22153VIC Certificate IV in Business
(Operations Management)
22154VIC Diploma of Business
(Operations Management)
22155VIC Advanced Diploma of Business
(Operations Management)
Accredited for the period: 1st January, 2011 to 31st December, 2015
This course has been accredited under Parts 4.4 and 4.6 of the Education and
Training Reform Act 2006. It has been entered on the State Register of Accredited
Courses and the National Training Information Service (NTIS).
Version FINAL
© State of Victoria (Department of Education and Early Childhood Development) 2011
Copyright of this material is reserved to the Crown in the right of the State of Victoria. This work is licensed under a
Creative Commons Attribution-NoDerivs 3.0 Australia licence (http://creativecommons.org/licenses/by-nd/3.0/au/)
You are free to use, copy and distribute to anyone in its original form as long as you attribute Higher Education and
Skills Group, Department of Education and Early Childhood Development as the author, and you license any derivative
work you make available under the same licence.
Disclaimer
In compiling the information contained in and accessed through this resource, the Department of Education and Early
Childhood Development (DEECD) has used its best endeavours to ensure that the information is correct and current at
the time of publication but takes no responsibility for any error, omission or defect therein.
To the extent permitted by law DEECD, its employees, agents and consultants exclude all liability for any loss or
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exclusion of such liability, DEECD limits its liability to the extent permitted by law, for the resupply of the information.
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ii
Table of Contents
Section A: Copyright and course classification information ................................................................. 1
1. Copyright owner of the course ....................................................................................................... 1
2. Address............................................................................................................................................ 1
3. Type of submission.......................................................................................................................... 1
4. Copyright acknowledgement .......................................................................................................... 1
5. Licensing and franchise ................................................................................................................... 3
6. Course accrediting body.................................................................................................................. 4
7. AVETMISS information .................................................................................................................... 4
8. Period of accreditation.................................................................................................................... 4
Section B: Course information ........................................................................................................... 5
1. Nomenclature ................................................................................................................................. 5
1.1 Name of the qualification ....................................................................................................... 5
1.2 Nominal duration of the course ............................................................................................. 5
2. Vocational or educational outcomes of the course ........................................................................ 5
3. Development of the course ............................................................................................................ 6
3.1 Industry / enterprise / community needs .............................................................................. 6
3.2 Review for re-accreditation .................................................................................................. 10
4. Course outcomes .......................................................................................................................... 10
4.1 Qualification level ................................................................................................................. 10
4.2 Employability skills................................................................................................................ 12
4.3 Recognition given to the course ........................................................................................... 12
4.4 Licensing / regulatory requirements .................................................................................... 12
5. Course rules................................................................................................................................... 13
5.1 Course structure ................................................................................................................... 13
5.1.1 Certificate IV ................................................................................................................ 13
5.1.2 Diploma........................................................................................................................ 15
5.1.3 Advanced Diploma....................................................................................................... 17
5.2 Entry requirements............................................................................................................... 18
6. Assessment.................................................................................................................................... 19
6.1 Assessment strategy ............................................................................................................. 19
6.2 Assessor competencies......................................................................................................... 19
7. Delivery ......................................................................................................................................... 20
7.1 Delivery modes ..................................................................................................................... 20
7.2 Resources.............................................................................................................................. 20
8. Pathways and articulation............................................................................................................. 21
9. Ongoing monitoring and evaluation ............................................................................................. 21
Section B: Appendices ..................................................................................................................... 22
Appendix 1: Previous course modifications ...................................................................................... 24
Appendix 2: Course content developed by the Steering Committee .................................................. 27
2.1 Skills and knowledge overview ............................................................................................. 27
2.2 Training demand / Job search .............................................................................................. 31
2.3 Skills and knowledge mapping.............................................................................................. 35
Appendix 3: Transition tables .......................................................................................................... 39
3.1 Certificate IV ......................................................................................................................... 39
3.2 Diploma................................................................................................................................. 41
3.2 Advanced Diploma ................................................................................................................ 43
iii
Appendix 4: Employability Skills Summaries .................................................................................... 45
4.1 Certificate IV ......................................................................................................................... 45
4.2 Diploma................................................................................................................................. 47
4.3 Advanced Diploma ................................................................................................................ 51
Section C: Units of Competency ....................................................................................................... 53
22153VIC Certificate IV in Business (Operations Management) Units of competency..................... 55
VU20591: Promote principles of operations management .......................................................... 55
VU20592: Undertake integration of operations management strategy....................................... 61
VU20593: Conduct operations management resourcing ............................................................. 69
22154VIC Diploma of Business (Operations Management)............................................................ 77
VU20596: Manage operations management strategy.................................................................. 77
VU20594: Co-ordinate integration of operations management strategy .................................... 83
VU20595: Co-ordinate operations management resourcing........................................................ 91
22155VIC Advanced Diploma Business (Operations Management)................................................ 99
VU20597: Develop and direct operations management strategy ................................................ 99
VU20598: Direct integration of operations management strategy ............................................ 107
VU20599: Develop and oversee operations management resourcing ....................................... 113
iv
Section A: Copyright and course classification information
Section A: Copyright and course classification information
1. Copyright owner of
the course
Copyright of this document is held by the Department of Education and
Early Childhood Development (DEECD), Victoria
© State of Victoria 2011
Day to day contact:
Alan Daniel
Curriculum Maintenance Manager – Business Industries
Chisholm Institute
PO Box 684, Dandenong, Victoria, 3175
Ph: (03) 9238 8501
Fax: (03) 9238 8504
email: alan.daniel@chisholm.vic.edu.au
2. Address
Department of Education and Early Childhood Development (DEECD)
Executive Director
Pathways, Participation and Youth
GPO Box 266
Melbourne
Victoria, 3001
3. Type of submission
These qualifications are being submitted for re-accreditation.
Previous codes and nomenclature:
21701VIC Advanced Diploma of Business (Operations Management)
21700VIC Diploma of Business (Operations Management)
21699VIC Certificate IV in Business (Operations Management)
4. Copyright
acknowledgement
Copyright of this material is reserved to the Crown in the right of the
State of Victoria.
© State of Victoria (Department of Education and Early Childhood
Development) 2011
The following units of competency:
© State of Victoria 2011

BSBCMM401A: Make a presentation

BSBCUS401A: Coordinate implementation of customer service
strategies

BSBEBU501: Investigate and design e-business solutions

BSBFIM501A: Manage budgets and financial plans

BSBHRM402A: Recruit, select and induct staff

BSBINN502A: Build and sustain an innovative work environment

BSBITS401A: Maintain business technology

BSBMGT402A: Implement operational plan

BSBMGT403A: Implement continuous improvement

BSBMGT502B: Manage people performance
1
Section A: Copyright and course classification information

BSBMGT515A: Manage operational plan

BSBMGT516A: Facilitate continuous improvement

BSBMGT605B: Provide leadership across the organisation

BSBMGT616A: Develop and implement strategic plans

BSBMKG514A: Implement and monitor marketing activities

BSBOHS509A: Ensure a safe workplace

BSBPMG510A: Manage projects

BSBPUR501B: Develop, implement and review purchasing
strategies

BSBPUR502B: Manage supplier relationships

BSBPUR504B: Manage a supply chain

BSBRSK501A: Manage risk

BSBSUS501A: Develop workplace policy and procedures for
sustainability

BSBWRK410A: Implement industrial relations procedures

BSBWRT401A: Write complex documents
are from the BSB07 Business Services Training Package administered by
the Commonwealth of Australia. © Commonwealth of Australia.
The following units of competency:

TLIA5807A: Manage facility and inventory requirements.

TLIE1307C: Apply workplace statistics

TLIE607D: Collect, analyse and present workplace data and
information

TLIF407C: Organise occupational health and safety procedures in
the workplace

TLIF707C: Implement and coordinate accident-emergency
procedures

TLIG607C: Facilitate work teams

TLIJ107C: Apply quality procedures

TLIL1907C: Implement and monitor transport logistics

TLIR507A: Manage a contract Replaces the two PSP04 Public Sector
Training Package contract units
are from the TLI07 Transport and Logistics Training Package
administered by the Commonwealth of Australia. © Commonwealth of
Australia.
The following units of competency:
2

MSACMS400A: Implement a competitive manufacturing system

MSACMT260A: Use planning software systems in manufacturing

MSACMT460A: Facilitate the use of planning software systems in
manufacturing
© State of Victoria 2011
Section A: Copyright and course classification information

MSACMT481A: Undertake proactive maintenance analyses

MSACMT671A: Develop and manage sustainable environmental
practices
are from the MSA07 Manufacturing Training Package administered by
the Commonwealth of Australia. © Commonwealth of Australia.
The following unit of competency:

PSPGOV518A: Benchmark performance
Is from the PSP04 Public Sector Training Package administered by the
Commonwealth of Australia. © Commonwealth of Australia.
The following unit of competency:

FDFPPL4003A: Schedule and manage production
is from the FDF10 Food Processing Training Package administered by
the Commonwealth of Australia. © Commonwealth of Australia.
The following unit of competency:

LGADMIN421A: Participate in negotiations
is from the LGA04 Local Government Training Package administered by
the Commonwealth of Australia. © Commonwealth of Australia.
The following unit of competency:

TAEDEL402A: Plan, organised and facilitate learning in the
workplace
is from the TAE10 Training and Education Training Package
administered by the Commonwealth of Australia. © Commonwealth of
Australia.
The following units of competency:

VU20087: Monitor a supply chain operation

VU20088: Monitor warehouse operations
are from the 22049VIC Certificate IV in Logistics and Supply Chain
Principles which is published by the Department of Education and Early
Childhood Development, Victoria© State of Victoria, 2009
5. Licensing and
franchise
This work is licensed under a Creative Commons Attribution – NoDerivs
3.0 Australia licence: http://creativecommons.org/licenses/bynd/3.0/au/. You are free to use, copy and distribute to anyone in its
original form as long as you attribute the, Department of Education
and Early Childhood Development as the author, and you license any
derivative work you make available under the same licence.
Copies of this publication may be downloaded, free of charge, from the
Training Support network website:
http://trainingsupport.skills.vic.gov.au
© State of Victoria 2011
3
Section A: Copyright and course classification information
6. Course accrediting
body
Victorian Registration and Qualifications Authority (VRQA)
7. AVETMISS
information
ANZSCO
(Australian and New Zealand
Standard Classification of
Occupations)
Level 6, 35 Spring Street
Melbourne Vic 3001
Ph: (03) 9637 2806
Website: http://www.vrqa.vic.gov.au
224999 Information and Organisation
Professional nec (Primary code)
Also:
111200 General managers
133500 Production managers
133600 Supply and distribution managers
8. Period of
accreditation
4
ANZSIC code
(Australian and New Zealand
Standard Industrial Classification –
industry type)
7855 Business management services
ASCED code
(Field of Education)
0803 Business and management
National course code
22153VIC Certificate IV
22154VIC Diploma
22155VIC Advanced Diploma
1st January, 2011 to 31st December, 2015
© State of Victoria 2011
Section B: Course Information
Section B: Course information
1. Nomenclature
Standard 1 for Accredited Courses
1.1 Name of the
qualification
Certificate IV in Business (Operations Management)
Diploma of Business (Operations Management)
Advanced Diploma of Business (Operations Management)
1.2 Nominal
duration of the
course
Certificate IV in Business (Operations Management): 410-640 hours
Diploma of Business (Operations Management): 500-710 hours
Advanced Diploma of Business (Operations Management): 440-510 hrs
2. Vocational or
educational
outcomes of the
course
Standard 1 for Accredited Courses
Graduates of the Certificate IV in, Diploma and Advanced Diploma of
Business (Operations Management) will be able to meet the current
and future industry requirements to effectively work within the
operations management sphere with an intermediate to
comprehensive understanding of the principles of operations
management and their alignment to organisational strategic planning
respectively.
Vocational outcomes of the Certificate IV course are to:

effectively action day-to-day operations management functions at
an operational level, across a range of organisational contexts

take responsibility for own role in promoting and implementing
operations management strategy and/or planning, strategy
integration and resourcing at an operational level

apply effective communication and problem-solving techniques to
underpin implementation, integration and resourcing of operations
management strategic planning

manage self, and supervise others, in the efficient use of operations
management resource planning at an operational level

use sustainability practices, information technology, quality
assurance, import and export knowledge, legal and regulatory
compliance and safety regulations within the operations
management environment

supervise self and others within operations management contexts
at an operational level
Vocational outcomes of the Diploma course are to:
© State of Victoria 2011

effectively manage a range of operations management functions,
including performance systems, across a range of organisational
contexts

develop the capacity of individuals and groups to actively
participate in the implementation, resourcing and evaluation of
operations management strategy and/or plan

manage operations management frameworks for meeting
performance requirements
5
Section B: Course Information

apply and direct effective communication, problem-solving and
training support mechanisms to underpin implementation,
integration and resourcing of operations management strategic
planning

managing implementation, integration and resourcing of
operations management strategy

manage the implementation of sustainability practices, information
technology, quality assurance, import and export knowledge, legal
and regulatory compliance and safety regulations within the
operations management environment

manage self and others within operations management contexts
Vocational outcomes of the Advanced Diploma are to:
3. Development of the
course
3.1 Industry /
enterprise /
community needs
6

effectively design and oversee operations management strategies,
integration frameworks and planning, resourcing systems, and
evaluation processes across a range of organisational contexts at a
senior management level

effectively design and lead a range operations management
functions and systems that are relevant to organisational strategic
planning

develop the capacity of individuals and groups to actively
participate in the implementation, resourcing and evaluation of
operations management strategy

address application of sustainability practices, information
technology, quality assurance, import and export knowledge, legal
compliance and safety regulations in operations management
strategic planning, strategic integration and resourcing systems

manage self and lead others within operations management
contexts
Standard 1 and 2 for Accredited Courses
Operations management is the systemised set of activities that creates
value in the form of goods and services by transforming inputs into
outputs. Such activities take place in all organisations and industry
sectors.
Please see Appendix 2: Course content developed by Steering
Committee, for breadth of industry context.
It involves the critical multi-dimensional balancing of supply and
demand with volume and variety.
Operations management is therefore acknowledged as a generic field
within the domain of business services, embracing systems planning;
organisational and personnel capacity building and resourcing within
long-term, short-term and day-to-day parameters.
Over the recent decade, Operations Management has undergone a
resurgence that has seen it clearly seated within broad-based business
services sector necessary to all organisations.
© State of Victoria 2011
Section B: Course Information
Industry representatives and qualification content experts alike, insist
that operations management must not remain reduced to business
administration within manufacturing and warehousing only and is not
to be confused with production: the creation of goods and services.
They noted that paths to careers in operations management are more
likely, in contemporary Australian labour market, to have a snakes and
ladders nature rather than a vertical, or silo, one: people may journey
through other qualifications, related or not, be they manufacturing,
warehousing, logistics, engineering, banking, children services or
hospitality, to arrive at a desire, and/or opportunity, to focus attention
on an operations management role.
Industry requires a suite of operations management-specific
qualifications that foreground the critical elements that constitute the
above definition and that, at the same time, are aligned with as broad
a range of industry sectors as possible. The former requirement is
addressed the through the provision of the three new core units in
each qualification. The latter requirement is addressed through a
selection of business units together with an open selection of further
electives, all of which can be tailored to meet individual career plans
and paths.
The critical elements of a systemised set of activities that creates value
in the form of goods and services by transforming inputs into outputs,
are defined within a Three Tier Approach to operations management.
1. Operations management strategy (three to five year plan)
2. Integration of strategy (quarterly to annual performance of
strategy)
3. Resourcing (day-to-day performance of strategy)
The new core units in the qualifications have been developed to
address this systems thinking critical to modern approaches to
operations management across three levels of vocational outcomes.
Since 1992, VET sector courses in Operations Management have been
consistently offered in Victoria. The current courses are offered
through Kangan Batman Institute of TAFE, Victoria University – TAFE
Division and Chisholm Institute. Holmesglen Institute of TAFE and
Chisholm Institute offer Graduate Certificate programs in Operations
Management, while Melbourne University offers a Master of Applied
Commerce (Operations Management). The latter attests to the
relevance of the qualifications and the existence of pathways to higher
education.
All institutions report viable enrolments throughout this period. Please
see Figure 3.1 below, for enrolment data 2007 to the present.
More salient, however, is that they all report a high interest in the new
structure and content of three discrete Operations Management
qualifications that specifically address the emerging need for
operations management training across all industry sectors. They all
report a significant holding off in enrolments for 2011 by students
awaiting accreditation of these re-designed qualifications.
© State of Victoria 2011
7
Section B: Course Information
In fact Victoria University reports having held off marketing until the
new courses are accredited.
Please see Figure 3.1: Column 2011A - indicating low enrolments for
2011 (Kangan figures) and Column 2011B - indicating Victoria
University’s projected enrolment figures of at least 55 students for the
new qualifications.
Figure 3.1: Enrolment data – Column 2011A = current data; Column 2011B = VU projected enrolments for
re-accredited courses
2007
2008
2009
2010
2011A
2011B
21701VIC
Enrolments
12
0
0
15
0
15
21700VIC
Enrolments
35
32
17
12
11
20
21699VIC
Enrolments
28
49
41
3
0
20
SCH
24,085
16,670
9,907
14,100 5,940
24,950
Skills Victoria has funded the project to re-accredit 21699VIC
Certificate IV in Business (Operations Management); 21700VIC Diploma
of Business (Operations Management), or 21701VIC Advanced Diploma
of Business (Operations Management) due to this established need.
Operations Management was identified in the Business Services
Scoping project (BSTA, ANTA, Aug 1999) which led to the development
of the Business Services Training Package. Operations Management
has not been developed, then or since, within this Training Package.
After further mapping of vocational outcomes against national Training
Packages, it was found that there are no qualifications that provide
training in the vocational outcomes (Section B 2. above) required for
effective contribution within the operations management domain.
The main target groups comprise:

school leavers wishing to undertake a career in operations
management

graduates of related qualifications who wish to focus their careers
in the operations management domain

experienced personnel wishing to further their knowledge by
undertaking formal qualifications

those in assistant or support roles in operations management
wishing to upgrade their qualifications

those in middle-management roles in operations management
wishing to upgrade their qualifications

those in senior management roles in operations management
wishing to upgrade their qualifications

technical specialists who have significant participation in operations
management planning and/or implementation
Anticipated employment opportunities include roles, at assistant,
middle-management and senior levels, that are specifically defined as
operations management positions but are also to be found under the
following listings:
8
© State of Victoria 2011
Section B: Course Information

control and co-ordinating functions of management

technical expertise involved in operations management planning

financial management

human resource management

facilities management

product and service management

quality management

logistics and transportation management

warehousing and inventory management

configuration management

distribution channels management

purchasing

general resourcing
See Appendix 2: Course content developed by Steering Committee for
details of current employment opportunities and the skills and
knowledge outcomes provided by the proposed course.
Course content has been determined through a range of consultative
processes including:
o
Steering Committee comprising a range of industry
representatives and content experts
o
working party of content experts comprising Steering
Committee and project team members
o
research by project team
Industry support is confirmed through the endorsement and active
participation of the Steering Committee.
See Accreditation Support Documents: Minutes of Steering Committee;
Letters of support from industry.
Members of the Steering Committee:
Chair  Dr Alex Manzoni: Director and Principal Consultant,
Mantechno Pty Ltd; University Lecturer
 Anna Henderson: Executive Director, Business Skills Victoria
 Andrew Downard: AD Supply Chain Group Pty Ltd
 Gary Bracewell: Atman Pty Ltd
 Greg Cain: Industry consultant
 Nick Tzoras: Procuring Manager MRO and Engineering, Fosters
Group
 Robert Leadbetter: Operations Manager, Bulla Dairy Foods
 Alan Daniel: CMM - Business Industries, Chisholm Institute
 Jenny Dick: Manager Vocational Education, Institute of Logistics
and Supply Chain, Victoria University
 John Crawley: Program co-ordinator, Business and Management,
Chisholm Institute
 Kevin Bennett: Manager, Business Excellence, South West TAFE
© State of Victoria 2011
9
Section B: Course Information
In Attendance:
 Elizabeth Howard: Curriculum Projects Officer, Department of
Tertiary Development and Accreditation, Chisholm Institute
 John Ferraro: Teacher, Centre for Competitive Operations, Kangan
TAFE
 Wendy Pedersen: Curriculum Officer, Department of Tertiary
Development and Accreditation, Chisholm Institute
Refer to Accreditation Support Documents: Steering Committee Details
3.2 Review for reaccreditation
4. Course outcomes
4.1 Qualification
level
Standard 1 and 2 for Accredited Courses
Modifications to Course Documentation during period of accreditation
are as follows:

