GENERIC mANAGEMENT

Unit Standards related to this module

Breakdown of Module

• Module 1: Initiating Career Development
  • Gather & analyse information for individual career planning
  • Gap analysis
  • Identifying priorities
  • Set goals and objectives
  • Develop a strategy and an action plan for a department/division
  • Strategy for Skills Development
  • Setting up a decision making processes
  • Action planning
  • Establish performance standards
  • Effective performance standards
  • Set up monitoring systems
  • Performance management
  • Performance appraisal

• Module 2: implementing career development
  • Facilitate and manage the career planning process
  • Implement action plans
  • Monitor and measure achievements and objectives
  • Monitor individual career progress
  • Reviewing action plans

• Module 3: Skills Development and Learning Organisations
  • Skills development legislation
  • Legislation
  • Purpose of the NQF
  • The role of Quality Assurers
  • The QCTO
  • The Skills Development and Skills Development Levy Acts
  • Skills planning, the NQF and the NSDS
  • The role of skills planning and skills development facilitation
  • Organisational transformation and the role of learning
  • Organisational Transformation
  • Change management
  • Formulate recommendations on implementing the process.
  • Change and human resources
  • The role of a Skills Development Manager
  • Learnerships
  • What is a Learnership?
  • Module Four: Skills Development Intervention
  • Fundamentals of teaching and learning
  • A shared understanding of learning
  • The action learning cycle
  • Prioritising learning
  • Workplace Skills Plans
  • Key stakeholders
  • Annual training report
  • Review and Evaluate
  • Improvements to learning interventions

Unit Standards related to this module

Breakdown of Module

• Optimise manufacturing and production processes.
• • Collect and analyse data and identify opportunities for improvement.
• • Sources where data can be found are identified and checked for relevance in terms of the specific process and sector involved.
• • The data is analysed using appropriate analysis techniques and trends are identified from the analysis.
• • Opportunities for improving manufacturing or production processes are identified using the analysis.
• • Problems preventing/impeding the improvement of manufacturing or production processes are identified and elaborated through the analytical process.
• • Identify the root cause of the problem.
• • The problem is defined and explained with reference to the impact thereof on the manufacturing or production environment.
• • The problem is examined and identified in terms of problem type, problem parameters and problem components.
• • Possible causes of the problem are listed and analysed in accordance with specified requirements within the manufacturing or production environment to determine the root cause of the problem.
• • The root cause is analysed/researched and facts gathered are analysed to determine their relevance to the problem.
• • The present and desired states are defined so that the difference between them forms the basis for further understanding of the problem.
• • Criteria defining the desired state are analysed so that the way to solve the problem becomes clearer.
• • Solve the problem and generate improvement options.
• • Problem-solving techniques and/or tools appropriate to the nature of the problem are selected and analysed to ensure that consideration has been given to the available problem-solving tools.
• • The problem-solving techniques and/or tools are applied considering the criteria for the desired state.

• Lean Manufacturing
  • Maintain manufacturing efficiencies
• • Collect and analyse process-related information, maintain records, summarise information and generate reports.
• • Set and agree targets and levels of efficiency.
• • Identify and respond to deviations, problems and incidents which impact on production efficiencies.
• • Monitor and evaluate activities, safety, product quality and housekeeping.
• • Share and discuss information with relevant people and resolve external issues, which affect quality and output.
• • Production and support processes function effectively to an agreed standard of efficiency over a period of time.
• • Production targets are met while also achieving agreed levels of quality.
  • Practices which waste time or other resources are minimised.
• • Records and reports are accurate, up-to-date and reflect a consistent effort to maintain efficiency.
• • Deviations, problems and incidents are recognised and responded to quickly and effectively.

• Safety, health and environmental standards
  • One way to improve the effectiveness of your safety process is to change the way it is measured.
• • Measuring safety performance is no different and effectively doing so will compound the success of your improvement efforts.
• • Finding the perfect measure of safety is a difficult task.
• • The personnel receive adequate information and support.
• • Discussions of issues demonstrate that I have an understanding of the key concepts and principles related to optimising production processes and an understanding of how these relate to application in practice.

• Manage inventory
  • Develop plan for location of materials during production process.
• • Station materials for production flow.
• • Document materials movement and inventory count.
• • Establish lot sizes and reorder points.
• • Conduct on-site inventory
• • Change logistics and update inventory to respond to production and engineering changes.
• • Contribute to the management of costs and the enhancement of value.
• • Demonstrate an understanding of the business and accounting environment.
• • The business environment is defined in relation to generally accepted accounting practice/ GRAP.
• • Various accounting techniques are described and utilised in the process of collecting, analysing and disseminating cost information.
• • The principles and theory underpinning accounting are explained in relation to costing systems within the framework of GAAP/ GRAP.
• • Organisational policies and procedures related to accounting and administrative systems are explained in GAAP/ GRAP terms.

• Collect, analyse and disseminate information about costs.
  • Valid, relevant information is identified from internal and external sources.
• • Trends in prices are monitored for movements and analysed on a regular basis, and potential implications are identified.
• • Standard costs are compared with actual costs and any variances are analysed.
• • Forecasts of trends and changes in factor prices and market conditions are consistent with previous experience of factor prices and market conditions.
• • Relevant staff in the organisation are consulted about the analysis of trends.
• • Reports highlighting significant trends are presented to management in an appropriate format.
• • Make recommendations to reduce costs and enhance value.
• • Routine cost reports are analysed, compared with other sources of information and the implications of findings are identified.
• • Relevant performance indicators are monitored and the results are assessed to identify potential improvements.
• • Relevant specialists are consulted to assist in the identification of ways to reduce costs and enhance value.
• • Exception reports to follow up matters that require further investigation are prepared.
• • Specific recommendations are made to management and are explained in a clear and appropriate manner.