beyondcompetencies ispi 4-10-06...2006/04/10 · beyond competencies— managing employee and...
TRANSCRIPT
Beyond Competencies—
Managing Employee and Organization Capability
leveraging knowleveraging know--how for performance!how for performance!
Peter R. Hybert20 Danada Square West, #102Wheaton, IL 60187phone: 630.682.1649web: www.prhconsulting.com
PRH Consulting
Inc.
PRH Consulting
Inc.
ISPI Conference PreviewApril 10, 2006
©2006 PRH Consulting, Inc. Page 1
Overview: We Can Do a Better Job with Employee Capability…And We Should
“It is not necessary to change. Survival is not mandatory.”W. Edwards Deming
©2006 PRH Consulting, Inc. Page 2
The Opportunity
Premises
1. Companies spend a great deal of effort trying to build, manage, and improve employee and organization capability
2. Currently, internal organizations work independently
3. As a result of Item 2, deliverables are not integrated, there is redundant work, and there are gaps.
4. There are opportunities to eliminate waste, improve productivity, and deliver increased benefits to the organization.
Success Factors—How We Can Realize the Opportunity
1. Use a common/shared analysis methodology
2. Create an integrated solutionset for the business
3. Develop/use a common data management and storage taxonomy
4. Grow communities of knowledge and practice
The key to the above is the framework of capabilities that connects needs to solutions
©2006 PRH Consulting, Inc. Page 3
Session Objectives
By the end…you will be able to
Define “capability” and distinguish it from competency and skill
Summarize where current methods for managing capability fall short
Describe a model for linking work process, capability, and roles
Describe how various strategies for managing capability (e.g. assessment, qualification, training, performance support) can be integrated across an organization
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SITUATION: Many Stakeholders, Mostly Unsatisfied
“Your most unhappy customers are your greatest source of learning.”
Bill Gates
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What We Want is Clear…
Leaders need to know what the capability of their organization is and needs to be
Employees need to know what capabilities they need to develop for advancement
HR needs to know what capabilities are needed so they can recruit for and retain them
“Capability Providers” (e.g., performance consultants, trainers) need to know what capabilities exist and are needed so they can develop them
©2006 PRH Consulting, Inc. Page 6
What We Have Can be Unclear…Pe
rform
ance
Appra
isal
Role Profiles
Kno
wle
dge
Man
agem
ent
Skill DictionaryTraining
Career Maps
Competency M
odels
Curriculum
Learning Objects
Corp Initia
tives
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The Opportunity: Alignment
“Honest disagreement is often a good sign of progress.”Ghandi
©2006 PRH Consulting, Inc. Page 8
Aligning Around Capability Requirements
Capability Requirements
CapabilityRequirements
Business Processes
Business Processes
Business Processes
Role Definition
Business Processes
Business Processes
Business Processes
Business Processes
Business Processes
Business Processes
Role Definition
Content and Support Development and Maintenance
Content and Support Development and Maintenance
Job/Role DefinitionsJob/Role Definitions
Career/Development PathsCareer/Development Paths
Organizational Capability PlanningOrganizational Capability Planning
Individual Capability Assessment and Development Planning
Individual Capability Assessment and Development Planning
TRAINING, OTHERS
HR
Recruiting & SelectionRecruiting & Selection
Qualification AdminQualification Admin
WORK PROCESSES
LEADERSHIP
©2006 PRH Consulting Inc.
©2006 PRH Consulting, Inc. Page 9
Example Applications
Series of training, content, and qualification objects to support capability requirements for a role
Development Path
Tool for identifying capability gaps and prioritizing development needs
Capability Assessment Tool
“1-pager” summarizing capability requirements for a role
Capability Model
DescriptionArtifact
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Success Factors: Necessary Technologies
Analysis11 Integrated Solution Set
22
Data-Management33 Communities44
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Technology Analysis
“Frame by frame. Death by drowning in your own analysis.”
Adrian Belew
11
Analysis consists of taking apart and examining something to find patterns, the internal logic, so you can better understand it.
©2006 PRH Consulting, Inc. Page 12
Greeting and IntroGreeting and Intro SecuritySecurity Explore
Initial Needs
Explore Initial Needs
Propose SolutionsPropose Solutions
Enter OrderEnter Order
Steps/Tasks Output
Security Policy
Account #, Password
Handling Objections/ Questions
Two-handed typing
Navigating Accounts
Account RecordsKnowledge
Item
Information Item
Skill Item
Pre-requisite Knowledge/ Skills
Skill Item
Knowledge Item
The Elements of Performance—Remember the Learning Hierarchy?