Version 2 - January 2010:
o Please see Appendix 1: Previous Course Modifications
Monitoring and evaluation of 21699VIC Certificate IV in Business
(Operations Management); 21700VIC Diploma of Business (Operations
Management), and 21701VIC Advanced Diploma of Business
(Operations Management), have been taken into account in the revised
course.
Revisions are based on formal and informal data collected from RTO
teaching staff, student feedback and experts, and through input from
the Steering Committee. Please see Accreditation Support Documents:
Minutes of Steering Committee
Learners currently enrolled in the existing course may convert to the
22153VIC Certificate IV in Business (Operations Management);
22154VIC Diploma of Business (Operations Management), and
22155VIC Advanced Diploma of Business (Operations Management)
Please see Appendix 3: Transition tables for transition arrangements.
No new enrolments into: 21699VIC Certificate IV in Business
(Operations Management); 21700VIC Diploma of Business (Operations
Management), or 21701VIC Advanced Diploma of Business (Operations
Management); after 30th June, 2011 are permitted.
Standard 1 and 2 for Accredited Courses
Certificate IV in Business (Operations Management)
This qualification is consistent with the characteristics and
distinguishing features of the AQF Certificate IV as outlined in the
Australian Qualification Framework Implementation Handbook Fourth
Edition 2007, as follows:

10
performance of a broad range of skilled applications including
requirements to evaluate and analyse current practices, develop
new criteria and procedures for performing current practices, and
provision of some leadership and guidance to others in the
application and planning of the skills - through contributing to the
implementation, acceptance and evaluation of operations
management strategy including integration of that strategy, and
the day-to-day resourcing of operations management functions
across a range of organisational contexts
© State of Victoria 2011
Section B: Course Information

breadth, depth and complexity of knowledge and competencies
would cover a broad range of varied activities or applications in a
wider variety of contexts most of which are complex and nonroutine – through undertaking the promotion of the three tiers of
operations management both within the operations environment
and across a range of organisational contexts. Leadership and
guidance are involved when organising activities of self and others
as well as contributing to technical solutions of a non-routine or
contingency nature – through executing risk management,
problem-solving and continuous improvement policies and
procedures in promoting operations management strategy,
integration of that strategy and through day-to-day resourcing.

applications involve responsibility for, and limited organisation of,
others – through meeting required legislative, regulatory, quality
standards and Key Performance Criteria associated with effective
team approach to executing operations management functions.
-oOo-
Diploma of Business (Operations Management)
This qualification is consistent with the characteristics and
distinguishing features of the AQF Diploma as outlined in the Australian
Qualification Framework Implementation Handbook Fourth Edition
2007, as follows:
© State of Victoria 2011

the self-directed application of knowledge and skills, with
substantial depth in some areas where judgement is required in
planning and selecting appropriate equipment, services and
techniques for self and others – through interpretation of long-term
operations management strategy in order to effectively manage its
implementation, organisational acceptance, short-term integration
and provision of support systems and resourcing.

breadth, depth and complexity covering planning and initiation of
alternative approaches to skills or knowledge applications across a
broad range of technical and/or management requirements,
evaluation and coordination – through effectively addressing and
reviewing Key Performance Indicators, organisational capability and
operational capacity in contributing to the implementation,
integration and resourcing requirements of operations
management strategic planning.

applications involve participation in development of strategic
initiatives, as well as personal responsibility and autonomy in
performing complex technical operations or organising others –
through development and co-ordination of framework and planning
for integration of operations management strategy, including
provision and co-ordination of implementation support review
systems. This includes leadership of, and participation in, teams
including teams concerned with planning and evaluation functions.
Group or team coordination may be involved.
11
Section B: Course Information
Advanced Diploma of Business (Operations Management)
This qualification is consistent with the characteristics and
distinguishing features of the AQF Advanced Diploma as outlined in the
Australian Qualification Framework Implementation Handbook Fourth
Edition 2007, as follows:
4.2 Employability
skills

the application of a significant range of fundamental principles and
complex techniques across a wide and often unpredictable variety
of contexts in relation to either varied or highly specific functions.
Contribution to the development of a broad plan, budget or
strategy is involved and accountability and responsibility for self
and others in achieving the outcomes is involved – through
application of skills and knowledge to the design and oversight of
operations management strategy that is aligned to organisational
strategic planning.

breadth, depth and complexity involving analysis, diagnosis, design,
planning, execution and evaluation across a broad range of
technical and/or management functions including development of
new criteria or applications or knowledge or procedures – through
design and direction of operations management strategy that
addresses organisational capacity to meet multi-dimensional
balancing of supply/demand and volume/variety, This includes
design and direction of systemised integration, resourcing,
evaluation and improvement of operations management strategy.

applications involve significant judgement in planning, design,
technical or leadership/guidance functions related to products,
services, operations or procedures – design and direction of longterm, short-term planning and execution of operations
management strategy that meets capacity requirements of
organisation across a wide range of contexts.
Standard 4 for Accredited Courses
These qualifications have been mapped to national employability skills.
Refer to Appendix 4: Employability skills summaries
4.3 Recognition
given to the course
4.4 Licensing /
regulatory
requirements
12
Standard 5 for Accredited Courses
Not applicable
Standard 5 for Accredited Courses
Not applicable
© State of Victoria 2011
Section B: Course Information
5. Course rules
5.1 Course structure
5.1.1 Certificate IV
Standard 2, 6 and 7 for Accredited Courses
Certificate IV in Business (Operations Management) comprises twelve
(12) units as follows:

Three (3) core units

Nine (9) elective units comprising:
o
Minimum of five (5) units from Group A
o
Four (4) units from Group A or Group B
Group B list of suggested units is based on their qualification level and
their required skills and knowledge having relevance to operations
management across a diverse range of industries.
A Statement of Attainment will be issued for any unit of competency
completed if the full qualification is not completed.
Unit of
competency/
module code
Field of
Education
code
(6 digit)
Unit of competency/module title
Prerequisite
Credit
Matrix
Level
Credit
Matrix
Points
Nominal
hours
Complete three core units
VU20591
080301
Promote principles of operations
management
Nil
4
5
50
VU20592
080301
Undertake integration of operations
management strategy
Nil
4
5
50
VU20593
080301
Conduct operations management
resourcing
Nil
4
5
50
GROUP A Electives - Complete minimum of five units from the following list:
BSBMGT402A
Implement operational plan
Nil
4
5
50
BSBMGT403A
Implement continuous improvement
Nil
3
4
40
MSACMT260A
Use planning software systems in
manufacturing
Nil
Not
assigned
Not
assigned
40
MSACMT460A
Facilitate the use of
planning software systems
in manufacturing
Not
assigned
Not
assigned
50
TLIE607D
Collect, analyse and present
workplace data and information
Nil
4
3
30
TLIG607C
Facilitate work teams
Nil
4
5
50
TLIJ107C
Apply quality procedures
Nil
2
2
20
FDFPPL4003A
Schedule and manage production
Nil
4
5
50
VU20087
Monitor a supply chain operation
Nil
4
6
60
VU20088
Monitor warehouse operations
Nil
4
6
60
© State of Victoria 2011
MSACMT260A Use
planning software
systems in
manufacturing
13
Section B: Course Information
GROUP B Electives: Complete four units selected from the following list of suggested units, Group A, or any relevant
units from any currently endorsed Training Package or accredited course at Certificate IV, Diploma or Advanced
Diploma level
BSBCMM401A
Make a presentation
Nil
4
3
30
BSBCUS401A
Coordinate implementation of
customer service strategies
Nil
4
6
60
BSBITS401A
Maintain business technology
Nil
4
5
40
BSBWRK410A
Implement industrial relations
procedures
Nil
4
6
50
BSBWRT401A
Write complex documents
Nil
4
10
50
MSACMS400A
Implement a competitive
manufacturing system
Nil
Not
assigned
Not
assigned
50
TLIE1307C
Apply workplace statistics
Nil
4
2
20
TLIF407C
Organise occupational health and
safety procedures in the workplace
Nil
3
3
30
TLIF707C
Implement and coordinate accidentemergency procedures
Nil
4
4
40
LGADMIN421A
Participate in negotiations
Nil
4
3
25
TAEDEL402A
Plan, organised and facilitate learning
in the workplace
Nil
4
3
25
Introduction to warehouse operations
Nil
Not
assigned
Not
assigned
60
VBP115
089901
Total nominal hours
410 - 640
Qualification profile
Credit Matrix
Total Points
No. of units/modules
Level 8
Level 7
Level 6
Level 5
Level 4
36
9
Level 3
7
2
Level 2
2
1
45
12
Level 1
Enabling
Total
14
© State of Victoria 2011
Section B: Course Information
5.1.2 Diploma
Standard 2, 6 and 7 for Accredited Courses
Diploma of Business (Operations Management) comprises ten (10)
units as follows:

Three (3) core units

Seven (7) elective units comprising:
o
Minimum of four (4) units from Group A
o
Three (3) units from Group A or Group B
Group B list of suggested units is based on their qualification level and
their required skills and knowledge having relevance to operations
management across a diverse range of industries.
A Statement of Attainment will be issued for any unit of competency
completed if the full qualification is not completed.
Unit of
competency/
module code
Field of
Education
code
(6 digit)
Unit of competency/module title
Prerequisite
Credit
Matrix
Level
Credit
Matrix
Points
Nominal
hours
Complete three core units
VU20596
080301
Manage operations management
strategy
Nil
5
8
60
VU20594
080301
Co-ordinate integrations of
operations management strategy
Nil
5
8
60
VU20595
080301
Co-ordinate operations
management resourcing
Nil
5
8
60
GROUP A Electives - Complete minimum of four units from the following list:
BSBFIM501A
Manage budgets and financial plans
Nil
5
7
70
BSBMGT502B
Manage people performance
Nil
5
7
70
BSBMGT515A
Manage operational plan
Nil
5
8
60
BSBPMG510A
Manage projects
Nil
5
8
60
BSBPUR501B
Develop, implement and review
purchasing strategies
Nil
5
6
60
BSBPUR504B
Manage a supply chain
Nil
5
6
60
PSPGOV518A
Benchmark performance
Nil
5
7
70
TLIR507A
Manage a contract
Nil
5
4
40
GROUP B Electives: Complete three units selected from the following list of suggested units, Group A, or any relevant
units from any currently endorsed Training Package or accredited course, where one unit may be selected at
Certificate IV level with the others at Diploma and/or Advanced Diploma level.
BSBHRM402A
Recruit, select and induct staff
Nil
4
5
50
BSBINN502A
Build and sustain an innovative work
environment
Nil
5
5
50
BSBMKG514A
Implement and monitor marketing
activities
Nil
5
5
50
BSBOHS509A
Ensure a safe workplace
Nil
5
6
60
© State of Victoria 2011
15
Section B: Course Information
BSBPUR502B
Manage supplier relationships
Nil
5
5
40
BSBSUS501A
Develop workplace policy and
procedures for sustainability
Nil
5
5
50
TLIA5807A
Manage facility and inventory
requirements
Nil
5
14
140
TLIL1907C
Implement and monitor transport
logistics
Nil
5
4
40
MSACMT481A
Undertake proactive maintenance
analyses
Nil
Not
assigned
Not
assigned
50
Total nominal hours
500 - 710
Qualification profile
Credit Matrix
Total Points
No. of units/modules
Level 8
Level 7
Level 6
Level 5
56
9
Level 4
5
1
61
10
Level 3
Level 2
Level 1
Enabling
Total
16
© State of Victoria 2011
Section B: Course Information
5.1.3 Advanced
Diploma
Standard 2, 6 and 7 for Accredited Courses
Advanced Diploma of Business (Operations Management) comprises
eight (8) units as follows:

Three (3) core units

Five (5) elective units comprising:
o
Minimum of two (2) units from Group A
o
Three (3) units from Group A or Group B
Group B list of suggested units is based on their qualification level and
their required skills and knowledge having relevance to operations
management across a diverse range of industries.
A Statement of Attainment will be issued for any unit of competency
completed if the full qualification is not completed.
Unit of
competency/
module code
Field of
Education
code
(6 digit)
Unit of competency/module title
Prerequisite
Credit
Matrix
Level
Credit
Matrix
Points
Nominal
hours
Complete three core units
VU20597
080301
Develop and direct operations
management strategy
Nil
6
10
60
VU20598
080301
Direct integration of operations
management strategy
Nil
6
10
60
VU20599
080301
Develop and oversee operations
management resourcing
Nil
6
10
60
Not
assigned
Not
assigned
60
5
5
50
GROUP A Electives - Complete minimum of two units from the following list:
VBP720
080311
Review import and export business
procedures in an operations
management environment
Nil
BSBEBU501
Investigate and design e-business
solutions
BSBMGT516A
Facilitate continuous improvement
Nil
5
6
60
BSBMGT605B
Provide leadership across the
organisation
Nil
6
7
70
BSBMGT616A
Develop and implement strategic
plans
Nil
5
8
80
BSBRSK501A
Manage risk
Nil
5
6
60
GROUP B Electives: Complete three units selected from the following list of suggested units, Group A, or any relevant
units from any currently endorsed Training Package or accredited course, where one unit may be selected at Diploma
level with the others at Advanced Diploma level or higher.
BSBPMG510A
Manage projects
Nil
5
8
60
BSBSUS501A
Develop workplace policy and
procedures for sustainability
Nil
5
5
50
MSACMT671A
Develop and manage sustainable
environmental practices
Nil
6
6
60
TLIR507A
Manage a contract
Nil
5
4
40
Total nominal hours
© State of Victoria 2011
440 - 510
17
Section B: Course Information
Qualification profile
Credit Matrix
Total Points
No. of units/modules
Level 8
Level 7
Level 6
30
3
Level 5
28
5
58
8
Level 4
Level 3
Level 2
Level 1
Enabling
Total
5.2 Entry
requirements
Standard 9 for Accredited Courses
Certificate IV in Business (Operations Management)
Applicants for the Certificate IV in Business (Operations Management)
are expected to have:

a demonstrated capacity in learning, reading, writing, oracy and
numeracy competencies to Level 3 of the Australian Core Skills
Framework (ACSF). See http://www.deewr.gov.au

be able to use a personal computer, including basic word
processing, spreadsheet, and electronic communication platforms
and internet search engines.
Diploma of Business (Operations Management)
Applicants for the Diploma of Business (Operations Management) are
expected to have:

a demonstrated capacity in learning, reading, writing, oracy and
numeracy competencies to Level 3 of the Australian Core Skills
Framework (ACSF). See http://www.deewr.gov.au

be able to use a personal computer, including basic word
processing, spreadsheet, and email programs and internet search
engines
Advanced Diploma of Business (Operations Management)
Applicants for the Advanced Diploma of Business (Operations
Management) are expected to have:

a demonstrated capacity in learning, reading, writing, oracy and
numeracy competencies to Level 4 of the Australian Core Skills
Framework (ACSF). See http://www.deewr.gov.au

be able to use a personal computer, including basic word
processing, spreadsheet, and electronic communication platforms
and internet search engines
and as a minimum:

