GENERIC mANAGEMENT

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

ID

Unit standard title

NQF level

Credits

11911   

Manage individual careers          

5

5

15219

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

5

4

15220

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

5

4

15232   

Coordinate planned skills development interventions in an organisation

5

6

116926 

Implement skills development as workplace learning to support organisation transformation

5

12

252041 

Promote a learning culture in an organisation

5

5

 

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

119166

Optimise manufacturing processes 

5

24 

119159

Maintain manufacturing efficiencies 

5

12 

9897

Manage inventory 

5

12999

Contribute to the management of costs and the enhancement of value 

5

10 

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.

 

CPT – HEAD OFFICE | JHB

Marketing Manager / Head: CPT Business College:  gizelle@cpt.co.za

Financial Manager:  petro@cpt.co.za

Quality Assurance & Operations Manager:  linzi@cpt.co.za

Managing Director:  chrisg@cpt.co.za

Learning Advisor:  anila@cpt.co.za

L&D Coordination and Scheduling: anila@cpt.co.za

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