Performance
Supporting Capabilities
Pre-Requisites
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All information describing performance, including outputs, tasks, and measures can be categorized as “the work.”
In addition, there are “supportingsupporting knowledge/ skills/ characteristics/ values” (what you need in your behavioral repertoire to do the work).
Key Principle: Performance vs. Supporting Capabilities
Greeting and IntroGreeting and Intro PreliminaryPreliminary
Explore Initial
Needs
Explore Initial
Needs
Identify Actionable
Issues
Identify Actionable
Issues
Summarize Next Steps and Close
Summarize Next Steps and Close
Other NeedsOther Needs
N
Sales SkillsTechnical
Knowledge
Customer Industry
KnowledgeEtc.
Related to the specific job/role.
More likely to be “shareable.”
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Practice: Performance vs. Supporting
• Policy about credit for returns• Clarify the caller’s initial question• How to navigate the customer account
data systems
Customer Service Agent
• Competitive product capabilities• How to use the CAD system• Materials characteristics (e.g., melting
point)• Design a cruise control switch
Engineer
• Sterile environment practices• Suturing skills• Executing a specific procedure (e.g.,
angioplasty)• Principles of malpractice claims
Doctor
SupportingPerformanceExample CapabilitiesRole
“Litmus Test” Questions• Are you paid to do this?• If you did it today, will you need to do it again?• Do you do this or use it to do something else?• Is it likely that other roles will need this?
©2006 PRH Consulting, Inc. Page 15
Capabilities Needed
Technical SkillsProbably Unique to Company—Must Be Learned at Company
•Computer system•ACD system•Etc.
Product KnowledgeUnique to Company—Must Be Learned at Company
•Product A•Service B•Etc.
Customer Service SkillsUnique to Role—Must Be Learned in Equivalent or Actual Role
• Participant calling for information
• Angry participant complaint• Impaired participant (e.g.,
hard of hearing, confused)• Ex-spouse of participant
requesting information• Etc.
Traits/CharacteristicsUnique to Individual—Must Be Part of Selection Criteria
•Energetic•Patient•Able to multi-task•Etc.
Process/Task PerformanceUnique to Role at Company—Must Be Learned at Company
•Greet callers•Access account data•Provide information•Etc.
(Company) Industry Knowledge Unique to Industry—May Be “Selected For” or Learned at Company
•Legal/regulatory•Standards•Marketplace•Etc.
Example: Call Center Agent
Performance
Supporting Supporting
Supporting
Supporting
©2006 PRH Consulting, Inc. Page 16
Example: Section of Engineer Capability List
Raw analysis data has to eventually be converted to an organized set of capabilities.
Qualification Catalog
04 Tools/Equipment/Machinery04.01 Tools/Equipment/Machinery (General)04.02 Analysis/Design Tools04.03 Requirements Tracing Tools04.04 Defect Tracking Tools04.05 Configuration Management Tools04.06 Loaders04.07 Software Development Tools04.08 Hardware Development Tools
04.08.01 Mechanical Design/Development04.08.02 Electrical Design/Development
04.08.02.01 DSP Tools04.08.02.02 Viewdraw04.08.02.03 View Sim04.08.02.04 Mentor Graphics
Category
Parent2nd Level
Individual Qualification Items
Parent1st Level
User assesses his/her
capability at this level
©2006 PRH Consulting, Inc. Page 17
Activity: You Own a Cleaner/Laundry Business!
Diagram of the business
Worksheet
Three to four other participants and your imaginations
Supporting Materials:
Break a simple performance into capabilities
Identify as either “performance” or “supporting”
Classify supporting capabilities
Purpose:
The Clothes Pin
©2006 PRH Consulting, Inc. Page 18
Activity: The Business
You are the majority stockholder of a privately held laundry/ cleaning business. Overall, revenue is $2.6M/yr.