18
have experience, qualifications, and/or knowledge of operations
management or related fields
© State of Victoria 2011
Section B: Course Information
6. Assessment
6.1 Assessment
strategy
Standard 10 for Accredited Courses
All assessment will be consistent with the Australian Quality Training
Framework Essential Conditions and Standards for Continuing (or
Initial) Registration Standard 1. See AQTF User guides to the Essential
Conditions and Standards for Continuing (or Initial) Registration:
http://www.training.com.au/documents/AQTF Essential Conditions
and Standards for Continuing Registration.pdf
Imported units of competencies must be assessed according to the
rules of the relevant Training Package.
Assessment methods and collection of evidence will involve application
of knowledge and skills to operations management workplaces or
simulated environments.
All assessment activities will be related to an operations management
context.
A range of assessment methods will be used, such as:
-
action learning projects in real, or simulated, operations
management settings
research projects in operations management
portfolio
practical exercises
observation
direct questioning
presentation
third party reports
Where the learning takes place in simulated worksites, the individual
needs of the learner will be reflected in the assessment methods.
Consistent with Standard 1, Element 5 of the Australian Quality
Training Framework Essential Conditions and Standards for Continuing
(or Initial) Registration, RTOs must ensure that Recognition of Prior
Learning (RPL) is offered to all applicants in determining competency
for Credit.
There is no mandatory workplace assessment.
6.2 Assessor
competencies
Standard 12 for Accredited Courses
The Australian Quality Training Framework Essential Conditions and
Standards for Continuing (or Initial) Registration, Standard 1.4 states
the requirements for the competence of persons assessing the course
See AQTF User guides to the Essential Conditions and Standards for
Continuing (or Initial) Registration:
http://www.training.com.au/documents/AQTF Essential Conditions
and Standards for Continuing Registration.pdf
Assessors of the imported units of competency must meet the
guidelines of the relevant Training Package and/or accredited Course
Documentation.
© State of Victoria 2011
19
Section B: Course Information
7. Delivery
7.1 Delivery modes
Standard 11 for Accredited Courses
Delivery of units of competency from the relevant Training Packages
must be consistent with the guidelines of the relevant Training
Package.
Delivery of units of competency imported from Training Packages
should be contextualised to the operations management industry
sector, whilst ensuring that the delivery guidelines are adhered to.
Delivery of units of competency will take into consideration the
individual needs of students and will involve blended delivery mode
including:
-
workshops
-
other teacher directed classroom instruction and activities
-
individual assignments
-
team-based assignments
-
applied learning in the workplace or simulated operations
management environment
-
lectures
Learners are supported through: on-line (internet, social media, email
and telephony); face-to-face conferencing, mentoring and interviews;
ad hoc arrangements, and regular progress monitoring, particularly for
practical work.
The course may be delivered part-time or full-time.
There is no mandatory workplace delivery.
7.2 Resources
Standard 12 for Accredited Courses
Resources include:
20

teachers/trainers who meet the Australian Quality Training
Framework Essential Conditions and Standards for Continuing (or
Initial) Registration Standard 1.4. See AQTF User guides to the
Essential Conditions and Standards for Continuing (or Initial)
Registration: http://www.training.com.au/documents/AQTF
Essential Conditions and Standards for Continuing Registration.pdf

access to computers and internet

access to workplace or simulated operations management
environment
© State of Victoria 2011
Section B: Course Information
8. Pathways and
articulation
Standard 8 for Accredited Courses
This qualification comprises nationally endorsed units of competency
from the following Training Packages:
-
BSB07 Business Services
TLI07 Transport and logistics
PSP04 Public Sector
MSA07 Manufacturing
FDF10 Food Processing
LGA04 Local Government
TAE10 Training and Education
Participants who successfully complete any of these units will, upon
enrolment, gain credit into other qualifications that require those same
units.
Likewise, those participants who have successfully completed any of
these units of competency from the Training Packages will, upon
enrolment into the Certificate IV in Business (Operations
Management); the Diploma of Business (Operations Management), or
the Advanced Diploma of Business (Operations Management), gain
credit for those same units.
A possible pathway exists from the Certificate IV in Business
(Operations Management) to the Diploma of Business (Operations
Management) and similarly, from the Diploma to the Advanced
Diploma of Business (Operations Management).
There are no formal articulation arrangements at present.
9. Ongoing monitoring
and evaluation
Standard 13 for Accredited Courses
The Curriculum Maintenance Manager (CMM), Business Industries is
responsible for the on-going monitoring and maintenance of the
Certificate IV in Business (Operations Management); the Diploma of
Business (Operations Management), and the Advanced Diploma of
Business (Operations Management).
The Certificate IV in Business (Operations Management); the Diploma
of Business (Operations Management), and the Advanced Diploma of
Business (Operations Management) will be reviewed at mid-point of
accreditation period. Evaluations will involve consultation with:
-
course participants
-
operations management industry representatives
-
teaching staff
-
assessors
Any significant changes will be reported to the VRQA and to all RTOs
responsible for delivering the course.
© State of Victoria 2011
21
Section B: Course Information: Appendices
Section B: Appendices
Appendix 1: Previous course modifications
Appendix 2: Course content developed by the Steering Committee
2.1: Skills and knowledge overview
2.2: Training demand/Job Search
2.3: Skills and knowledge mapping
Appendix 3: Transition tables
3.1: Advanced Diploma of Business (Operations Management
3.2: Diploma of Business (Operations Management
3.3: Certificate IV in Business (Operations Management
Appendix 4: Employability skills summaries
4.1: Advanced Diploma of Business (Operations Management
4.2: Diploma of Business (Operations Management
4.3: Certificate IV in Business (Operations Management
Note: See Accreditation Support Documents for the following:
Steering Committee details
Minutes of Steering Committee meetings
Letters of support from industry
Course contents endorsement forms
Accreditation adviser report showing course developer’s responses
Accreditation panel minutes
Declaration by accreditation advisers
22
© State of Victoria 2011
Section B: Course Information: Appendices
© State of Victoria 2011
23
Appendix 1: Previous course modifications
Section B: Appendices
Appendix 1: Previous course modifications
The following course modifications were approved by the VRQA in January, 2010
21699VIC
Certificate IV in Business (Operations Management)
3 units from the Core of the Certificate IV have been updated with the latest version of these units and moved from
the core to the elective bank:
Version1 unit
Version 1 Title
Hrs
Version 2 unit
Version 2 Title
Hrs
BSBCMN410A
Coordinate implementation of
customer service strategies
40
BSBCUS401A
Coordinate implementation
of customer service
strategies
40
BSBCMN406A
Maintain business technology
40
BSBITS401A
Maintain business
technology
40
BSBHR405A
Implement industrial relations
procedures
50
BSBWRK410A
Implement industrial
relations procedures
50
The unit below has been updated with the latest version and moved from the elective bank to the core:
BSBFLM409B
Implement continuous
implement
50
BSBMGT403A
Implement continuous
improvement
50
The following units have been updated with the latest versions, or a more relevant unit:
Version1 unit
Version 1 Title
Hrs
Version 2 unit
Version 2 Title
Hrs
BSBFLM403B
Implement effective workplace
relationship
50
TLIG607C
Facilitate work teams
50
TDTF397B
Implement and monitor OHS
procedures
30
TLIF407C
Organise occupational
health and safety
procedures in the
workplace
30
MEM12.24A
Perform computations
30
TLIE607D
Collect, analyse and present
workplace data and
information
30
TDTE1398B
Apply workplace statistics
20
TLIE1307C
Apply workplace statistics
20
MCMS400A
Implement a competitive
manufacturing system
50
MSACMS400A
Implement a competitive
manufacturing system
50
MCMT260A
Use planning software systems
in manufacturing
40
MSACMT260A
Use planning software
systems in manufacturing
40
MCMT460A
Facilitate the use of planning
software in manufacture
50
MSACMT460A
Facilitate the use of
planning software in
manufacturing
50
TAADEL404A
Facilitate work-based learning
15
TAADEL404B
Facilitate work-based
learning
15
BSBMKG407A
Make a presentation
30
BSBCMM401A
Make a presentation
30
TDTF797B
Implement and coordinate
accident emergency
procedures
40
TLIF707C
Implement and coordinate
accident emergency
procedures
40
TDTJ197B
Apply quality procedures
40
TLIJ107C
Apply quality procedures
40
24
© State of Victoria 2011
Section B: Appendices
BSBCMN420A
Appendix 1: Previous course modifications
Write complex documents
50
BSBWRT401A
Write complex documents
50
The wording regarding the choice of electives has been altered:
Version 1 wording
Version 2 wording
‘Students are to complete at least 2 units from the following
elective units. Any appropriate endorsed units of
competency from an equivalent level may be substituted
for these electives’
Students must complete a minimum of 2 units from the
list below (or other appropriate endorsed units of
competency) from either Certificate IV or Diploma level’
21700VIC
Diploma of Business (Operations Management)
Additional wording has been included in the Entry Requirements for the Diploma:
Version 1 wording
Version 2 wording
The entry requirement for the 21700VIC Diploma of
Business (Operations Management) is the successful
completion of the following units of competency:
Students entering at the Diploma level must complete the
core of the Certificate IV in Business (Operations
Management) or provide evidence of demonstrated
equivalence
The following unit has been updated with the latest version and moved from the core to the elective bank:
BSBPUR501A
Develop, implement and
review purchasing strategies
60
BSBPUR501B
Develop, implement and
review purchasing
strategies
60
The following unit has been updated with the latest version and replaces BSBSBM406A Manage finances. This unit
was previously an elective and has now moved from the elective bank to the core:
BSBMGT503A
Prepare budgets and financial
plans
60
BSBFIM501A
Manage budgets and
financial plans
70
The following units have been updated with the latest versions:
BSBPUR502A
Manage supplier relationships
40
BSBPUR502B
Manage supplier
relationships
40
BSBPUR504A
Manage a supply chain
60
BSBPUR504B
Manage a supply chain
60
BSBCMN419A
Manage projects
60
BSBPMG510A
Manage projects
60
BSBMGT505A
Ensure a safe workplace
60
BSBOHS509A
Ensure a safe workplace
60
BSBFLM514A
Manage people
60
BSBMGT502B
Manage people
performance
70
BSBMKG405A
Implement and monitor
marketing activities
40
BSBMKG514A
Implement and monitor
marketing activities
50
TDTL1998B
Implement and monitor
transport logistics
40
TLIL1907C
Implement and monitor
transport logistics
40
MCMT481A
Undertake proactive
maintenance analysis
50
MSACMT481A
Undertake proactive
maintenance analyses
50
BSBMGT506A
Recruit, select and induct staff
60
BSBHRM402A
Recruit, select and induct
staff
50
© State of Victoria 2011
25
Appendix 1: Previous course modifications
Section B: Appendices
BSBFLM505B
Manage operational plan
60
BSBMGT515A
Manage operational plan
60
BSBFLM510B
Facilitate and capitalise on
change and innovation
60
BSBINN502A
Build and sustain an
innovative work
environment
50
PSPGOV518A
Benchmark performance
70
PSPGOV518A
Benchmark performance
70
A new unit has been added to the elective bank:
MCMT671A
Develop and manage
sustainable environmental
practices
50
The wording regarding elective choice for the Diploma has changed:
Version 1 wording
Version 2 wording
Students are to complete at least 2 units from the following
elective units.
Any appropriate endorsed units of competency from an
equivalent level may be substituted for these electives.
Students must choose a minimum of 3 units from the list
below (or any other appropriate endorsed units of
competency) from either Diploma or Advanced Diploma
level.
26
© State of Victoria 2011
Section B: Appendices
Appendix 2: Course content developed by Steering Committee
Appendix 2: Course content developed by the Steering Committee
2.1 Skills and knowledge overview
Steering Committee and project team members have identified skills area required for
practitioners at the three levels of job role addressed by the suite of qualifications.
These skills sets have been aligned to the following definition of Operations Management
determined by the Steering Committee as follows:
OPERATIONS MANAGEMENT is the systemised set of activities that creates value in the form of
goods and services by transforming inputs into outputs. Such activities take place in all
organisations and industry sectors.
Table 2.1: Draft Course Structure and content
th
[Developed by expert sub-committee on 15 September and amended and confirmed by Steering Committee: See
Accreditation Support Documentation: Minutes of Steering Committee Meeting #2 – 12/11/10]
Each course is to be
a stand-alone
qualification
Certificate IV in
Operations Management
Diploma of Operations
Management
Advanced Diploma of
Operations Management
Job role
Support / limited
supervision
Manage/ ensure
Design / direct / oversee
Course structure
3 Core units
3 Core units
3 Core units
9 Elective units
7 Elective units
5 Elective units
1: Operations
Management Strategy
and Execution
1: Operations
Management Strategy
and Execution
1: Operations
Management Strategy underpinning theory
- underpinning theory
- underpinning theory
design and oversight
- implementation of plan
- capacity and risk
management planning
Core Units
To be based on
critical elements of
operations
management :
- own role in process
See below: Figure 1- (KPIs)
Three Tier Approach - limited supervision
and Figure 2 - Critical
- identification of issues
concept of Capacity
and reporting to
appropriate personnel
- use of support systems
and expertise
- alignment to strategic
planning
- review and monitoring
- KPIs including capacity
analysis
- monitoring and review
- evaluation of own
performance
2: Integration
implementation
- own role in process
(KPIs)
- implementation
strategies
- limited supervision
- alignment to strategic
planning
- use of support systems
and expertise
- evaluation of own
performance
© State of Victoria 2011
- policies and procedures
- KPIs including capacity
analysis
- monitoring and review
2: Integration
implementation
- identification of issues
and reporting to
appropriate personnel
- cover three tiers alignment to
organisational plan
- support systems
- risk management in
implementation
- evaluation
2: Integration planning
- framework for
integration
- alignment to strategy
- performance systems
- culture of organisation
to accept integration
process
- support systems
- risk management
planning
- evaluation
27
Appendix 2: Course content developed by Steering Committee
Section B: Appendices
3: Resource Management
3: Resource Management
3: Resource Management
- own role in process
(KPIs)
- implementation
strategies
- limited supervision
- alignment to strategic
planning
- resource management
system for day-to-day
requirements
- identification of issues
and reporting to
appropriate personnel
- use of support systems
and expertise
- performance systems
- continuous improvement
and evaluation
- continuous improvement
- alignment to strategy
- documentation and
evaluation
- evaluation of own
performance
Elective units are to be selected from a provided list or to be selected from any currently endorsed Training
Package or accredited course at the appropriate qualification level or higher.
Elective fields
OHS
OHS (integrated)
OHS (integrated)
OHS (integrated)
Sustainability
integrated plus choice of
focussed unit/s
integrated plus choice of
focussed unit/s
integrated plus choice of
focussed unit/s
Technical
continuous improvement
information systems
continuous improvement
/ sustainability
continuous improvement
/ waste reduction
Supply Chain
monitoring/ co-ordinate
stock takes
inventory management
planning
purchasing strategies
importing /exporting
monitoring warehouse
operations
managing suppliers
scheduling
warehousing /
distribution
risk management
strategic planning
customer service
leadership
finance
risk management
sustainability
policy management
contracts
e-business
performance assessment
– business
resourcing
negotiating a contract
Business
collect, analyse and
present workplace data
and information
business technology
workplace mathematics
and spreadsheet use
quality assurance
facilitate work-based
learning
sustainability
scheduling
28
e-business solutions
sustainability
innovation
support systems including
workplace learning
© State of Victoria 2011
Section B: Appendices
Appendix 2: Course content developed by Steering Committee
Figure 1:
Three Tier approach to Operations Management
1. STRATEGY
(Long-term
planning: 3-5
years)
2. INTEGRATION
(Short-term planning:
quaterly to annual)
3. RESOURCE KPIs
(Day-to-day )
Figure 2:
Critical concept of CAPACITY
VOLUME
SUPPLY
BALANCE
DEMAND
VARIETY
© State of Victoria 2011
29
Appendix 2: Course content developed by Steering Committee
30
Section B: Appendices
© State of Victoria 2011
Section B: Appendices
Appendix 2: Course content developed by Steering Committee
2.2 Training demand / Job search
Enrolment information
RTOs that deliver the Operations Management qualification (principally, Kangan Institute,
Chisholm Institute and Victorian University) report a high interest in the new structure and
content into three discrete Operations Management qualifications. The majority of enquiries
come from a broad range of industry sectors beyond the traditional manufacturing domains.
Victoria University alone reports projected enrolments across the three new qualifications of at
least 55 students from diverse backgrounds. This confirms that the new structure and content
meets the emerging need for clearly defined operations management training that recognises that
operations management takes place in all organisations.
Labour market information
Training demand and course relevance to existing labour market positions is evidenced in research
conducted on 19th May and 5th June, 2010, and 19th January, 2011 through:
http://australia.recruit.net/; http://jobsearch.careerone.com.au, and http://www.seek.com.au/
Table 2.2 comprises a representative sample of this research. Key words and phrases in bold and
italics indicate matches to skills and knowledge identified by the Steering Committee. See
Appendix 2.1 Skills and knowledge overview
Table 2.2: Alignment of course content to labour market skills and knowledge requirements
Industry sector /
Position title
Retail - Operations
Manager
© State of Victoria 2011
Responsibilities

primary functions: financial management; organisational effectiveness;
organisational leadership, and risk management

improve the operational systems, processes and policies in support of
organisation’s mission -- specifically, support better management reporting,
information flow and management, business process and organisational
planning

manage and increase the effectiveness and efficiency of support services (HR,
IT and finance), through improvements to each function as well as coordination and communication between support and business functions

play a significant role in long-term planning, including an initiative geared
toward operational excellence

oversee overall financial management, planning, systems and controls

management of agency budget in co-ordination with the executive director

development of individual program budgets

invoicing to funding sources, including calculation of completed units of
service

payroll management, including tabulation of accrued employee benefits

disbursement of checks for agency expenses.

organisation of fiscal documents

regular meetings with executive director around fiscal planning

supervise and coach office manager on a weekly basis

contribute to short and long-term organisational planning and strategy as a
member of the management team
31
Appendix 2: Course content developed by Steering Committee
Retail – Operations
Manager
Fast Moving
Consumer Goods /
Warehouse
Operations
Railway signalling /
Engineering
Mining – Operations
Manager: Business
Unit
32
Section B: Appendices

oversight of maintenance, upgrades, fit outs and refurbishment works

management of works teams and sub-contractors on site

issuing of work orders and ensuring OHS compliance

consistent reporting to head office on progress of works and state of facilities
and tendering and organising soft services contracts

liable for the overall management and performance of organisation

directing of warehouse managers and supervisor

implementing and developing business operations

continuously improving service levels

provide exceptional leadership to a large team of geographically dispersed
signalling design engineers to ensure outstanding delivery of all projects

own the planning and deployment activity for all design engineers in line with
forecasted project demand for the ANZ business to ensure required numbers
and skill sets are available

design and embed a strategic plan to ensure the development of existing
staff and the recruitment and training of staff in line with the planned growth
of the business

partner closely with the advanced engineering team for the development of
tenders and to ensure tenders are successfully transferred into projects, and
that change control processes are adhered to

identify commercial opportunities for the company, striving to deliver these
with the co-operation of other company departments.

coach, develop and mentor direct reports consisting of regional based
engineering managers.

champion design engineering activities across the region with a focus on
ensuring we produce strong commercial design solutions and delivery within
a very competitive marketplace without compromising on industry safety
standards

provide leadership to the project managers to ensure the clients’ and
organisation’s expectations are met

establish and nurture open and constructive relationships with both current
and potential clients, and other key stakeholders

maintain co-operative working relationships with colleagues, functional
support staff, other business units and subsidiaries to maximise benefits for
the group

ensure projects are safely delivered

ensure project budgets and targets are exceeded.

ensure the declared margin is achieved and further profit opportunities are
maximised

identify new business opportunities by building relationships with key target
businesses and pursue and secure growth

assist in diversification of our business by support the infra leadership team in
pursuing tenders/bids in target markets and for target clients

ensure appropriate organisational structures and staffing requirements are
© State of Victoria 2011
Section B: Appendices
Appendix 2: Course content developed by Steering Committee
implemented on projects that will exceed clients’ expectations and
contractual requirements
State Museum –
Operations Manager
of Exhibitions
Laundry (commercial):
Operations Manager
Consultancy
(specialising in
procurement and
supply chain markets)
© State of Victoria 2011

co-ordinate and participate in the preparation of bids which are designed to
secure profitable business

manage the multi-faceted relationships of organisation, including internal
and external stakeholders, clients, joint ventures, industry affiliate.

manage large teams

have engineering qualifications

experience in working within a contractor environment particularly on large
scale earthworks and other infrastructure projects

managing large-scale visitor attraction (project/event)

manage staff, budgets, rosters, quality standards and business relationships

resourcefulness in problem-solving with a results-oriented approach

managing schedules and resourcing

oversee the day-to-day operations of commercial laundry facility

train, manage and motivate staff

develop operating procedures to ensure quality service is provided at all times

oversee productivity and growth targets

maintain a safe working environment

liaise and influence stakeholders

have strong analytical, problem-solving and decision making skills

have strong communication and interpersonal skills

have ability to build rapport with and influence stakeholders

laundry functions, systems and equipment…

lynchpin between the support services and client facing employees

have a strong people management skills and client presentation skills

able to present to internal and external stakeholder groups.

managing a team of … analysts which will include recruiting, training and
mentoring

development of new system tools and then training the category managers
on these newly created tools

act as liaison point between the client-facing teams and the analytical
resources

business process re-engineering and continuous business improvement

project management duties as applicable

resource planning and knowledge transfer within the group

have procurement and sourcing background
33
Appendix 2: Course content developed by Steering Committee
Arboriculture –
Operations
Management

