improvements |
Breakthrough improvements include:
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Timing of breakthrough improvements |
Timing of breakthrough improvements includes:
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Continuous improvement |
Continuous improvement is part of normal work and does not require a special event to occur (although may still require authorisations) and contrasts with breakthrough improvement/kaizen blitz which occurs by way of an event or project |
Resources for improvement |
Resources for improvements include:
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Capturing value stream improvements |
Capturing value stream improvements includes:
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Systems impacting improvements |
Systems which impact/are impacted on improvements and the improvement system include:
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Organisational knowledge |
Organisational knowledge should:
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Improvements |
Improvements may:
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Manager |
Manager may include:
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Unit Sector(s)
Unit sector |
Competitive systems and practices |
Custom Content Section
Not applicable.