Central Plant• Services
- Customer service- Laundry and pressing- Dry cleaning- Drapery cleaning- Fur storage
• Labor: Mostly full-time• Hours:
- Open to public from 6:30am to 8pm, M-Sat
- Operations 24 hours
Storefront (x3)• Services
- Laundry and pressing- Customer service
• Labor: Mix of part-time and full-time
• Hours: - Open to public from
6:30am to 8pm, M-Sat- Operations 24 hours
Clothes may be processed at either location, depending on workload and type of processing
The Clothes Pin
The Clothes Pin
©2006 PRH Consulting, Inc. Page 19
Activity: Your (Business) Goal
You would like to deliver consistent customer service at all locations and be able to move employees from site to site as needed. For that to work, you will need to be more systematic about the way you manage the capabilities of your workers.
Your first priority is customer service. Your current situation includes the following:The cash register/ order processing system at the plant is different (more complex and newer) than at the three sites.Sites 1 and 2 use the same equipment. Site 3 uses an older system that is mostly manual. (You purchased the third site last year from a competitor that retired.)Most of your labor at Site 2 are students from a nearby college. However, the majority of your labor force is made up of late/ middle-age, lower education workers. Many speak only minimal English.
You decide to analyze the process for receiving an order, from greeting the customer to transferring the order to operations. (This includes entering the order, sorting and bagging the clothes, and tagging the bag. The order is transferred when the bag is dropped in the “in” basket and the order is forwarded in the system.)
The Clothes Pin
The Clothes Pin
©2006 PRH Consulting, Inc. Page 20
Capabilities Worksheet
Capability
Perfo
rman
ce
Supporting
PRH Consulting Inc. 20 Danada Square West, Wheaton, IL USA ph: (630) 682-1649 web: www.prhconsulting.com
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Capabilities Worksheet
Capability
Perfo
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Supporting
PRH Consulting Inc. 20 Danada Square West, Wheaton, IL USA ph: (630) 682-1649 web: www.prhconsulting.com
Info
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Activity: Your (Activity) Goal
Work in groups of four to six people.
Break the customer service work into a set of capabilities. Go into as much (or as little) detail as you need to be able to
The Clothes Pin
The Clothes Pin
Identify whether each is a performance or supporting capability.
Categorize the supporting capabilities
Tip: Don’t worry about getting them organized at this point—we’ll do that next.
©2006 PRH Consulting, Inc. Page 21
Technology Integrated Solution Set
“For a successful technology, reality must take precedence over public relations, for Nature cannot be fooled. ”
Richard Feynman
22
Solutions are specific ways of meeting a need—more than one will often work but there are always trade-offs.
©2006 PRH Consulting, Inc. Page 22
Overall System View
Capability Requirements
CapabilityRequirements
Business Processes
Business Processes
Business Processes
Role Definition
Business Processes
Business Processes
Business Processes
Business Processes
Business Processes
Business Processes
Role Definition
Content and Support Development and Maintenance
Content and Support Development and Maintenance
Job/Role DefinitionsJob/Role Definitions
Career/Development PathsCareer/Development Paths
Organizational Capability PlanningOrganizational Capability Planning
Individual Capability Assessment and Development Planning
Individual Capability Assessment and Development Planning
TRAINING, OTHERS
HR
Recruiting & SelectionRecruiting & Selection
Qualification AdminQualification Admin
WORK PROCESSES
LEADERSHIP
©2006 PRH Consulting Inc.
©2006 PRH Consulting, Inc. Page 23
Start from Capability Requirements…
…then design an integrated set of solutions.
Requirements
•Capability A•Subcap 1•Subcap 2•Subcap 3
•Capability B•Subcap 1•Subcap 2•Subcap 3
•Etc.
Capability-Related Interventions
Capability-Related Objects
A
B
C
D
M
N
O
P
CC
DD
EE
FF
KK
LL
MM
NN
SS
TT
UU
VV
WW
XX
YY
ZZ
Career Path
Training
Qualification Test(s)
Selection Instruments
Knowledge Management
Career Path
Training
Qualification Test(s)
Selection Instruments
Knowledge Management
Capability-Related Interventions
…OR define a library of components that can be shared across the organization.
©2006 PRH Consulting, Inc. Page 24
Activity Part 2: You Still Own a Cleaner/Laundry Business!
Starter capability model diagram
Four to six other participants and your imaginations
Supporting Materials:
Consolidate/ clarify capabilities for communication
Distill wording/ consolidate to manageable level of detail
Identifying categories to help with communication and sharing
Purpose:
The Clothes Pin
The Clothes Pin
©2006 PRH Consulting, Inc. Page 25
Technology Data-Management and Storage Taxonomies
33
“Not afraid?? You will be…You will be.”
