NQF 5 (SAQA ID:59201)  | Elective Modules

Generic Management | Elective Modules

NQF 5 (SAQA ID:59201)  | Elective Modules

Elective One - Skills Development Management (SABPP)
Unit Standards related to this module


Unit standard title

NQF level



Manage individual careers          




Develop and implement a strategy and action plans for a team, department or division




Set, monitor and measure the achievement of goals and objectives for a team, department or division within an organisation




Coordinate planned skills development interventions in an organisation




Implement skills development as workplace learning to support organisation transformation




Promote a learning culture in an organisation




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


Elective Two - Generic Manufacturing (MerSETA)
Unit Standards related to this module


Optimise manufacturing processes 




Maintain manufacturing efficiencies 




Manage inventory 



Contribute to the management of costs and the enhancement of value 



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.



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