Key areas are:
o
project management
o
financial control including budget development
o
risk management
o
supplier management
o
human resource management of staff
o
Hospitality:
Catering/Events
Operations Supervisor
Electronic Data
Capture and
Information
Management
34
Section B: Appendices
resource management
o
proactive customer services
o
communication

growing the business

identify new customers and business opportunities

represent the company on contract negotiations

knowledge of operation of relevant equipment, such as: chainsaws, EWPs and
trucks

knowledge of OHS legislation and its operational impacts

leading teams within a banquet and function environment

resourcing of food and beverage service and products

planning for food and beverage service production and delivery

excellent personal presentation, communication and interpersonal skills

resourcing of staff and

attention to the smallest detail

bump in /bump out

deliver to strict timelines

competency using e-business technology

a current RSA certificate

responsible for the day-to-day management of a large team across multiple
shifts

co-ordinate workflow and production processes

knowledge of:
o
project management
o
IT Systems knowledge
o
Microsoft Office

maintain production schedules and time frames to meet customer
expectations

ensure people and equipment resources meet demands

assist with budget outcomes

assist with quality system issues that affect production capability
© State of Victoria 2011
Section B: Appendices
Appendix 2: Course content developed by Steering Committee
2.3 Skills and knowledge mapping
The following table shows the mapping of the key skills areas of Operations Management,
identified by the Steering Committee, against suggested electives selected from nationally
endorsed Training Packages and accredited qualifications. Where identified skills areas not
covered by existing Training Packages and accredited qualifications, new units of competency have
been developed.
Table 2.3: Required skills and knowledge mapping to course content
Knowledge and
skill areas
Mapped to endorsed/accredited units
Mapped to new units
Cert IV – VU20591: Promote
principles of operations
management
Operations
management
strategy design,
development,
implementation
and review
Dip – VU20596 Manage operations
management strategy
Adv Dip – VU20597: Develop and
direct operations management
strategy
Capacity
analysis/alignment
to organisational
strategic planning
Cert IV – VU20592: Undertake
integrations of operations
management strategy
Integration of
operations
management
strategy
Dip – VU20594: Co-ordinate
integrations of operations
management strategy
Adv Dip – VU20598: Direct
integration of operations
management strategy
Cert IV – VU20593: Conduct
operations management resourcing
Dip – VU20594: Co-ordinate
integrations of operations
management strategy
Adv Dip – VU20599: Develop and
oversee operations management
resourcing
Operations
management
strategy resourcing
OHS
TLIF407C: Organise occupational health and
safety procedures in the workplace
TLIF707C: Implement and coordinate
accident-emergency procedures
BSBOHS509A: Ensure a safe workplace
Sustainability
MSACMT671A: Develop and manage
sustainable environmental practices
BSBSUS501A: Develop workplace policy and
procedures for sustainability
Technical
TLIJ107C: Apply quality procedures
BSBMGT402A: Implement operational plan
BSBMGT515A: Manage operational plan
© State of Victoria 2011
35
Appendix 2: Course content developed by Steering Committee
Section B: Appendices
BSBMGT403A: Implement continuous
improvement
BSBMGT516A: Facilitate continuous
improvement
BSBPMG510A: Manage projects
BSBMKG514A: Implement and monitor
marketing activities
MSACMT481A: Undertake proactive
maintenance analyses
Supply chain
development &
management
Facilities
management
FDFPPL4003A: Schedule and manage
production
VU20087: Monitor a supply chain operation
VU20088: Monitor warehouse operations
VBP115: introduction to warehouse
operations
VBP720: Review import and export business
procedures in an operations management
environment
TLIA5807A: Manage facility and inventory
requirements
TLIL1907C: Implement and monitor transport
logistics
TDTP998B: Plan and maintain warehouse
layouts and inventory locations
BSBPUR501B: Develop, implement and review
purchasing strategies
BSBPUR502B: Manage supplier relationships
BSBPUR504B: Manage a supply chain
Business:
Communication
skills
TLIG607C: Facilitate work teams
LGADMIN421A: Participate in negotiations
TLIE1307C: Apply workplace statistics
TLIE607D: Collect, analyse and present
workplace data and information
BSBCMM401A: Make a presentation
BSBCUS401A: Coordinate implementation of
customer service strategies
BSBWRK410A: Implement industrial relations
procedures
BSBWRT401A: Write complex documents
Financial
management
BSBFIM501A: Manage budgets and financial
plans
Contract and
commercial laws
TLIR507A: Manage a contract
e-business &
technology
MSACMT260A: Use planning software systems
in manufacturing
MSACMT460A: Facilitate the use of planning
36
© State of Victoria 2011
Section B: Appendices
Appendix 2: Course content developed by Steering Committee
software systems in manufacturing
BSBITS401A: Maintain business technology
BSBEBU501A: Investigate and design ebusiness solutions
Organisational
development
TAEDEL402A: Plan, organised and facilitate
learning in the workplace
BSBHRM402A: Recruit, select and induct staff
BSBINN502A: Build and sustain an innovative
work environment
BSBMGT605B: Provide leadership across the
organisation
BSBMGT616A: Develop and implement
strategic plans
Productivity
/capacity
MSACMS400A: Implement a competitive
manufacturing system
BSBMKG514A: Implement and monitor
marketing activities
BSBRSK501A: Manage risk
PSPGOV518A: Benchmark performance
© State of Victoria 2011
37
Appendix 2: Course content developed by Steering Committee
38
Section B: Appendices
© State of Victoria 2011
Section B: Appendices
Appendix 3: Transition tables
Appendix 3: Transition tables
3.1 Certificate IV
21699VIC Certificate IV in Business (Operations Management) to 22153VIC Certificate IV in
Business (Operations Management). There are to be no new enrolments in 21699VIC after 30 th
June, 2011.
Unit code and title in this
qualification
Relationship to unit in 21699VIC
Comments
VU20591: Promote principles of
operations management
New unit
No equivalent
VU20592: Undertake integrations
of operations management
strategy
New unit
No equivalent
VU25093: Conduct operations
management resourcing
New unit
No equivalent
BSBCMM401A: Make a
presentation
BSBCMM401A: Make a
presentation
No change
BSBCUS401A: Coordinate
implementation of customer
service strategies
BSBCUS401A: Coordinate
implementation of customer
service strategies
No change
BSBITS401A: Maintain business
technology
BSBITS401A: Maintain business
technology
No change
BSBMGT402A: Implement
operational plan
Nil
New to course
BSBMGT403A: Implement
continuous improvement
BSBMGT403A: Implement
continuous improvement
No change
BSBWRK410A: Implement
industrial relations procedures
BSBWRK410A: Implement
industrial relations procedures
No change
BSBWRT401A: Write complex
documents
BSBWRT401A: Write complex
documents
No change
MSACMS400A: Implement a
competitive manufacturing
system
MSACMS400A: Implement a
competitive manufacturing
system
No change
MSACMT260A: Use planning
software systems in
manufacturing
MSACMT260A: Use planning
software systems in
manufacturing
No change
MSACMT460A: Facilitate the use
of planning software systems in
manufacturing
MSACMT460A: Facilitate the use
of planning software systems in
manufacturing
No change
TLIE1307C: Apply workplace
statistics
TLIE1307C: Apply workplace
statistics
No change
© State of Victoria 2011
39
Appendix 3: Transition tables
Section B: Appendices
TLIE607D: Collect, analyse and
present workplace data and
information
TLIE607D: Collect, analyse and
present workplace data and
information
No change
TLIF407C: Organise occupational
health and safety procedures in
the workplace
TLIF407C: Organise occupational
health and safety procedures in
the workplace
No change
TLIF707C: Implement and
coordinate accident-emergency
procedures
TLIF707C: Implement and
coordinate accident-emergency
procedures
No change
TLIG607C: Facilitate work teams
TLIG607C: Facilitate work teams
No change
TLIJ107C: Apply quality
procedures
TLIJ107C: Apply quality
procedures
No change
FDFPPL4003A: Schedule and
manage production
FDFPPL4003A: Schedule and
manage production
No change
LGADMIN421A: Participate in
negotiations
LGADMIN421A: Participate in
negotiations
No change
TAEDEL402A: Plan, organised and
facilitate learning in the
workplace
TAADEL404B: Facilitate workbased learning
Under the updating of TAA04 to
TAE10 Training Package,
TAADEL404B: Facilitate workbased learning and TAADEL403B:
Facilitate individual learning have
been merged to become
TAEDEL402A: Plan, organised and
facilitate learning in the
workplace.
Holders of both TAADEL404B:
Facilitate work-based learning
and TAADEL403B: Facilitate
individual learning are able to
convert to TAADEL402A: Plan,
organised and facilitate learning
in the workplace
VBP115: Introduction to
Warehouse Operations
VBP115: Introduction to
Warehouse Operations
No change
VU20088: Monitor warehouse
operations
Nil
New to course
VU20087: Monitor a supply chain
operation
Nil
New to course
40
© State of Victoria 2011
Section B: Appendices
Appendix 3: Transition tables
3.2 Diploma
21700VIC Diploma of Business (Operations Management) to 22154VIC Diploma of Business
(Operations Management). There are to be no new enrolments in 21700VIC after 30 th June, 2011.
Unit code and title in this
qualification
Relationship to unit in 21699VIC
Comments
VU20594: Co-ordinate
integrations of operations
management strategy
New unit
No equivalent
VU20595: Co-ordinate operations
management resourcing
New unit
No equivalent
VU20596: Manage operations
management strategy
New unit
No equivalent
BSBFIM501A: Manage budgets
and financial plans
BSBFIM501A: Manage budgets
and financial plans
No change
BSBHRM402A: Recruit, select and
induct staff
BSBHRM402A: Recruit, select and
induct staff
No change
BSBINN502A: Build and sustain an
innovative work environment
BSBINN502A: Build and sustain an
innovative work environment
No change
BSBMGT502B: Manage people
performance
BSBMGT502B: Manage people
performance
No change
BSBMGT515A: Manage
operational plan
BSBMGT515A: Manage
operational plan
No change
BSBMKG514A: Implement and
monitor marketing activities
BSBMKG514A: Implement and
monitor marketing activities
No change
BSBOHS509A: Ensure a safe
workplace
BSBOHS509A: Ensure a safe
workplace
No change
BSBPMG510A: Manage projects
BSBPMG510A: Manage projects
No change
BSBPUR501B: Develop,
implement and review purchasing
strategies
BSBPUR501B: Develop,
implement and review purchasing
strategies
No change
BSBPUR502B: Manage supplier
relationships
BSBPUR502B: Manage supplier
relationships
No change
BSBPUR504B: Manage a supply
chain
BSBPUR504B: Manage a supply
chain
No change
BSBSUS501A: Develop workplace
policy and procedures for
sustainability
BSBSUS501A: Develop workplace
policy and procedures for
sustainability
No change
TLIL1907C: Implement and
monitor transport logistics
TLIL1907C: Implement and
monitor transport logistics
No change
© State of Victoria 2011
41
Appendix 3: Transition tables
TLIA5807A: Manage facility and
inventory requirements
Section B: Appendices
TDTP998B: Plan and maintain
warehouse layouts and inventory
locations
Equivalent
MCMT671A: Develop and manage
sustainable environmental
practices
Removed.
MSACMT481A: Undertake
proactive maintenance analyses
MSACMT481A: Undertake
proactive maintenance analyses
No change
PSPGOV518A: Benchmark
performance
PSPGOV518A: Benchmark
performance
No change
TLIR507A: Manage a contract
Nil
New to course
42
Unit is originally from Training
Package MCM04 Competitive
Manufacturing that is superseded
by MSA07 Manufacturing Training
Package. Updated unit
MSACMT671A has been moved to
the Advanced Diploma because of
the increase in depth and breadth
of skills and knowledge required
and the increase of credit matrix
level to 6
© State of Victoria 2011
Section B: Appendices
Appendix 3: Transition tables
3.2 Advanced Diploma
21701VIC Advanced Diploma of Business (Operations Management), and 22155VIC Advanced
Diploma of Business (Operations Management). There are to be no new enrolments in 21701VIC
after 30th June, 2011.
Unit code and title in this
qualification
Relationship to unit in 21699VIC
Comments
VU25097: Develop and direct
operations management strategy
New unit
No equivalent
VU20598: Direct integration of
operations management strategy
New unit
No equivalent
VU20599: Develop and oversee
operations management
resourcing
New unit
No equivalent
VBP720: Review import and
export business procedures in an
operations management
environment
VBP720: Review import and export
business procedures in an
operations management
environment
No change
BSBEBU501A: Investigate and
design e-business solutions
BSBEBUS605A: Identify and
implement e-business innovation
These two units have been
merged to become
BSBEBU501A in BSB07 Business
Services Training Package and
are equivalent
BSBEBUS601A: Develop an ebusiness strategy
BSBMGT516A: Facilitate
continuous improvement
BSBMGT516A: Facilitate continuous
improvement
No change
BSBMGT605B: Provide leadership
across the organisation
BSBMGT605A: Provide leadership
across the organisation
Equivalent
BSBMGT616A: Develop and
implement strategic plans
BSBMGT601A: Contribute to
strategic direction
These two units have been
merged to become
BSBMGT616A in BSB07
Business Services Training
Package and are equivalent
BSBMGT602A: Contribute to the
development and implementation
of strategic plans
BSBPMG510A: Manage projects
Nil
New to course
BSBRSK501A: Manage risk
BSBMGT609A: Manage risk
Equivalent
BSBSUS501A: Develop workplace
policy and procedures for
sustainability
Nil
New to course
MSACMT671A: Develop and
manage sustainable
environmental practices
Nil
New to course
TLIR507A: Manage a contract
CUSADM10A: Establish and manage
contracts
Equivalent
© State of Victoria 2011
43
Appendix 3: Transition tables
44
Section B: Appendices
© State of Victoria 2011
Section B: Appendices
Appendix 3: Employability skills summary - Certificate IV
Appendix 4: Employability Skills Summaries
4.1 Certificate IV
Employability Skills Summary
Qualification Code:
222153VIC
Qualification Title:
Certificate IV in Business (Operations Management)
The following table contains a summary of the employability skills required for this qualification. This table should be
interpreted in conjunction with the detailed requirements of each unit of competency packaged in this qualification.
The Employability Skills facets described here are broad industry requirements that may vary depending on the
packaging options.
Employability Skill
Industry/enterprise requirements for this qualification include the
following facets:
Communication that

liaising, listening and consulting to communicate ideas and develop
plans to achieve agreed outcomes

modelling open and supportive communication

using language appropriate to the needs of others

responding to feedback and instructions

sharing industry information with colleagues and peers

researching information

reading, interpreting, writing and presenting reports

interacting effectively with others, as an individual or as a team
member, to achieve a shared goal. This may involve:
contributes to productive and
harmonious relations across
employees and customers
Teamwork that contributes
to productive working
relationships and outcomes
o
working effectively in diverse teams and with individual
differences
o
effectively acknowledging cultural protocols
o
knowing how to define the roles within a team
o
identifying the strengths of team members
o
working towards consensus in a team environment

working collaboratively with, and recognising and supporting the
contribution of, relevant professionals
Problem solving that

evaluating and challenging ideas for effective solutions
contributes to productive
outcomes

finding, analysing and interpreting data

solving discrepancies

sourcing relevant specialists to provide assistance where required

referring non-routine problems to a nominated person

analysing relevant workplace data in order to identify hazards to
and monitor risks

maintaining record-keeping, monitoring and evaluation systems
© State of Victoria 2011
45
Appendix 3: Employability skills summaries - Certificate IV
Section B: Appendices
Initiative and enterprise

contributing to organisational strategic direction
that contribute to innovative
outcomes

applying learning about operations management support
processes, procedures and continuous improvement

designing reports to effectively present information

referring non-routine problems to a nominated person

identifying and acting upon learning and support opportunities for
implementation of operations management processes and
procedures
Planning and organising

organising tasks, resources, equipment and time lines
that contribute to long and
short-term strategic planning

planning for contingencies

collecting, analysing and organising information

accessing and systematically searching electronic databases

evaluating the relevance, reliability and authority of information
and research

developing strategies to self-manage, self-motivate and self-direct
to achieve critical performance outcomes

evaluating own performance and identifying areas for
improvement

responding appropriately to constructive feedback on performance

reflecting on and taking responsibility for own performance
Learning that contributes to

ongoing improvement and
expansion in employee and
company operations and
outcomes
identifying and acting upon professional development and support
opportunities

participating in professional networks and associations to obtain
and maintain knowledge and skills
Technology that

using IT programs and electronic communication platforms relevant
to business efficiency

applying ergonomics to developing improved occupational health
and safety in using technology
Self-management that
contributes to employee
satisfaction and growth
contributes to the effective
carrying out of tasks
46
© State of Victoria 2011
Section B: Appendices
Appendix 3: Employability skills summary - Diploma
4.2 Diploma
Employability Skills Summary
Qualification Code:
22154VIC
Qualification Title:
Diploma of Business (Operations Management)
The following table contains a summary of the employability skills required for this qualification. This table should be
interpreted in conjunction with the detailed requirements of each unit of competency packaged in this qualification.
The Employability Skills facets described here are broad industry requirements that may vary depending on the
packaging options.
Employability Skill
Industry/enterprise requirements for this qualification include the
following facets:
Communication that

contributes to productive and
harmonious relations across
employees and customers
liaising, listening and consulting to negotiate deals and plans to
achieve agreed outcomes

discussing and negotiating with stakeholders on matters relating to
issues of operations management

discussing and negotiating with stakeholders on matters relating to
issues of sustainability

consulting with others to develop operations management
strategic implementation planning

researching information

negotiating solutions to new and emerging issues

developing and writing reports to specifications

compiling data, preparing presentations and ad hoc reports as
required

interacting effectively with others, as an individual or as a team
member, to achieve a shared goal. This may involve:
Teamwork that contributes
to productive working
relationships and outcomes
© State of Victoria 2011
o
working effectively in diverse teams
o
effectively acknowledging cultural protocols
o
knowing how to define the roles within a team
o
identifying the strengths of team members
o
working towards consensus in a team environment

working collaboratively with clients, colleagues, and other relevant
people to manage change and to build trust

providing feedback on team performance to relevant colleagues
47
Appendix 3: Employability skills summaries - Diploma
Problem solving that

contributes to productive
outcomes
Initiative and enterprise
that contribute to innovative
outcomes
Planning and organising
that contribute to long and
short-term strategic planning
48
Section B: Appendices
applying creative problem solving strategies by:
o
analysing and researching to provide solutions to a number of
different operations management situations, in a range of
contexts and environments
o
solving discrepancies
o
sourcing relevant specialists to provide assistance and
specifications where required by legislative, regulatory or
technical requirements

analysing relevant data in order to identify hazards, and to assess
and control risks

dealing with complex and non-routine difficulties

establishing and maintaining record-keeping, monitoring and
evaluation systems

applying risk management processes and contingency planning to
operations management

interpreting relevant technical data

dealing with complex concepts and theories of capacity and three
tier approach to operations management

applying learning about operations management principles and
practice to develop improved processes

developing reports to effectively present information

identifying trends operations management methods and practices

encouraging creativity and innovation in operations management

identifying new and emerging business opportunities and
developing strategies to capitalise on them

identifying trends in the industry

managing, fostering and facilitating change

developing and maintaining professional industry networks

encouraging sustainability practices in operations management

managing work time and priorities through setting clear goals and
deliverables, time lines and milestones, for self and with others

managing a number of tasks

planning the use of resources and adapting resource allocations to
cope with contingencies