Yoda
An effective approach requires an intuitive interface (for the user) but the ability to handle the necessary complexity.
©2006 PRH Consulting, Inc. Page 26
Capability Requirements
CapabilityRequirements
Business Processes
Business Processes
Business Processes
Role Definition
Business Processes
Business Processes
Business Processes
Business Processes
Business Processes
Business Processes
Role Definition
Content and Support Development and Maintenance
Content and Support Development and Maintenance
Job/Role DefinitionsJob/Role Definitions
Career/Development PathsCareer/Development Paths
Organizational Capability PlanningOrganizational Capability Planning
Individual Capability Assessment and Development Planning
Individual Capability Assessment and Development Planning
TRAINING, OTHERS
HR
Recruiting & SelectionRecruiting & Selection
Qualification AdminQualification Admin
WORK PROCESSES
LEADERSHIP
©2006 PRH Consulting Inc.
Overall System View
©2006 PRH Consulting, Inc. Page 27
Key: Managing Lots of Small Components
From the “Supplier” Perspective
From the Business User Perspective
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
AA
BB
CC
DD
EE
FF
GG
HH
II
JJ
KK
LL
MM
NN
OO
PP
RR
SS
TT
UU
VV
WW
XX
YY
ZZ
Org 1, Role 1 Org 2, Role 1
A J R Q
DD
QQ W AA GG OO
WW
AA
EE
AA
GG
EE
AA
GG
A L R
Interpersonal Technical Legal/Regulatory Etc.
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“Complex” and “Complicated” are Two Different Things
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There are basic components in a number of disciplines.
Cooking uses recipes…
3 cups tomato sauce 1 1/4 cups flavored croutons 1/3 cup grated Parmesan 2 eggs 1 tablespoon chopped fresh parsley 1 tablespoon chopped fresh oregano 1 teaspoon finely chopped rosemary 1 teaspoon finely chopped thyme 1 clove garlic 1 pound flank steak, pounded to 1/4-inch thick Olive oil, for brushing Salt and pepper Vegetable oil, for searing
Preheat the oven to 350 degrees F. Place the tomato sauce in a 9 by 13-inch baking dish and place in the oven to heat. In a the bowl of a food processor mix the croutons, cheese, eggs, herbs and garlic until it forms a paste. Brush the pounded flank steak with the olive oil and season generously with the salt and pepper. Spread the filling evenly over the meat. Roll tightly and tie with butcher's twine. In a large saute pan heat 1 to 2 tablespoons of vegetable oil and sear all sides of the rolled meat. Remove from the pan. Add to the hot tomato sauce, cover with a tin foil tent so that the foil is not touching the meat. Braise for 35 minutes or, up to 3 hours.
Ingredients
Procedure
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In chemistry, they have the periodic table of the elements…
These “ingredients” are used to create a innumerable amount of compounds
Source: http://www.webelements.com/
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Manufacturing Uses the Bill of Materials
Source: http://www.planitplay.com/playsets-discovery-swingset.html
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Taxonomies are Not Easy In Any Setting
“Categories, which designate rank in a hierarchy, and taxa (plural for taxon), which designates named groupings of organisms, are thus two very different kinds of phenomena. Controversy usually reigns supreme [emphasis added]over whether or not a particular group is truly distinct enough to be a new taxon. If it is a new taxon, taxonomists then determine which category the taxonwill be placed in…”
©2006 PRH Consulting, Inc. Page 33
What Would a “Human Performance Capability Taxonomy” Look Like?
It would describe content vs. type (e.g., rather than “concepts” it would contain the actual intended concepts)
Organized in a way that fits the business (e.g., roles, technologies, functions, processes)
Can be “rolled up” or “drilled down” but, ultimately able to go to small components (like Bill of Materials)
Discrete, definable, specific—can be developed independently
Relational—some are subordinate to one or many others
Capability: Ability to “do stuff”—kind of like objectivesCapability: Ability to “do stuff”—kind of like objectives
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Example: Engineer Performance
“Assignable Chunk”
Tasks/ Components
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Example Supporting Capabilities: Engineer
Certain capabilities support the performance of tasks
02.01.03 Computer interfaces (I/O)02.01.03.01 RS232/423
02.01.03.02 Interconnect board design
02.01.03.03 Bus technology
02.01.03.04 Fiber optics
02.01.03.05 Digital I/O
The capability for each in this category may be•Knowledge of what it is•Knowledge of how it works•Knowledge of its strengths and limitations•Information sources for more detail
©2006 PRH Consulting, Inc. Page 36
Technology Communities of Knowledge and Practice
“In the great cult of behavior, knowledge is given the place of honor—knowledge for its own sake.”
Thomas Gilbert
44
To build, implement, and improve integrated solutions requires cross-functional participation and ownership.
©2006 PRH Consulting, Inc. Page 37
What Type of Communities Do We Need?
Providers
Leadership/champions to • Support the integration• “Referee” difficult
decisions
Cross-functional teams to • Analyze work, • Define the capabilities• Design solution elements
“Subject area” liaisons
End-Users
“Subject area owners” to provide know-how and content to provider teams on performance and/or supporting capability areas
Application users (i.e., managers and individual contributors)
Leaders/champions
©2006 PRH Consulting, Inc. Page 38
So What? Potential Next Steps
“Sooner or later, every good idea degenerates into work.”
Peter Drucker
©2006 PRH Consulting, Inc. Page 39
How to Make This Work Without Trying to “Boil the Ocean”
Set up the structure—create prototypes of• The various deliverables (e.g., career path, capability
model, etc.)• Simple data management plan
Find toward a manageable “end to end” application (or even a focused pilot)
Expand to other areas on a strategic need basis
©2006 PRH Consulting, Inc. Page 40
Summary and Q & A
The business needs capable performers
Competencies, skill dictionaries, and training curriculum alone are too static or unstructured to meet the business need—things change constantly
Instead of continuous churn• Analyze work down to the components of capability• Construct an integrated HR solution set based on the
components of capability• Build and manage the components of the system to keep
them in alignment with the design
Plan for upcoming business changes to get ahead of the impact on capability requirements
©2006 PRH Consulting, Inc. Page 41
For More Information . . .
Contact See Also
Peter R. HybertPRH Consulting, Inc.20 Danada Square West, #102Wheaton, IL 60187phone: 630.682.1649email: [email protected]: www.prhconsulting.com
Articles available on the website (or by request)
• Systems that Help People Get Work Done*• Give the Customer What He Meant to Ask
For (published in Performance Improvement, Vol. 40, #9)*
• Training versus Non-training Solutions• Performance-Based Training is (a Little)
Harder to Do• Simulations for Corporate Training• Curriculum architecture design for retail site
managers • Qualification system for engineers• And more…
* Available here as supplies last. Other topics also available.
©2006 PRH Consulting, Inc. Page 42
Session Presenter
Peter R. Hybert
Pete has been in the human performance improvement field since 1984 and has been a consultant since 1989.
His clients include many Fortune 500 firms. He has analyzed, designed, and developed training and development for almost every type of business function and process.
Pete is the author of more than twenty articles and has presented more than twenty times at international conferences and local chapters of ISPI, ASQ, and ASTD. He has also served as the chairperson for ISPI’s Awards of Excellence Committee and a President of the Chicago Chapter of ISPI.
Analyzed over 100 jobs and work processes
Designed over 40 modular curriculum architectures and developed over 50 training and performance support solutions
Designed, developed, and implemented qualification systems and instruments for engineers, technicians, validation specialists, project managers, and service engineers
Designed, developed, and implemented performance-based competency systems, including assessment tools, coaching tools, and links to curriculum
©2006 PRH Consulting, Inc. Page 43
Session Close
Please remember toPlease remember tofill out a session evaluation form!fill out a session evaluation form!