allocating people and other resources to tasks

participating in continuous improvement and planning processes

collecting, analysing and organising information

accessing and systematically searching electronic databases

evaluating the relevance, reliability and authority of information
and research
© State of Victoria 2011
Section B: Appendices
Appendix 3: Employability skills summary - Diploma
Self-management that

developing personal goals and the strategies to achieve them
contributes to employee
satisfaction and growth

reflecting on and taking responsibility for own performance

developing strategies to self-manage, motivate and self-direct to
achieve critical deadlines when working in isolation on operations
management projects

adapting to change in technology and work practices

identifying and acting upon professional development
opportunities

taking responsibility to ensure that organisational strategic
planning and operations management planning requirements are
met

dealing with contingencies
Learning that contributes to

ongoing improvement and
expansion in employee and
company operations and
outcomes
seeking feedback and integrating constructive advice into own
professional practice

developing and maintaining personal competence

indentifying and acting upon professional development
opportunities

maintaining currency of knowledge in international and Australian
operations management and related industry practice

maintaining currency of knowledge of relevant legislation and
Codes of Practice

assisting others to acquire new knowledge and skills to improve
team and individual performance

using IT programs and electronic communication platforms relevant
to business efficiency

using technology to assist the management of information and to
assist planning processes

applying ergonomics to developing improved occupational health
and safety in using technology
Technology that
contributes to the effective
carrying out of tasks
© State of Victoria 2011
49
Appendix 3: Employability skills summaries - Diploma
50
Section B: Appendices
© State of Victoria 2011
Section B: Appendices
Appendix 3: Employability skills summary - Advanced Diploma
4.3 Advanced Diploma
Employability Skills Summary
Qualification Code:
22155VIC
Qualification Title:
Advanced Diploma of Business (Operations Management)
The following table contains a summary of the employability skills required for this qualification. This table should be
interpreted in conjunction with the detailed requirements of each unit of competency packaged in this qualification.
The Employability Skills facets described here are broad industry requirements that may vary depending on the
packaging options.
Employability Skill
Industry/enterprise requirements for this qualification include the
following facets:
Communication that

contributes to productive and
harmonious relations across
employees and customers
liaising, listening and consulting to negotiate and plan to achieve
agreed outcomes

consulting with others to develop operations management
strategic planning

conducting research to collect and analyse information

obtaining and interpreting information to ensure currency of work
practice

negotiating solutions to new and emerging issues

interpreting the needs and rights of relevant parties

managing and developing others to be effective and empowered
team members

managing and providing feedback on individual and team
performance

working collaboratively with other relevant professionals, including
managing change and building trust

assessing financial viability of new opportunities and matching
organisational capability with market needs

developing and managing risk management and contingency plans

interpreting relevant technical data

dealing with complex and non-routine difficulties

dealing with complex concepts and theories of capacity and three
tier approach to operations management
Teamwork that contributes
to productive working
relationships and outcomes
Problem solving that
contributes to productive
outcomes
© State of Victoria 2011
51
Appendix 3: Employability skills summaries – Advanced Diploma
Section B: Appendices
Initiative and enterprise

encouraging creativity and innovation in operations management
that contribute to innovative
outcomes

identifying new and emerging business opportunities and
developing strategies to capitalise on them

identifying trends in the industry

managing, fostering and facilitating change

developing and maintaining professional industry networks

encouraging sustainability practices in operations management

developing systems that are flexible and responsive to changing
circumstances

planning for contingencies and performance of staff and systems

monitoring and evaluating performance

developing continuous improvement systems

evaluating the relevance, reliability and authority of information
and research
Self-management that

managing own time and priorities
contributes to employee
satisfaction and growth

reflecting on and taking responsibility for own performance

developing and substantiating own views and ideas

adapting to change in technology and work practices

taking responsibility to ensure that organisational strategic
planning requirements are met

dealing with contingencies
Learning that contributes to

ongoing improvement and
expansion in employee and
company operations and
outcomes
seeking feedback and integrating constructive advice into own
professional practice

developing and maintaining personal competence

managing opportunities for professional development and
maintaining currency of knowledge in international and Australian
operations management and related industry practice

maintaining currency of knowledge of relevant legislation and
Codes of Practice

managing the performance of team members by regular
monitoring and review

using IT programs and electronic communication platforms relevant
to business efficiency

using technology to assist the management of information and to
assist planning processes

applying ergonomics to developing improved occupational health
and safety in using technology
Planning and organising
that contribute to long and
short-term strategic planning
Technology that
contributes to the effective
carrying out of tasks
52
© State of Victoria 2011
Section C: Units of Competency
Section C: Units of Competency
22153VIC Certificate IV in Business (Operations Management)
Core units (3)
VU20591: Promote principles of operations management
VU20592: Undertake integration of operations management strategy
VU20593: Conduct operations management resourcing
Elective units (9)
Group A: Minimum of Five (5) units BSBMGT402A:
Implement operational plan BSBMGT403A:
Implement continuous improvement
MSACMT260A: Use planning software systems in manufacturing
MSACMT460A: Facilitate the use of planning software systems in manufacturing
TLIE607D: Collect, analyse and present workplace data and information
TLIG607C: Facilitate work teams
TLIJ107C: Apply quality procedures
FDFPPL4003A: Schedule and manage production
VU20087: Monitor a supply chain operation
VU20088: Monitor warehouse operations
Group B: Four (4) units from Group A, the list below, or any currently endorsed Training Package or
accredited course at Certificate IV level or higher.
BSBCMM401A: Make a presentation
BSBCUS401A: Coordinate implementation of customer service strategies
BSBITS401A: Maintain business technology
BSBWRK410A: Implement industrial relations procedures
BSBWRT401A: Write complex documents
MSACMS400A: Implement a competitive manufacturing system
TLIE1307C: Apply workplace statistics
TLIF407C: Organise occupational health and safety procedures in the workplace
TLIF707C: Implement and coordinate accident-emergency procedures
LGADMIN421A: Participate in negotiations
TAEDEL402A: Plan, organised and facilitate learning in the workplace
VBP115: Introduction to warehouse operations
© State of Victoria 2011
53
Section C: Units of Competency
22154VIC Diploma of Business (Operations Management)
Core units (3)
VU20594: Co-ordinate integration of operations management strategy
VU20595: Co-ordinate operations management resourcing
VU20596: Manage operations management strategy
Elective units (7)
Group A: Minimum of Four (4) units
BSBFIM501A: Manage budgets and financial plans
BSBMGT502B: Manage people performance
BSBMGT515A: Manage operational plan
BSBPMG510A: Manage projects
BSBPUR501B: Develop, implement and review purchasing strategies
BSBPUR504B: Manage a supply chain
PSPGOV518A: Benchmark performance
TLIR507A: Manage a contract
GROUP B: Three (3) from Group A, the list below, or any relevant units from any currently endorsed
Training Package or accredited course, where one unit may be selected at Certificate IV level with the
others at Diploma level or higher.
BSBHRM402A: Recruit, select and induct staff
BSBINN502A: Build and sustain an innovative work environment
BSBMKG514A: Implement and monitor marketing activities
BSBOHS509A: Ensure a safe workplace
BSBPUR502B: Manage supplier relationships
BSBSUS501A: Develop workplace policy and procedures for sustainability
TLIA5807A: Manage facility and inventory requirements
TLIL1907C: Implement and monitor transport logistics
MSACMT481A: Undertake proactive maintenance analyses
22155VIC Advanced Diploma of Business (Operations Management)
Core units (3)
VU20597: Develop and direct operations management strategy
VU20598: Direct integration of operations management strategy
VU20599: Develop and oversee operations management resourcing
Elective units (5)
Group A: Minimum of two (2) units
VBP720: Review import and export business procedures in an operations management environment
BSBEBU501: Investigate and design e-business solutions
BSBMGT516A: Facilitate continuous improvement
BSBMGT605B: Provide leadership across the organisation
BSBMGT616A: Develop and implement strategic plans
BSBRSK501A: Manage risk
GROUP B: Three (3) units from Group A, the list below, or any relevant units from any currently endorsed
Training Package or accredited course, where one unit may be selected at Diploma level with the others at
Advanced Diploma level or higher.
BSBPMG510A: Manage projects
BSBSUS501A: Develop workplace policy and procedures for sustainability
MSACMT671A: Develop and manage sustainable environmental practices
TLIR507A: Manage a contract
54
© State of Victoria 2011
22153VIC Certificate IV in Business (Operations Management)
VU20591: Promote principles of operations management
22153VIC Certificate IV in Business (Operations Management) Units of competency
VU20591: Promote principles of operations management
Unit Descriptor
This unit describes the skills and knowledge required to delineate the critical elements of
operations management and determine own role in promoting their application within the
immediate operations management area and their implications in overall organisational strategic
planning. (First tier of operations management.)
Operations management is defined as a systemised set of activities that creates value in the form
of goods and services by transforming inputs into outputs.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of those in assistant, junior or support roles in operations management
responsible for supporting day-to-day execution of strategic plans, processes and procedures,
resource control and organisation, and other activities necessary to transform inputs into outputs
in order to create value in the form of goods and services. Such activities take place in all
organisations.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Identify critical
elements of
operations
management
1.1 Current definitions of operations management are researched
and documented
1.2 Three tier approach to operations management is identified
and described
1.3 Models and theories for operations management are described
and appraised
2. Identify critical
elements of
operations
management strategy
2.1 Concepts of operations management strategic planning are
delineated
2.2 Organisation’s operations management strategy is accessed
and studied
2.3 Alignment of operations management strategy with key
performance indicators of organisation strategic planning is
identified
© State of Victoria 2011
55
Unit 1: Promote principles of operations management
3. Manage own role in
promoting operations
management strategy
22153VIC Cert IV in Business (Operations Management)
3.1 Own role in promoting the operations management strategy is
delineated in consultation with relevant managers, supervisors
and specialist personnel
3.2 Issues are identified and reported in detail to relevant
personnel
3.3 Key performance indicators for role are used to monitor own
performance
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

communication skills to work with clients, colleagues, management, relevant specialist
personnel under direction, independently, or within a team

research and analytical skills to identify sources of information

reading and comprehension skills to extrapolate information about operations management
strategy implementation

organisational and interpersonal skills to follow written and verbal instructions to meet
operations management strategy key performance indicators

organisation skills to meet targets, milestones and schedules

writing and technical skills to prepare reports

communication and analytical skills to candidly seek feedback from others on own
performance
Required Knowledge

general principles and practice of operations management and operations management
strategic planning

relevant key performance indicators

basic organisational overall strategic planning

basic principles and practices of sustainability

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

safe work practices
56
© State of Victoria 2011
22153VIC Certificate IV in Business (Operations Management)
VU20591: Promote principles of operations management
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 in the performance criteria is detailed below.
Operations management
may be defined as:

Operations Management is the systemised set of activities that
creates value in the form of goods and services by transforming
inputs into outputs. These activities take place in all
organisations.
Three tier approach to
operations management
may be defined as:

Three tier approach:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
-
Operations management
strategy may refer to:
day-to-day / weekly / monthly planning involving:
-
acquiring what is required now
-
managing it and preventing loss or waste
-
improving the process and the value obtained for
the resources applied

long-term strategic planning and goal setting to meet
requirements within operations management area to align with
the overall strategic goals of enterprise or organisation.

strategies for meeting all three tiers of Operations Management

multi-dimensional balancing of supply/demand and volume /
variety

setting of Key Performance Indicators (KPIs) and strategies to
meet KPIs over a long-term period

strategies to further lean manufacturing and /or operational
capability

operational improvement techniques, such as:

Lean
o Agility
o Continuous improvement
o Kaizen
o Six Sigma
resource requirements, such as:
o physical
o human, including:
- training
- retraining
o resourcing policy and procedures
o
© State of Victoria 2011
57
Unit 1: Promote principles of operations management
Own role may refer to:
Specialist personnel may
include:
58
22153VIC Cert IV in Business (Operations Management)

risk management policies and procedures

processes policies and procedures

review and evaluation policies and procedures

economic, social and environmental sustainability compliance
and initiatives

OHS considerations

financial considerations, such as:
o
cost and value of inputs
o
achievement of budget
o
optimisation of resource inputs

industry benchmarks

quality standards

project management systems

scheduling

specific duties and responsibilities required to support
implementation of operations management strategy

duties and responsibilities of position within structure of
operations management area of organisation

position in relations to supporting and working with three tiers of
operations management

duties and responsibilities of position within overall
organisational structure

self-assessment strategies and techniques

strategies to gain and utilise feedback from relevant people

following instructions for execution and processes and
procedures

meeting targets

keeping to schedules

following performance monitoring systems

reporting issues

OHS officers/consultants

resource specialists

technical experts

advisors

managers

industry professionals
© State of Victoria 2011
22153VIC Certificate IV in Business (Operations Management)
Key performance
indicators may refer to:


VU20591: Promote principles of operations management
Key Performance Indicators for own performance, such as:
o
following instructions for execution and monitoring of
strategy goals and targets
o
following instructions for meeting of relevant Key
Performance Indicators for operations management strategy
o
keeping to schedules
o
following processes and performance systems
o
reporting issues
Key Performance Indicators of operations management strategy,
such as:
o
inputs to outputs – quantifiable outcomes
o
set of key measurable performances that give best picture of
how the operations management system is progressing in
order to understand and manage it
o
measuring the process rather than measuring the endpoint so
that corrective action is taken during the process
o
processes in place to meet long-term goals
o
sustainability Triple Bottom Line (TBL) reporting criteria
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
Context of and specific
resources for assessment
A person who demonstrates competency in this unit must provide
evidence of:

identifying and meeting key performance indicators of own role
in promoting operations management strategy

knowledge of general principles of operations management and
operations management strategy

knowledge of operations management strategy and its alignment
to overall organisation strategic planning
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

Method of assessment
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

© State of Victoria 2011
access to suitable simulated or real workplace opportunities
evaluation of project in delineating own role in promoting critical
elements of operations management and operations
management strategy
59
Unit 1: Promote principles of operations management
Guidance information for
assessment
60
22153VIC Cert IV in Business (Operations Management)

evaluation of research project into general operations
management principles and practices and where this sits within
overall organisational strategic planning

review of portfolio of research into models and theories of
operations management

practical exercises in: scheduling; resource acquisition;
monitoring, review and/or evaluation

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20592: Undertake integration of operations management
strategy
o
VU20593: Conduct operations management resourcing
© State of Victoria 2011
22153VIC Cert IV in Business (Operations Management)
VU20592: Undertake integration of operations management strategy
VU20592: Undertake integration of operations management strategy
Unit Descriptor
This unit describes the skills and knowledge required to support the integration of an operations
management strategy to the short-term, or quarterly to annual operations through the execution
of processes and procedures, including problem identification, reporting and resolution. (Second
tier of operations management.)
Operations management is defined as a systemised set of activities that creates value in the form
of goods and services by transforming inputs into outputs.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of those in assistant, junior or support roles in operations management
responsible for supporting day-to-day execution of strategic plans, processes and procedures,
resource control and organisation, and other activities necessary to transform inputs into outputs
in order to create value in the form of goods and services. Such activities take place in all
organisations.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Identify key elements
of framework for
operations
management strategy
integration
1.1 Three tier approach to operations management is reviewed
2. Manage own role in
implementation of
operations
management strategy
integration plan
2.1 Organisation’s operations management strategy integration
plan is accessed and studied
1.2 Concepts of operations management strategy are reviewed
1.3 Concepts of, and issues related to, integration framework and
integration plan are researched and debated
2.2 Alignment of integration plan to operations management
strategy is outlined
2.3 Own role in implementation of organisation’s integration plan is
delineated and confirmed by relevant people
2.4 Key Performance Indicators, including problem resolution, are
used to monitor own performance in consultation with relevant
people
© State of Victoria 2011
61
VU20592 Undertake integration of operations management strategy
22153VIC Cert IV in Business (Operations Management)
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

communication skills to work with clients, colleagues, management, relevant technical experts
and/or external stakeholders across a range of relevant contexts

communication and organisational skills to work with a team or individually

research and analytical skills to identify sources of information

research and analytical skills to determine and access resources required for operations
management strategy integration framework

writing and reporting skills to develop technical documents, formal and informal reports,
monitoring and progress reports and implementation plans

negotiation and organising skills to support change initiatives and achieve planned outcomes

organisation skills to prioritise, set and meet targets, milestones and schedules

analytical skills to follow direction in working with relevant statistical and performance system
data

problem-solving skills to identify and report risks, contingencies and opportunities for
improvement

communication and analytical skills to seek feedback from others on own performance
Required Knowledge

general principles and practice of operations management

general principles and practice of operations management strategy integration planning

basic organisational overall strategic planning

basic principles and practices of sustainability

relevant key performance indicators

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

safe work practices
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 in the performance criteria is detailed below.
Framework for
operations management
strategy integration may
refer to:
62

framework for achieving multi-dimensional balance of: supply
and demand / volume and variety

work of inputs to outputs, such as:
o
supply chain management costs
o
what is required
o
how much is required
o
when is it required
© State of Victoria 2011
22153VIC Cert IV in Business (Operations Management)
Three tier approach to
operations management
refers to:
VU20592: Undertake integration of operations management strategy
o
Key Performance Indicators (KPIs)
o
processes and procedures
o
targets and milestones
o
scheduling

alignment to organisational strategic plans

Three tier approach:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
-
day-to-day / weekly / monthly planning involving:
-
acquiring what is required now
-
managing it and preventing loss or waste
-
improving the process and the value obtained for
the resources applied
Operations management
is defined as:

The systemised set of activities that creates value in the form of
goods and services by transforming inputs into outputs. These
activities take place in all organisations.
Operations management
strategy may refer to:

long-term strategic planning and goal setting to meet
requirements within operations management area to align with
the overall strategic goals of enterprise or organisation.

strategies for meeting all three tiers of Operations Management

multi-dimensional balancing of supply/demand and volume /
variety

setting of Key Performance Indicators (KPIs) and strategies to
meet KPIs over a long-term period

strategies to further lean manufacturing and /or operational
capability

operational improvement techniques, such as:
© State of Victoria 2011
o
Lean
o
Agility
o
Continuous improvement
o
Kaizen
o
Six Sigma
63
VU20592 Undertake integration of operations management strategy

resource requirements, such as:
o
physical
o
human, including:
o
Integration plan may refer
to:
-
training
-
retraining
resourcing policy and procedures

risk management policies and procedures

processes policies and procedures

review and evaluation policies and procedures

economic, social and environmental sustainability compliance
and initiatives

OHS considerations

financial considerations, such as:
o
cost and value of inputs
o
achievement of budget
o
optimisation of resource inputs

industry benchmarks

quality standards

project management systems

scheduling

plan that operates over quarterly to annual time period and that:
is based on matching resources to determined demand
is in line with long-term operations management strategic
planning
meets customer needs,
meets integration framework goals and Key Performance
Indicators (KPIs)
takes into account:
capacity
people
demand
lead times
resources
issues associated with Key Performance Indicators (KPIs)
targets / timeframes / scheduling
strategic planning to maintain commitment
monitoring process
process improvement
contingency and risk management
















64
22153VIC Cert IV in Business (Operations Management)
© State of Victoria 2011
22153VIC Cert IV in Business (Operations Management)
Own role may refer to:
Relevant people may refer
to:
Key Performance
Indicators

specific duties and responsibilities required to support integration
of operations management strategy

duties and responsibilities of position within structure of
operations management area of organisation

position in relations to supporting and working with three tiers of
operations management

duties and responsibilities of position within overall
organisational structure

self-assessment strategies and techniques

strategies to gain and utilise feedback from relevant people

following instructions for execution and processes and
procedures

meeting targets

keeping to schedules

following performance monitoring systems

reporting issues

management

colleagues

clients

customers

stakeholders

specialist personnel, such as:
o
OHS officers/consultants
o
resource specialists
o
technical experts
o
advisors
o
industry professionals

planners

consultants

regulators

Key Performance Indicators for own performance, such as:
o
following instructions for execution and monitoring of
strategy goals and targets
o
following instructions for meeting of operations strategy Key
Performance Indicators
o
utilising advice and assistance from experts, such as:
-
© State of Victoria 2011
VU20592: Undertake integration of operations management strategy
resource specialists
technical experts
industry professionals
65
VU20592 Undertake integration of operations management strategy

22153VIC Cert IV in Business (Operations Management)
o
keeping to schedules
o
following processes and performance systems
o
identifying and reporting issues
o
resolving issues in line with scope of authority
Key Performance Indicators of operations management strategy,
such as:
o
inputs to outputs – quantifiable outcomes
o
set of key measurable performances that give best picture of
how the operations management system is progressing in
order to understand and manage it
o
measuring the process rather than measuring the endpoint so
that corrective action is taken during the process
o
processes in place to meet long-term goals
o
sustainability Triple Bottom Line (TBL) reporting criteria
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
Context of and specific
resources for assessment
A person who demonstrates competency in this unit must provide
evidence of:

identifying and meeting key performance indicators of own role
in implementing the integration of an operations management
strategy

knowledge of general principles of the three tiers of operations
management

knowledge of implementation requirements for the integration of
an operations management strategy
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

Method of assessment
66
access to suitable simulated or real workplace opportunities
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

evaluation of project in delineating own role in supporting the
second tier of operations management

evaluation of a research project into integration of operations
management strategy implementation methodologies for a
specific industry context

evaluation of research portfolio into general principles and
practice of operations management and the three tier approach
© State of Victoria 2011
22153VIC Cert IV in Business (Operations Management)
Guidance information for
assessment
© State of Victoria 2011
VU20592: Undertake integration of operations management strategy

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20591: Promote principles of operations management
o
VU20593: Conduct operations management resourcing
67
VU20592 Undertake integration of operations management strategy
68
22153VIC Cert IV in Business (Operations Management)
© State of Victoria 2011
22153VIC Cert IV in Business (Operations Management)
VU20593: Conduct operations management resourcing
VU20593: Conduct operations management resourcing
Unit Descriptor
This unit describes the skills and knowledge required to work with an operations management
resource management system through the day-to-day, short-term, executions of processes and
procedures including performance improvement. (Third tier of operations management.)
Operations management is defined as a systemised set of activities that creates value in the form
of goods and services by transforming inputs into outputs.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of those in assistant, junior or support roles in operations management
responsible for supporting day-to-day execution of strategic plans, processes and procedures,
resource control and organisation, and other activities necessary to transform inputs into outputs
in order to create value in the form of goods and services. Such activities take place in all
organisations.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Identify critical
1.1 General principles of operations management are reviewed
elements of
1.2 Operations management resource management system of
operations
organisation is accessed and studied
management resource
management system
1.3 Function of resourcing in underpinning operations management
three tier approach is delineated
2. Manage own role in
2.1 Implementation strategies, including sustainability
supporting the
requirements and support mechanisms, are accessed and
implementation of the
studied
resource management
2.2 Own role in supporting implementation is delineated in
system
consultation with relevant managers, supervisors and specialist
personnel
2.3 Issues are identified and reported in detail to relevant
personnel
2.4 Key performance indicators are used to monitor own
performance
© State of Victoria 2011
69
VU20593: Conduct operations management resourcing
22153VIC Cert IV in Business (Operations Management)
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

communication skills to work with clients, colleagues, management, relevant technical experts
and/or external stakeholders across a range of relevant contexts

communication and organisational skills to work with a team or individually

research and analytical skills to identify sources of information

research and analytical skills to determine and access resources required for operations
management resource management system

writing and reporting skills to develop technical documents, formal and informal reports,
monitoring and progress reports and implementation plans

interpersonal and organising skills to engage with formal support mechanisms for users of
operations management resource management system

planning and organisation skills to achieve planned outcomes

organisation skills to prioritise, set and meet targets, milestones and schedules

analytical skills to follow direction in working with relevant statistical and performance system
data

problem-solving skills to identify and report risks, contingencies and opportunities for
improvement

communication and analytical skills to candidly seek feedback from others on own
performance
Required Knowledge

general principles and practice of operations management

general principles and practice of operations management resourcing

basic organisational overall strategic planning

basic principles and practices of sustainability

relevant key performance indicators

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

safe work practices
70
© State of Victoria 2011
22153VIC Cert IV in Business (Operations Management)
VU20593: Conduct operations management resourcing
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 in the performance criteria is detailed below.
Operations management
refers to:

The systemised set of activities that creates value in the form of
goods and services by transforming inputs into outputs. These
activities take place in all organisations.
Resource management
system may refer to:

formal policies, procedures and methodology to meet immediate
and future (day-to-day) resource needs, that may involve:
o
‘Go get it - Manage it - Improve it’
-
meaning: obtain the resources; manage the resources
through prevention of deterioration or waste; improve
the process through applying strategies that gain
greater return for the resources applied
o
E-management tools and systems
o
process of refreshment
o
procurement
o
Standard Operations Procedures (SOPs)
o
resourcing Key Performance Indicators (KPI)s
o
scheduling, including:
-
long-terms targets and milestones
-
short-term targets
-
timeframes
-
lead time
-
work breakdown structure
-
resource levelling
-
critical path management
-
cumulative and discrete schedules
o
risk and contingency planning
o
processes for improvement
Operations management
refers to:

The systemised set of activities that creates value in the form of
goods and services by transforming inputs into outputs. These
activities take place in all organisations.
Three tier approach refers
to:

Three tier approach:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
© State of Victoria 2011
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
71
VU20593: Conduct operations management resourcing
22153VIC Cert IV in Business (Operations Management)
3. Resource Management:
-
day-to-day / weekly / monthly planning involving:
-
Implementation
strategies may refer to:


goals, performance criteria and strategies that:
o
measure inputs to outputs - quantifiable outcomes
o
provide a set of key measurable performances that give best
picture of how the operations management system is
progressing in order to understand and manage it
o
measures the process rather than the endpoint so that
corrective action can be taken during the process
o
meet long-term goals
o
use sustainability Triple Bottom Line (TBL) reporting criteria
meeting resourcing requirements, such as:
o
o
72
acquiring what is required now
managing it and preventing loss or waste
improving the process and the value obtained for
the resources applied
human, including:
-
formal and informal training
-
re-training
-
coaching and/or mentoring
-
professional development
physical, such as:
-
tools
-
equipment
-
facilities
-
materials
-
plant
-
machinery
o
sustainability considerations in resource use
o
policies and procedures for resources acquisition, such as:
-
legislative and regulatory compliance
-
relevant Australian and international standards
-
organisational policies
-
import and export
-
purchasing and procurement
-
certified technical testing
-
training
-
environmental auditing
© State of Victoria 2011
22153VIC Cert IV in Business (Operations Management)

Own role may refer to:
Specialist personnel may
include:
© State of Victoria 2011
VU20593: Conduct operations management resourcing
-
financial auditing
-
budgetary requirements
-
logistics management
-
risk management
-
quality assurance
-
OHS
scheduling, such as:
o
long-terms targets and milestones
o
short-term targets
o
timeframes
o
lead time
o
work breakdown structure
o
resource levelling
o
critical path management
o
cumulative and discrete schedules

specific duties and responsibilities required to support
implementation of operations management resourcing

duties and responsibilities of position within structure of
operations management area of organisation

position in relations to supporting and working with three tiers of
operations management

duties and responsibilities of position within overall
organisational structure

self-assessment strategies and techniques

strategies to gain and utilise feedback from relevant people

following instructions for execution and processes and
procedures

meeting targets

keeping to schedules

following performance monitoring systems

reporting issues

OHS officers/consultants

resource specialists

technical experts

advisors

managers

industry professionals
73
VU20593: Conduct operations management resourcing
Key performance
indicators may refer to:
22153VIC Cert IV in Business (Operations Management)

following instructions for execution and monitoring of strategy
goals and targets

following instructions for meeting of Key Performance Indicators
operations management resourcing management system

utilising implementation support mechanisms, such as:

o
training programs on resourcing system
o
training programs on sustainability principles and practices for
resourcing
o
education/information provisions that encourage
commitment to operations management strategy across
whole organisation and through each tier of operations
management
o
relevant organisational communication systems
utilising advice and assistance from experts, such as:
o
resource specialists
o
technical experts
o
industry professionals

keeping to schedules

following processes performance systems

identifying and reporting issues

resolving issues in line with scope of authority
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
Context of and specific
resources for assessment
A person who demonstrates competency in this unit must provide
evidence of:

identifying and meeting key performance indicators of own role
in supporting an operations management resourcing system

knowledge of general principles of the three tiers of operations
management

knowledge of implementation requirements for an operations
management resourcing system
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

74
access to suitable simulated or real workplace opportunities
© State of Victoria 2011
22153VIC Cert IV in Business (Operations Management)
Method of assessment
Guidance information for
assessment
© State of Victoria 2011
VU20593: Conduct operations management resourcing
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

evaluation of project in delineating own role in supporting the
third tier of operations management

evaluation of a research project into operations management
resourcing processes and procedures for a specific industry
context

evaluation of research portfolio into general principles and
practice of operations management and the three tier approach

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20591: Promote principles of operations management
o
VU20592: Undertake integration of operations management
strategy
75
VU20593: Conduct operations management resourcing
76
22153VIC Cert IV in Business (Operations Management)
© State of Victoria 2011
22154VIC Diploma of Business (Operations Management)
VU20596: Manage operations management strategy
22154VIC Diploma of Business (Operations Management)
VU20596: Manage operations management strategy
Unit Descriptor
This unit describes the skills and knowledge required to co-ordinate and ensure implementation
and monitoring of an enterprise operations management strategy.
Management of the strategy is underpinned with detailed knowledge of critical elements of
operations management where operations management is defined as the systemised set of
activities that creates value in the form of goods and services by transforming inputs into outputs.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of operations managers responsible for execution, and review for
possible improvement, of the organisation’s long-term operations management strategic planning
and for monitoring its alignment with organisational overall long-term strategic planning.
Practitioners may be managers, leaders and/or technical specialist who have significant
participation in operations management planning and strategic implementation.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Review and establish
requirements of
operations
management strategy
1.1 Knowledge of definitions and models of operations
management is reviewed and expanded
1.2 Operations management strategy of organisation is accessed,
examined and goals and key performance indicators delineated
1.3 Methods for sourcing and organising relevant information and
resources are determined
1.4 Resources are accessed in consultation with relevant people
and in line with organisational requirements
2. Implement and
monitor operations
management strategy
2.1 Progress monitoring records are maintained
2.2 Regular and timely reports of progress and outcomes are
provided in accordance with organisational requirements
2.3 Relevant adjustments to optimise success are negotiated with
relevant people and implemented
© State of Victoria 2011
77
VU20596: Manage operations management strategy
3. Review
implementation
22154VIC Diploma of Business (Operations Management)
3.1 Relevant completion documentation is processed in accordance
with organisational requirements
3.2 Results are reviewed against strategy goals and key
performance indicators
3.3 Efficacy of strategy is evaluated
3.4 Recommendations for improvement are made and agreed upon
in consultation with relevant people
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

communication skills to work with clients, colleagues, management, relevant technical experts
and/or external stakeholders across a range of relevant contexts

research and analytical skills to identify sources of information

research and analytical skills to determine and access resources required for operations
management strategy implementation

writing and comprehension skills obtain information from, and interpret documents, and to
prepare and present reports

organisation skills to prioritise, set and meet targets, milestones and schedules

organisation and leadership skills to meet operations management strategy key performance
indicators

analytical, calculation and evaluation skills to assess efficacy of strategy
Required Knowledge

principles and practice of operations management

principles and practice of operations management strategic planning and systems

relevant key performance indicators

general organisational overall strategic planning

general principles and practices of sustainability

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

project management systems

risk management strategies

safe work practices
78
© State of Victoria 2011
22154VIC Diploma of Business (Operations Management)
VU20596: Manage operations management strategy
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 in the performance criteria is detailed below.
Operations management
may refer to:

The systemised set of activities that creates value in the form of
goods and services by transforming inputs into outputs. These
activities take place in all organisations.

Three tier approach:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
-
Operations management
strategy may refer to:
day-to-day / weekly / monthly planning involving:
-
acquiring what is required now
-
managing it and preventing loss or waste
-
improving the process and the value obtained for
the resources applied

long-term strategic planning and goal setting to meet
requirements within operations management area to align with
the overall strategic goals of enterprise or organisation.

strategies for meeting all three tiers of Operations Management

multi-dimensional balancing of supply/demand and volume /
variety

setting of Key Performance Indicators (KPIs) and strategies to
meet KPIs over a long-term period

strategies to further lean manufacturing and /or operational
capability

operational improvement techniques, such as:

Lean
o Agility
o Continuous improvement
o Kaizen
o Six Sigma
resource requirements, such as:
- physical
o human, including:
- training
- retraining
o resourcing policy and procedures

risk management policies and procedures
o
© State of Victoria 2011
79
VU20596: Manage operations management strategy
Key performance
indicators may include:
Resources may refer to:
Relevant people may
include:
80
22154VIC Diploma of Business (Operations Management)

processes policies and procedures

review and evaluation policies and procedures

economic, social and environmental sustainability compliance
and initiatives

OHS considerations

financial considerations, such as:
o
cost and value of inputs
o
achievement of budget
o
optimisation of resource inputs

industry benchmarks

quality standards

project management systems

scheduling

inputs to outputs – quantifiable outcomes

set of key measurable performances that give best picture of how
the operations management system is progressing in order to
understand and manage it

measuring the process rather than measuring the endpoint so
that corrective action is taken during the process

processes in place to meet long-term goals

sustainability Triple Bottom Line (TBL) reporting criteria

human, including:
o
training
o
re-training

physical

management

colleagues

clients

customers

stakeholders

technical experts

industry professionals

planners

advisors

consultants

regulators
© State of Victoria 2011
22154VIC Diploma of Business (Operations Management)
Organisational
requirements may refer
to:

overall strategic planning, goals and positioning

operational planning, policies and procedures

economic, social and environmental sustainability goals,
initiatives, reporting and protocols

sustainability management systems, procedures and practices

business and performance planning

processes

legal and ethical requirements and codes of practice

quality and continuous improvement processes and standards

relevant legislative and regulatory requirements

reporting procedures

OHS policies, procedures and programs

industry specific management systems, procedures and practices

infrastructure requirements, such as:
o
production and/or service facilities
o
plant, tools and equipment
o
distribution networks
o
supply chain
o
access to services
o
key success indicators, such as:
o
return on investment
o
waste minimisation
o
resource substitution
o
unit price reduction
-
Evaluated may refer to:
© State of Victoria 2011
VU20596: Manage operations management strategy
market share
o
customer satisfaction
o
change-over time
o
down time

knowledge and Intellectual property policies

study of overall performance

findings used to inform future planning and to underpin learning
across organisation

alignment of operations management strategy to organisational
strategy
81
VU20596: Manage operations management strategy
22154VIC Diploma of Business (Operations Management)
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
Context of and specific
resources for assessment
A person who demonstrates competency in this unit must provide
evidence of:

planning for, and managing, the implementation of an operations
management strategy

monitoring and conducting final evaluation of the operations
strategy implementation process

knowledge of principles and practices of operations management
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

Method of assessment
Guidance information for
assessment
82
access to suitable simulated or real workplace opportunities
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

evaluation of project in operations management strategy
implementation

evaluation of research project into meeting key performance
indicators and scheduling requirements of operations
management strategy

review of portfolio of research into operations management
strategy implementation methodologies across a range of
organisations

review of portfolio of research into three tier approach to
operations management with emphasis on the strategy tier

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20594: Co-ordinate integration of operations management
strategy
o
VU20595: Co-ordinate operations management resourcing
© State of Victoria 2011
22154VIC Dip of Business (Operations Management)
VU20594: Co-ordinate integration of operations management strategy
VU20594: Co-ordinate integration of operations management strategy
Unit Descriptor
This unit describes the skills and knowledge required to manage the implementation of planning,
processes and procedures for the integration of the operations management strategy. The
integration phase of operations management is short-term, quarterly to annual, planning and
operating and denotes the identification of what is required, its volume and variety, and when it is
required.
Operations management is defined as a systemised set of activities that creates value in the form
of goods and services by transforming inputs into outputs.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of operations managers responsible for execution, and review for
possible improvement, of the organisation’s intermediate-term operations management activities
and for monitoring their alignment with the long-term operations management strategic planning.
Practitioners may be managers, leaders and/or technical specialist who have significant
participation in operations management planning and implementation.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Review and establish
requirements of
operations
management
strategy integration
plan
1.1 Knowledge of framework for integration of operations
management strategy/ies is reviewed and expanded
1.2 Integration plan for operations management strategy of
organisation is accessed, examined and goals and key
performance indicators delineated
1.3 Methods for sourcing and organising relevant information and
resources are determined
1.4 Resources are accessed in consultation with relevant people
and in line with organisational requirements
2. Implement and
monitor integration
plan
© State of Victoria 2011
2.1 Strategies for achieving organisational acceptance of
integration plan are undertaken and monitored
2.2 Performance systems and processes are monitored to assess
progress in achieving operations management targets and
requirements
83
VU20594: Co-ordinate integration of operations management strategy
22154VIC Dip of Business (Operations Management)
2.3 Contingencies are managed in accordance with integration plan
and organisational requirements
2.4
3. Review integration
Adjustments required to optimise success are negotiated with
relevant people and implemented
3.1 Relevant completion documentation is processed in accordance
with organisational requirements
3.2 Results are reviewed against strategy integration goals and key
performance indicators
3.3 Efficacy of integration plan is evaluated
3.4 Recommendations for improvement are made and agreed upon
in consultation with relevant people
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

communication skills to work with clients, colleagues, management, relevant technical experts
and/or external stakeholders across a range of relevant contexts

communication and organisational skills to work with a team or individually

research and analytical skills to identify and access sources of information

research and analytical skills to determine and access resources required for operations
management strategy integration framework

writing and reporting skills to develop technical documents, formal and informal reports,
monitoring and progress reports and implementation plans

negotiation and organising skills to support change initiatives and achieve planned outcomes

organisation skills to prioritise, set and meet targets, milestones and schedules

data manipulation skills to interpret relevant statistical and performance system data

problem-solving skills to manage risk and contingencies

analytical, calculation and evaluation skills to assess efficacy of integration plan
Required Knowledge

principles and practice of operations management

principles and practice of operations management strategy integration planning

general organisational overall strategic planning

general principles and practices of sustainability

relevant key performance indicators

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

risk management strategies

safe work practices
84
© State of Victoria 2011
22154VIC Dip of Business (Operations Management)
VU20594: Co-ordinate integration of operations management strategy
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 in the performance criteria is detailed below.
Operations management
strategy integration plan
may refer to:

Integration refers to the second tier of three tier approach to
operations management which is as follows:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
-

© State of Victoria 2011
day-to-day / weekly / monthly planning involving:
-
acquiring what is required now
-
managing it and preventing loss or waste
-
improving the process and the value obtained for
the resources applied
plan that operates over quarterly to annual time period and that:
o
is based on matching resources to determined demand
o
is in line with long-term operations management strategic
planning
o
meets customer needs,
o
meets integration framework goals and Key Performance
Indicators (KPIs)
o
takes into account:
-
capacity
-
people
-
demand
-
lead times

resources

issues associated with Key Performance Indicators (KPIs)

targets / timeframes / scheduling

strategic planning to maintain commitment

monitoring process

process improvement

contingency and risk management
85
VU20594: Co-ordinate integration of operations management strategy
Framework for
integration may refer to:
Operations management
strategy may refer to:

framework for achieving multi-dimensional balance of: supply
and demand / volume and variety

work of inputs to outputs, such as:
o
supply chain management costs
o
what is required
o
how much is required
o
when is it required
o
Key Performance Indicators (KPIs)
o
processes and procedures
o
targets and milestones
o
scheduling

alignment to organisational strategic plans

long-term strategic planning and goal setting to meet
requirements within operations management area to align with
the overall strategic goals of enterprise or organisation.

strategies for meeting all three tiers of Operations Management

multi-dimensional balancing of supply/demand and volume /
variety

setting of Key Performance Indicators (KPIs) and strategies to
meet KPIs over a long-term period

strategies to further lean manufacturing and /or operational
capability

operational improvement techniques, such as:

o
Lean
o
Agility
o
Continuous improvement
o
Kaizen
o
Six Sigma
resource requirements, such as:
o
physical
o
human, including:
o
86
22154VIC Dip of Business (Operations Management)
-
training
-
retraining
resourcing policy and procedures

risk management policies and procedures

processes policies and procedures

review and evaluation policies and procedures

economic, social and environmental sustainability compliance
and initiatives
© State of Victoria 2011
22154VIC Dip of Business (Operations Management)
Key performance
indicators may refer to:
Resources may refer to:
Relevant people may
include:
© State of Victoria 2011
VU20594: Co-ordinate integration of operations management strategy

OHS considerations

financial considerations, such as:
o
cost and value of inputs
o
achievement of budget
o
optimisation of resource inputs

industry benchmarks

quality standards

project management systems

scheduling

balance of supply/demand against volume/variety

capacity

people

demand

lead times

scheduling

cultural acceptance of processes

process handling

process improvement

profit /loss

customer satisfaction / needs met

human, including:
o
recruitment
o
training
o
re-training

physical

management

colleagues

clients

customers

stakeholders

technical experts

industry professionals

planners

advisors

consultants

regulators
87
VU20594: Co-ordinate integration of operations management strategy
Organisational
requirements may refer
to:
Organisational
acceptance of integration
strategies, may refer to:
Performance systems may
refer to:
Evaluated may refer to:
88
22154VIC Dip of Business (Operations Management)

business and performance plans

product and/or service range

strategic positioning

strategic goals

product and/or service liability in chosen market

operational planning, policies and procedures Intellectual
Property (IP) ownership associated with product or service

Return On Investment (ROI)

quality standards

legal and ethical requirements and codes of practice

economic, social and environmental sustainability goals,
initiatives, reporting and protocols

sustainability management systems, procedures and practices

gaining and maintaining commitment to strategy across range of
stakeholders

change management

motivational activities

promotion of role of operations management in supporting
organisational goals and overall mission

reporting structures and procedures

regular and timely reporting

record keeping

completion documentation

compliance manuals

quality assurance manuals

study of performance overall

framework for integration supports implementation of
integration strategy

alignment of integration plan to operations management strategy

findings used to inform future planning and to underpin learning
across organisation
© State of Victoria 2011
22154VIC Dip of Business (Operations Management)
VU20594: Co-ordinate integration of operations management strategy
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
Context of and specific
resources for assessment
A person who demonstrates competency in this unit must provide
evidence of:

co-ordinating strategies for implementation of an organisations
operations management strategy integration plan including
managing organisational acceptance, monitoring and evaluation
of plan

knowledge of principles and practices of operations management

knowledge of operations management strategy integration
planning and implementation methodologies
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

Method of assessment
Guidance information for
assessment
© State of Victoria 2011
access to suitable simulated or real workplace opportunities
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

evaluation of project into resourcing and implementing a plan for
integration of operations management strategy

evaluation of research project into quarterly to annual operations
management requirements of matching resources to determined
demand

review of portfolio of research into three tier approach to
operations management with emphasis on second tier

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20596: Manage operations management strategy
o
VU20595: Co-ordinate operations management resourcing
89
VU20594: Co-ordinate integration of operations management strategy
90
22154VIC Dip of Business (Operations Management)
© State of Victoria 2011
22154VIC Dip of Business (Operations Management)
VU20595: Co-ordinate operations management resourcing
VU20595: Co-ordinate operations management resourcing
Unit Descriptor
This unit describes the skills and knowledge required to lead the implementation of an operations
management resource management system that underpins operations management long-term
overall strategic planning, and quarterly to annual integration of that strategy. The resourcing
phase of the operations management addresses day-to-day and short-term identification, supply,
management and systems improvement of resourcing for operations management. Operations
management is defined as a systemised set of activities that creates value in the form of goods
and services by transforming inputs into outputs.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of operations managers responsible for execution, and review for
possible improvement, of the organisation’s day-to-day and short-term resourcing requirements
for operations management activities and for monitoring their alignment with long-term
operations management strategic planning and integration of that planning. Practitioners may be
managers, leaders and/or technical specialist who have significant participation in operations
management planning and implementation.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Review and establish
1.1 Operations management resource management system of
requirements for
organisation is accessed and examined
operations
management resource 1.2 Implementation strategies, including sustainability
requirements, are delineated and resourced in consultation
management system
with relevant people
1.3 Support strategies for system users are identified and
resourced in consultation with relevant people
2. Implement and
monitor resource
management system
2.1 Co-ordination, performance systems and improvement
processes are undertaken and monitored
2.2 Contingencies are managed in accordance with resource
management system and in line with organisational
requirements
2.3 Adjustments required to optimise success are negotiated with
relevant people and implemented
© State of Victoria 2011
91
VU20595: Co-ordinate operations management resourcing
3. Review
implementation
22154VIC Dip of Business (Operations Management)
3.1 Relevant completion documentation is processed in accordance
with organisational requirements
3.2 Results are reviewed against resource management system
goals and key performance indicators
3.3 Efficacy of resource management system is evaluated
3.4 Recommendations for improvement are made and agreed upon
in consultation with relevant people
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

communication skills to work with clients, colleagues, management, relevant technical experts
and/or external stakeholders across a range of relevant contexts

communication and organisational skills to work with a team or individually

research and analytical skills to identify and access sources of information

research and analytical skills to determine and access resources required for operations
management resource management system

writing and reporting skills to develop technical documents, formal and informal reports,
monitoring and progress reports and implementation plans

negotiation and organising skills to co-ordinate formal support mechanisms for users of
operations management resource management system

planning and organisation skills to achieve planned outcomes

organisation skills to prioritise, set and meet targets and schedules

data manipulation skills to interpret relevant statistical and performance system data

problem-solving skills to manage risk and contingencies

analytical, calculation and evaluation skills to assess efficacy of integration plan
Required Knowledge

principles and practice of operations management

principles and practice of operations management resourcing systems

general organisational overall strategic planning

general principles and practices of sustainability

relevant key performance indicators

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

risk management strategies

safe work practices
92
© State of Victoria 2011
22154VIC Dip of Business (Operations Management)
VU20595: Co-ordinate operations management resourcing
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 in the performance criteria is detailed below.
Operations management
refers to:

The systemised set of activities that creates value in the form of
goods and services by transforming inputs into outputs. These
activities take place in all organisations.

Three tier approach:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
-
Operations management
resource management
system may refer to:

-
acquiring what is required now
-
managing it and preventing loss or waste
-
improving the process and the value obtained for
the resources applied
formal policies, procedures and methodology to meet immediate
and future (day-to-day) resource needs, that may involve:
o
‘Go get it - Manage it - Improve it’ -
meaning: obtain the resources; manage the resources
through prevention of deterioration or waste; improve
the process through applying strategies that gain
greater return for the resources applied
o
E-management tools and systems
o
process of refreshment
o
procurement
o
Standard Operations Procedures (SOPs)
o
resourcing Key Performance Indicators (KPI)s
o
scheduling, including:
o
- long-terms targets and milestones
- short-term targets
- timeframes
- lead time
- work breakdown structure
- resource levelling
- critical path management
- cumulative and discrete schedules
risk and contingency planning
o
© State of Victoria 2011
day-to-day / weekly / monthly planning involving:
processes for improvement
93
VU20595: Co-ordinate operations management resourcing
Operations management
refers to:
22154VIC Dip of Business (Operations Management)

The systemised set of activities that creates value in the form of
goods and services by transforming inputs into outputs. These
activities take place in all organisations.

Three tier approach:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
Implementation
strategies may refer to:


day-to-day / weekly / monthly planning involving:
-
acquiring what is required now
managing it and preventing loss or waste
improving the process and the value obtained for the
resources applied
goals, performance criteria and strategies that:
o
measure inputs to outputs - quantifiable outcomes
o
provide a set of key measurable performances that give best
picture of how the operations management system is
progressing in order to understand and manage it
o
measures the process rather than the endpoint so that
corrective action can be taken during the process
o
meet long-term goals
o
use sustainability Triple Bottom Line (TBL) reporting criteria
meeting resourcing requirements, such as:
o
o
94
-
human, including:
–
formal and informal training
–
re-training
–
coaching and/or mentoring
–
professional development
physical, such as:
–
tools
–
equipment
–
facilities
–
materials
–
plant
–
machinery
© State of Victoria 2011
22154VIC Dip of Business (Operations Management)

Relevant people may
include:
© State of Victoria 2011
VU20595: Co-ordinate operations management resourcing
o
sustainability considerations in resource use
o
policies and procedures for resources acquisition, such as:
-
legislative and regulatory compliance
-
relevant Australian and international standards
-
organisational policies
-
import and export
-
purchasing and procurement
-
certified technical testing
-
training
-
environmental auditing
-
financial auditing
-
budgetary requirements
-
logistics management
-
risk management
-
quality assurance
-
OHS
scheduling, such as:
o
long-terms targets and milestones
o
short-term targets
o
timeframes
o
lead time
o
work breakdown structure
o
resource levelling
o
critical path management
o
cumulative and discrete schedules

management

colleagues

clients

customers

stakeholders

technical experts

industry professionals

planners

advisors

consultants

regulators
95
VU20595: Co-ordinate operations management resourcing
Support strategies may
refer to:
Performance systems may
refer to:
Organisational
requirements may refer
to:
96

22154VIC Dip of Business (Operations Management)
systems that ensure relevant personnel have access to
information and material needs to comply with resource
management system, such as:
o
education / training programs
o
strategies to gain and maintain commitment to operations
management strategy across whole organisation and through
each tier of operations management
o
strategies to ensure resourcing needs in relation to operations
management are communicated expeditiously across
organisation
o
strategies to encourage skills in, and commitment to,
sustainability initiatives

reporting structures and procedures

regular and timely reporting

record keeping

completion documentation

compliance manuals

quality assurance manuals

business and performance plans

product and/or service range

strategic positioning

strategic goals

product and/or service liability in chosen market

operational planning, policies and procedures

Intellectual Property (IP) ownership associated with product or
service

Return On Investment (ROI)

quality standards

legal and ethical requirements and codes of practice

economic, social and environmental sustainability goals,
initiatives, reporting and protocols

sustainability management systems, procedures and practices

quality and continuous improvement processes and standards

relevant legislative and regulatory requirements

reporting procedures

OHS policies, procedures and programs

industry specific management systems, procedures and practices
© State of Victoria 2011
22154VIC Dip of Business (Operations Management)

Evaluated may refer to:
VU20595: Co-ordinate operations management resourcing
infrastructure requirements, such as:
o
production and/or service facilities
o
plant, tools and equipment
o
distribution networks
o
supply chain
o
access to services
o
key success indicators, such as:
o
- return on investment
- waste minimisation
- resource substitution
- unit price reduction
- market share
customer satisfaction
o
change-over time
o
down time

review of monitoring records, interim/daily reports, allowing for
results to be appraised against set goals

performance evaluation

outcome evaluation

qualification

feedback from stakeholders and peers

continuous improvement where future decisions are made using
information gained through monitoring
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
© State of Victoria 2011
A person who demonstrates competency in this unit must provide
evidence of:

organising the implementation of an operations management
resource management system in line with organisation
operations management strategic planning

co-ordinating implementation support mechanisms, performance
monitoring and implementation evaluation

knowledge of principles and practice of operations management

knowledge of operations management resourcing systems and
practices
97
VU20595: Co-ordinate operations management resourcing
Context of and specific
resources for assessment
22154VIC Dip of Business (Operations Management)
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

Method of assessment
Guidance information for
assessment
98
access to suitable simulated or real workplace opportunities
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

evaluation of project in operation management resourcing
strategies and implementation

evaluation of research project into implications of resourcing tier
of operations management three tier approach

review of portfolio of research into resourcing requirements for
specific operations management context

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20596: Manage operations management strategy
o
VU20594: Co-ordinate integration of operations management
strategy
© State of Victoria 2011
22155VIC Adv Diploma of Business (Operations Management)
VU20597: Develop and direct operations management strategy
22155VIC Advanced Diploma Business (Operations Management)
VU20597: Develop and direct operations management strategy
Unit Descriptor
This unit describes the skills and knowledge required to design enterprise long-term operations
management strategic planning to meet requirements within the organisation operations
management area whilst being aligned to the overall enterprise or organisation strategic goals.
The unit then describes the skills and knowledge required to direct the implementation,
monitoring and review of the operations management strategy.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of managers and leaders who are responsible for the long-term and
short-term planning and execution of operations management within an enterprise or
organisation. Practitioners are typically engaged in designing and directing systemised
transformation of inputs into outputs in order to create value in the form of goods and services.
Such activities take place in all organisations.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Develop operations
management
strategy
1.1 Operations management requirements of organisation are
delineated and documented
1.2 Long-term strategic goals of operations management area are
determined and key performance indicators (KPIs) established
1.3 Operations management goals and key performance indicators
are reviewed for alignment with organisation overall strategic
planning
1.4 Strategy to achieve operations management long-term KPIs is
developed, documented and communicated to relevant people
© State of Victoria 2011
99
VU20597: Develop and direct operations management strategy
2. Oversee
implementation of
operations
management strategy
22155VIC Adv Diploma of Business (Operations Management)
2.1 Policies and procedures for resources acquisition are
established and communicated to relevant people
2.2 Risk and contingency management is built into the strategy
2.3 Record keeping, monitoring and evaluation policies and
procedures are established and communicated to relevant
people
2.4 Scheduling is established
3. Evaluate operations
management strategy
3.1 Strategy is reviewed against stated goals including alignment to
organisational overall strategic planning
3.2 Findings are used to inform improved processes, procedures
and planning and are communicated to relevant people
3.3 Changes to strategy are made in consultation with relevant
people
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

interpersonal communication and leadership skills to negotiate, consult and work effectively
with colleagues, management, relevant technical experts, internal and external stakeholders
across a broad range of operational contexts

system thinking skills to determine and evaluate requirements for operations management
strategic planning

research and analytical skills to determine and develop policy and procedures for operations
management strategic planning

research and analytical skills to build sustainability practice into operations management
strategic planning

problem-solving skills to manage risk and contingencies

writing and presentation skills to prepare and present reports

project management skills to oversee the meeting of targets, milestones and scheduling

safe work practices

analytical, calculation and evaluation skills to assess efficacy of strategy
Required Knowledge

broad principles and practice of operations management

broad principles and practice of operations management strategic planning and systems

relevant key performance indicators

general organisational overall strategic planning

general principles and practices of sustainability
100
© State of Victoria 2011
22155VIC Adv Diploma of Business (Operations Management)
VU20597: Develop and direct operations management strategy

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

project management systems

risk management strategies

safe work practices
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 in the performance criteria is detailed below.
Operations management
strategy may include:

long-term strategic planning and goal setting to meet
requirements within operations management area to align with
the overall strategic goals of enterprise or organisation.

strategies for meeting all three tiers of Operations Management

multi-dimensional balancing of supply/demand and volume /
variety

setting of Key Performance Indicators (KPIs) and strategies to
meet KPIs over a long-term period

strategies to further lean manufacturing and /or operational
capability

operational improvement techniques, such as

o
Lean
o
Agility
o
Continuous improvement
o
Six Sigma
o
Kaisen
resource requirements, such as:
o
physical
o
human, including:
o
© State of Victoria 2011
–
training
–
retraining
resourcing policy and procedures

risk management policies and procedures

processes policies and procedures

review and evaluation policies and procedures

economic, social and environmental sustainability compliance
and initiatives

OHS considerations

financial considerations, such as:
o
cost and value of inputs
o
achievement of budget
o
optimisation of resource inputs
101
VU20597: Develop and direct operations management strategy
Operations management
refers to:
22155VIC Adv Diploma of Business (Operations Management)

industry benchmarks

quality standards

project management systems

scheduling

The systemised set of activities that creates value in the form of
goods and services by transforming inputs into outputs. These
activities take place in all organisations.

Three tier approach:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
-
Goals and key
performance indicator
may refer to:
Organisation overall
strategic planning may
refer to:
-
acquiring what is required now
-
managing it and preventing loss or waste
-
improving the process and the value obtained for
the resources applied

inputs to outputs – quantifiable outcomes

set of key measurable performances that give best picture of how
the operations management system is progressing in order to
understand and manage it

measuring the process rather than measuring the endpoint so
that corrective action is taken during the process

processes in place to meet long-term goals

sustainability Triple Bottom Line (TBL) reporting criteria

strategic goals and positioning

objectives, such as:
o
o
o
o
o
102
day-to-day / weekly / monthly planning involving:
effectiveness
efficiency
equity and inclusiveness
excellence
expansion

business and performance plans

Return On Investment (ROI)

environmental management systems

processes

operational planning, policies and procedures
© State of Victoria 2011
22155VIC Adv Diploma of Business (Operations Management)
Policies and procedures
for resources acquisition
may include:

legal and ethical requirements and codes of practice

quality and continuous improvement processes and standards

relevant legislative and regulatory requirements

reporting procedures

OHS policies, procedures and programs

industry specific management systems, procedures and practices

infrastructure requirements, such as:
production and/or service facilities
o
plant, tools and equipment
o
distribution networks
o
supply chain
o
access to services
o
key success indicators, such as:
o
- return on investment
- waste minimisation
- resource substitution
- unit price reduction
- market share
customer satisfaction
o
change-over time
o
down time
knowledge and Intellectual Property (IP) policies

legislative and regulatory compliance
relevant Australian and international standards
organisational policies
import and export
purchasing and procurement
certified technical testing
training
environmental auditing
financial auditing
budgetary requirements
logistics management
risk management
quality assurance
OHS












© State of Victoria 2011
o


Relevant people may
include:
VU20597: Develop and direct operations management strategy

personnel responsible for co-ordinating implementation of
strategy, such as:
o
management
o
colleagues
o
clients
o
customers
103
VU20597: Develop and direct operations management strategy
Scheduling may refer to:
22155VIC Adv Diploma of Business (Operations Management)
o
stakeholders
o
technical experts
o
industry professionals
o
planners
o
advisors
o
consultants
o
regulators

long-terms targets and milestones

short-term targets

timeframes

lead time

work breakdown structure

resource levelling

critical path management

cumulative and discrete schedules
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
Context of and specific
resources for assessment
A person who demonstrates competency in this unit must provide
evidence of:

developing an operations management strategy that aligns with
organisational overall strategic planning

generating key performance indicators to meet determined goals
and to measure progress and efficacy of strategy

overseeing the implementation of the operations management
strategy including monitoring, review and evaluation

knowledge of principles and practice of operations management
and operations management strategic planning and their
alignment within organisational overall strategic planning
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

Method of assessment
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

104
access to suitable simulated or real workplace opportunities
evaluation of project in operations management strategic
planning, determination of key performance indicators, and
implementation
© State of Victoria 2011
22155VIC Adv Diploma of Business (Operations Management)
Guidance information for
assessment
© State of Victoria 2011
VU20597: Develop and direct operations management strategy

evaluation of research project into operations management
principles and practice and their alignment to organisational
overall strategic planning

review of portfolio of research into operations management
strategies across a range of organisations

review of portfolio of research into three tier approach to
operations management with emphasis on the development of
the strategy tier

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20598: Direct integration of operations management
strategy
o
VU20599: Develop and oversee operations management
resourcing
105
VU20597: Develop and direct operations management strategy
106
22155VIC Adv Diploma of Business (Operations Management)
© State of Victoria 2011
22155VIC Adv Diploma of Business (Operations Management)
VU20598: Direct integration of operations management strategy
VU20598: Direct integration of operations management strategy
Unit Descriptor
This unit describes the skills and knowledge required to direct the integration of an operations
management strategy into short-term, or quarterly to annual, planning and operating. The
integration phase denotes the identification of what is required, its volume and variety, and when
it is required.
Operations management is defined as a systemised set of activities that creates value in the form
of goods and services by transforming inputs into outputs.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of managers who are responsible for the long and short-term planning
and execution of operations management within an organisation. Practitioners are typically
engaged in designing and directing systemised transformation of inputs into outputs in order to
create value in the form of goods and services. Such activities take place in all organisations.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Determine
requirements for
integration of
operations
management strategy
1.1 Operations management strategy is reviewed for integration
options
1.2 Framework for integration is determined in accordance to
organisational requirements
1.3 Requirements of supply and demand against volume and
variety are researched and determined
2. Develop plan for
integration of
operations
management strategy
2.1 Processes and procedures for analysing resource requirements
and capacity against demand are determined
2.2 Strategies for supporting organisational acceptance of
integration processes are identified and incorporated into plan
2.3 Performance systems, policies and procedures for process
handling, monitoring and improvement are developed
2.4 Plan is appraised for alignment to operations management
strategy
© State of Victoria 2011
107
VU20598: Direct integration of operations management strategy
3. Oversee
implementation and
evaluation of
integration plan
22155VIC Adv Diploma of Business (Operations Management)
3.1 Implementation is monitored against planned goals and
requirements
3.2 Findings are used to inform improved processes, procedures
and planning and outcomes communicated to relevant people
3.3 Changes to integration plan are made in consultation with
relevant people
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

interpersonal communication and leadership skills to negotiate, consult and work effectively
with colleagues, management, relevant technical experts, internal and external stakeholders
across a broad range of operational contexts

system thinking skills to determine and evaluate requirements for operations management
strategy integration framework and plan development

research and analytical skills to determine and develop policy, procedures and process for
operations management strategy integration

research and analytical skills to build sustainability practice into operations management
strategy integration plan

negotiation and organising skills to manage change initiatives and achieve planned outcomes

data manipulation skills to interpret relevant statistical data

problem-solving skills to manage risk and contingencies

writing and presentation skills to prepare and present reports

project management skills to oversee the meeting of targets, milestones and scheduling

analytical, calculation and evaluation skills to assess efficacy of integration plan
Required Knowledge

broad principles and practice of operations management

broad principles and practice of operations management strategy integration planning

general organisational overall strategic planning

enterprise knowledge

general principles, practices and protocols of sustainability

relevant key performance indicators

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

project management systems

cost/benefit analysis and Return on Investment (ROI)

risk management strategies

safe work practices
108
© State of Victoria 2011
22155VIC Adv Diploma of Business (Operations Management)
VU20598: Direct integration of operations management strategy
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 in the performance criteria is detailed below.
Integration refers to:

the second tier of Three Tier Approach to operations
management which is as follows:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
-
Operations management
strategy may refer to:
-
acquiring what is required now
-
managing it and preventing loss or waste
-
improving the process and the value obtained for
the resources applied

long-term strategic planning and goal setting to meet
requirements within operations management area to align with
the overall strategic goals of enterprise or organisation.

strategies for meeting all three tiers of Operations Management

multi-dimensional balancing of supply/demand and volume /
variety

setting of Key Performance Indicators (KPIs) and strategies to
meet KPIs over a long-term period

strategies to further lean manufacturing and /or operational
capability

operational improvement techniques, such as:

o
Lean
o
Agility
o
Continuous improvement
o
Kaizen
o
Six Sigma
resource requirements, such as:
o
physical
o
human, including:
o
© State of Victoria 2011
day-to-day / weekly / monthly planning involving:
-
training
-
retraining
resourcing policy and procedures
109
VU20598: Direct integration of operations management strategy
Framework for
integration may refer to:
Organisational
requirements may refer
to:
110
22155VIC Adv Diploma of Business (Operations Management)

risk management policies and procedures

processes policies and procedures

review and evaluation policies and procedures

economic, social and environmental sustainability compliance
and initiatives

OHS considerations

financial considerations, such as:
o
cost and value of inputs
o
achievement of budget
o
optimisation of resource inputs

industry benchmarks

quality standards

project management systems

scheduling

framework for achieving multi-dimensional balance of: supply
and demand / volume and variety

work of inputs to outputs, such as:
o
supply chain management costs
o
what is required
o
how much is required
o
when is it required
o
Key Performance Indicators (KPIs)
o
processes and procedures
o
targets and milestones
o
scheduling
o
alignment to organisational strategic plans

business and performance plans

product and/or service range

strategic positioning

strategic goals

product and/or service liability in chosen market

operational planning, policies and procedures Intellectual
Property (IP) ownership associated with product or service

Return On Investment (ROI)

quality standards

legal and ethical requirements and codes of practice

economic, social and environmental sustainability goals,
initiatives, reporting and protocols

sustainability management systems, procedures and practices
© State of Victoria 2011
22155VIC Adv Diploma of Business (Operations Management)
Plan for integrations of
operations management
strategy may refer to:
Organisational
acceptance of integration,
may refer to:
Performance systems,
policies and procedures
for process handling,
monitoring and
improvement, may refer
to:
Relevant people may
include:

plan that operates over quarterly to annual time period and that:
o
is based on matching resources to determined demand
o
is in line with long-term operations management strategic
planning
o
meets customer needs,
o
meets integration framework goals and Key Performance
Indicators (KPIs)
o
takes into account:

- capacity
- people
- demand
- lead times
resources

issues associated with Key Performance Indicators (KPIs)

targets / timeframes / scheduling

strategic planning to maintain commitment

monitoring process

process improvement

contingency and risk management

strategies to gain and maintain commitment to strategy across
whole organisation

change management

motivation

promotion of role of operations management in supporting
organisational goals and overall mission

reporting structures and procedures

regular and timely reporting

record keeping

completion documentation

compliance manuals

quality assurance manuals

management
colleagues
clients
customers
stakeholders
technical experts
industry professionals
planners
advisors
consultants
regulators










© State of Victoria 2011
VU20598: Direct integration of operations management strategy
111
VU20598: Direct integration of operations management strategy
22155VIC Adv Diploma of Business (Operations Management)
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
Context of and specific
resources for assessment
A person who demonstrates competency in this unit must provide
evidence of:

developing a plan for integration of operations management
strategy

developing strategies for managing implementation of integration
plan including monitoring and evaluation processes and
procedures

knowledge of principles and practices of operations management

knowledge of operations management strategic planning and
implementation methodologies
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

Method of assessment
Guidance information for
assessment
112
access to suitable simulated or real workplace opportunities
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

evaluation of project in development of a framework and plan for
integration of operations management strategy

evaluation of research project into requirements of supply and
demand against volume and variety in a specific context

review of portfolio of research into three tier approach to
operations management with emphasis on implementation of
integration tier

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20597: Develop and direct operations management
strategy
o
VU20599: Develop and oversee operations management
resourcing
© State of Victoria 2011
22155VIC Adv Dip of Business (Operations Management)
VU20599: Develop and oversee operations management resourcing
VU20599: Develop and oversee operations management resourcing
Unit Descriptor
This unit describes the skills and knowledge required to design and direct a system for resources
management that underpins operations management long-term overall strategic planning and
quarterly to annual integration of that strategy.
Operations management is defined as a systemised set of activities that creates value in the form
of goods and services by transforming inputs into outputs.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Employability Skills
The required outcomes described in this unit of competency contain applicable facets of
Employability Skills. The Employability Skills Summary of the qualification in which this unit is
included will assist in identifying employability skill requirements.
Application of the Unit
This unit supports the work of managers who are responsible for the long-term and short-term
planning and execution of operations management within an organisation. Practitioners are
typically engaged in designing and directing systemised transformation of inputs into outputs in
order to create value in the form of goods and services. Such activities take place in all
organisations.
ELEMENT
PERFORMANCE CRITERIA
Elements describe the essential
outcomes of a unit of
competency.
Performance criteria describe the required performance needed to demonstrate
achievement of the element. Where bold italicised text is used, further information
is detailed in the required skills and knowledge and/or the range statement.
Assessment of performance is to be consistent with the evidence guide.
1. Develop an operations 1.1 Resourcing requirements for transformation of inputs into
management resource
outputs are identified and documented
management system
1.2 Models and theories of resource management, including
sustainability initiatives, are researched and appraised for
suitability to organisation
1.3 Resource management system is designed, documented and
communicated to relevant people and in accordance with
organisational requirements
1.4 Resource management system is analysed for alignment to
operations management strategy
2. Direct resource
management system
2.1 Requirements for implementation are determined and system
established
2.2 Support for the use of the system is designed and established
2.3 Record keeping, system monitoring and evaluation procedures
are established
© State of Victoria 2011
113
VU20599: Develop and oversee operations management resourcing
3. Evaluate resource
management system
22155VIC Adv Dip of Business (Operations Management)
3.1 System is reviewed against stated goals including alignment to
organisational strategic planning
3.2 Findings are used to inform improved processes, procedures
and planning and are communicated to relevant people
3.3 Changes to system are made in consultation with relevant
people
REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge, and their level, required for this unit.
Required Skills

interpersonal communication and leadership skills to negotiate, consult and work effectively
with colleagues, management, relevant technical experts, internal and external stakeholders
across a broad range of operational contexts

system thinking skills to determine and evaluate requirements for operations management
resourcing system

research and analytical skills to determine and develop policy and procedures for operations
management resourcing

data manipulation skills to interpret relevant statistical data

research and analytical skills to build sustainability practice into operations management
resourcing

organisational skills to monitor and meet relevant key resourcing performance indicators

problem-solving skills to manage risk and contingencies

writing and presentation skills to prepare and present reports

project management skills to oversee the meeting of targets, milestones and scheduling

analytical, calculation and evaluation skills to assess efficacy of resource management system
Required Knowledge

broad principles and practice of operations management

broad principles and practice of operations management resource management systems

relevant key performance indicators

enterprise knowledge

general organisational overall strategic planning

general principles and practices of sustainability

relevant key performance indicators

relevant Federal, State and local legislative and regulatory requirements

relevant Australian standards

project management systems

risk management strategies
114
© State of Victoria 2011
22155VIC Adv Dip of Business (Operations Management)
VU20599: Develop and oversee operations management resourcing
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 in the performance criteria is detailed below.
Resource management
system may refer to:

formal policies, procedures and methodology to meet immediate
and future (day-to-day) resource needs, that may involve:
o
‘Go get it - Manage it - Improve it’
-

meaning: obtain the resources; manage the resources
through prevention of deterioration or waste; improve
the process through applying strategies that gain
greater return for the resources applied
o
E-management tools and systems
o
process of refreshment
o
procurement
o
Standard Operations Procedures (SOPs)
o
resourcing Key Performance Indicators (KPI)s
o
scheduling, including:
o
- long-terms targets and milestones
- short-term targets
- timeframes
- lead time
- work breakdown structure
- resource levelling
- critical path management
- cumulative and discrete schedules
risk and contingency planning
o
processes for improvement
formal system to address requirements of the third tier of the
Three Tier Approach to operations management which is as
follows:
1. Operations Management Strategy:
-
long-term (3-5 years) strategic planning
2. Integration of Strategy:
-
short-term (quarterly to annual) planning involving
identification of what is needed, its volume and variety,
and when it is required
3. Resource Management:
-
day-to-day / weekly / monthly planning involving:
-
© State of Victoria 2011
acquiring what is required now
managing it and preventing loss or waste
improving the process and the value obtained for
the resources applied
115
VU20599: Develop and oversee operations management resourcing
Resourcing requirements
may include:
Organisational
requirements may refer
to:
116
22155VIC Adv Dip of Business (Operations Management)

people

tools

equipment

facilities

materials

plant

machinery

sustainability considerations in resource use

professional development

coaching and/or mentoring

formal and informal training

policies and procedures for resources acquisition, such as:
o
legislative and regulatory compliance
o
relevant Australian and international standards
o
organisational policies
o
import and export
o
purchasing and procurement
o
certified technical testing
o
training
o
environmental auditing
o
financial auditing
o
budgetary requirements
o
logistics management
o
risk management
o
quality assurance
o
OHS

business and performance plans

product and/or service range

strategic positioning

strategic goals

product and/or service liability in chosen market

operational planning, policies and procedures

Intellectual Property (IP) ownership associated with product or
service

Return On Investment (ROI)

quality standards
© State of Victoria 2011
22155VIC Adv Dip of Business (Operations Management)
Operations management
strategy may refer to:

legal and ethical requirements and codes of practice

economic, social and environmental sustainability goals,
initiatives, reporting and protocols

sustainability management systems, procedures and practices

quality and continuous improvement processes and standards

relevant legislative and regulatory requirements

reporting procedures

OHS policies, procedures and programs

industry specific management systems, procedures and practices

infrastructure requirements, such as:
o
production and/or service facilities
o
plant, tools and equipment
o
distribution networks
o
supply chain
o
access to services
o
key success indicators, such as:
-
return on investment
-
waste minimisation
-
resource substitution
-
unit price reduction
-
market share
o
customer satisfaction
o
change-over time
o
down time

long-term strategic planning and goal setting to meet
requirements within operations management area to align with
the overall strategic goals of enterprise or organisation.

strategies for meeting all three tiers of Operations Management

multi-dimensional balancing of supply/demand and volume /
variety

setting of Key Performance Indicators (KPIs) and strategies to
meet KPIs over a long-term period

operational improvement techniques, such as:
o
o
o
o
o
© State of Victoria 2011
VU20599: Develop and oversee operations management resourcing
lead
agility
continuous improvement
Kaizen
Six Sigma
117
VU20599: Develop and oversee operations management resourcing

22155VIC Adv Dip of Business (Operations Management)
resource requirements, such as:
o
physical
o
human, including:
o
-
training
-
retraining
resourcing policy and procedures

risk management policies and procedures

processes policies and procedures

review and evaluation policies and procedures

economic, social and environmental sustainability compliance
and initiatives

OHS considerations

financial considerations, such as:

cost and value of inputs
- achievement of budget
- optimisation of resource inputs
industry benchmarks

quality standards

project management systems

scheduling

systems that ensure relevant personnel have access to
information and material needs to comply with resource
management system, such as:
-
Support may refer to:
Evaluate may refer to:
118
o
education / training programs
o
strategies to gain and maintain commitment to operations
management strategy across whole organisation and through
each tier of operations management
o
strategies to ensure resourcing needs in relation to operations
management are communicated expeditiously across
organisation
o
strategies to encourage skills in, and commitment to,
sustainability initiatives

review of monitoring records, interim/daily reports, allowing for
results to be appraised against set goals

performance evaluation

outcome evaluation

qualification

feedback from stakeholders and peers

continuous improvement where future decisions are made using
information gained through monitoring
© State of Victoria 2011
22155VIC Adv Dip of Business (Operations Management)
Organisational strategic
planning may refer to:

strategic goals and positioning

objectives, such as:
o
effectiveness
o
efficiency
o
equity and inclusiveness
o
excellence
o
expansion

business and performance plans

Return On Investment (ROI)

environmental management systems

processes

operational planning, policies and procedures

legal and ethical requirements and codes of practice

quality and continuous improvement processes and standards

relevant legislative and regulatory requirements

reporting procedures

OHS policies, procedures and programs

industry specific management systems, procedures and practices

infrastructure requirements, such as:

© State of Victoria 2011
VU20599: Develop and oversee operations management resourcing
o
production and/or service facilities
o
plant, tools and equipment
o
distribution networks
o
supply chain
o
access to services
o
key success indicators, such as:
-
return on investment
-
waste minimisation
-
resource substitution
-
unit price reduction
-
market share
o
customer satisfaction
o
change-over time
o
down time
knowledge and Intellectual Property (IP) policies
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VU20599: Develop and oversee operations management resourcing
Relevant people may
include:

management

colleagues

clients

customers

stakeholders

technical experts

industry professionals

planners

advisors

consultants

regulators
22155VIC Adv Dip of Business (Operations Management)
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 of this qualification.
Critical aspects for
assessment and evidence
required to demonstrate
competency in this unit
Context of and specific
resources for assessment
A person who demonstrates competency in this unit must provide
evidence of:

planning for, designing and overseeing the implementation of a
system of resourcing within operations management

ensuring that the resourcing system is aligned to the overall
operations management strategy

designing and overseeing the implementation of support
strategies and monitoring and evaluation procedures for the
resourcing system

knowledge of principles and practices of operations management

knowledge of operations management resource management
systems planning and implementation
Assessment must ensure:

activities are related to an operations management context
Resources implications for assessment include:

Method of assessment
120
access to suitable simulated or real workplace opportunities
A range of assessment methods should be used to assess practical
skills and knowledge. The following assessment methods are
appropriate for this unit:

evaluation of project in the development and design of an
operations management resourcing system including support
strategies across a variety of contexts

evaluation of research project into day-to-day resourcing
requirements of transforming inputs into outputs within a specific
context
© State of Victoria 2011
22155VIC Adv Dip of Business (Operations Management)
Guidance information for
assessment
© State of Victoria 2011
VU20599: Develop and oversee operations management resourcing

evaluation of research project/portfolio into resource
management methodologies

observation

direct questioning

presentations

third party reports

Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended. Suggested units
may include but are not limited to:
o
VU20597: Develop and direct operations management
strategy
o
VU20598: Direct integration of operations management
strategy
121