©2006 PRH Consulting, Inc. Page 44
All-Too-Common Situations
Dis-integrated efforts to define and support human performance across the organization
Individual development plans are based on employee interests and “what’s cool to learn” more than business process/management needs
Recruiting is disconnected from an assessment of needed capabilities (in terms of specific capabilities and the number of capable employees needed)
By the time training and reference materials are available for a new performance area, it is late
It is difficult to identify the performance impact of changes to the business and rapidly adjust to them
©2006 PRH Consulting, Inc. Page 45
How It Might Look to an Employee
I can
Identify the capabilities I need to be successful
Identify the capabilities I need to prepare for my next role
Get training on specific capabilities I need
Qualify (i.e., have objective evidence of capability)
©2006 PRH Consulting, Inc. Page 46
How It Might Look to a Manager
I can
Identify the capabilities I need in my department
Identify the capabilities I have in my department
Anticipate future capabilities I need to either develop or recruit for my group
Prioritize employee development plans/ expenses based on capabilities needed by the business
©2006 PRH Consulting, Inc. Page 47
How It Might Look to an Executive
I can
Determine and plan for capabilities needed to address large-scale changes (e.g., initiatives, new technology, growth, outsourcing, new markets)
Prioritize development costs/ budgets based on value to the business strategy
Manage capability as a strategic asset
©2006 PRH Consulting, Inc. Page 48
Once You Learn the Pattern…It’s Simple
©2006 PRH Consulting, Inc. Page 49
Overview: Capability Model
PharmaceuticalsPharmaceuticals
Manufacturing LeadershipManufacturing Leadership CAPABILITY MODEL – v08/06/02
1st Line Leader1st Line LeaderP E R F O R M A N C E C A P A B I L I T I E S
(Defines capability to perform job duties as outlined by sub-points)
Minimum needed for all leaders—additional levels of expertise will be needed for leadership in a particular function or network.Elemental: Possesses general awareness of key principles and is capable of making simple decisions regarding the proper application of this competency in an operational environment.Proficient: Possesses substantial knowledge/skill in key principles and is capable of making complex decision regarding the application of this competency in an operational environment.
Mastery: Possesses deep knowledge and expertise and can work in complex situations that require the application of this competency in an operational environment. Can advise/coach others on how the technical aspects of this competency affect general/business issues.
S U P P O R T I N G S K I L L S & K N O W L E D G E(Defines underlying capabilities that support one or many of the performance competencies)
C O
R E
O
P E
R A
T I O
N S
M
A N
A G
E M
E N
T &
L E
A D
E R
S H
I P
Implement site- and externally-driven process changesImplement culture changesLeading
Change
Managing Relationships
with Key Stakeholders
Interface with internal stakeholders (e.g., other work centers)
Building Organizational/
Functional Capability
Assess existing competencies and skills, provide input into capability gaps, and support solutions within your work groupTranslate gaps to individual PMs
On request, provide input to business planOperations
Planning & Management
Apply performance standards to your work group and lead the disciplines to achieve them
On request, participate in an emergency management team
Participate in emergency management responses and drills as needed
Recognize need for and implement emergency management (e.g., “command and control”) in your area
Managing Emergencies
On request, provide input to a long-range plan
Strategic Planning
Translate the vision/purpose for your work group and gain commitment
Provide input to the team vision/purpose
Assess exceptions (e.g., process adjustments, deviations, or changes)Resolve and/or negotiate solutions with up/downstream stakeholdersCommunicate and implement adjustments, corrections, and changesDocument adjustments, corrections, and changes
Operations Management and Process Improvement
Collect data for operational performance metrics for your work group; people, product, processes, financials, facilities, equipment and quality
Manage work group capacity and throughput Manage employee qualification and training
Translate the business plan into a work plan and schedule for your work group
Operations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customers
P R O D U C T I O NP R O D U C T I O NDevelop a succession plan for your work groupSelect and develop employees for work group(from internal and external candidates) Coach employee career planning/progression
Implement RxP rewards (e.g., promotion, merit)Facilitate the performance management processManage the discipline process
Coach and provide performance feedback to direct reports and other employees
Managing People
Complete HR administrative tasksDesign and implement recognition systems for your work group
Managing Facilities
Maintain a safe and healthy work environment Maintain reliable equipment
Manage equipment qualification
L E
A D
E R
S H
I P
AN
D M
A N
A G
E M
E N
T C
A P
A B
I L
I T I
E S
(P
ERSO
NA
L, IN
TERP
ERSO
NA
L)
BenchmarkingBusiness Skills
Elemental: awareness of general business models and concepts used by your work group
QualityLeadership ModelsBudgeting and Accounting
Business Tools (e.g., Theory of Constraints)
TroubleshootingTeam CommunicationsIntensity and Focus
Developing Effective Relationships with Subordinates, Peers, and SuperiorsBusiness & Technical Writing
RxP Leadership Behaviors
Valuing DifferencesBuilding Networks
Personal Skills and ValuesMastery: skill in very challenging interpersonal interactions (e.g., presentations to large groups, authorities, and/or experts)
Absence/Attendance Compensation/Merit Employment Law Development PlanningReward & RecognitionDiscipline ProcessPerformance Management
Confidentiality/ Intellectual Property
HR Policies/ ProcessesProficient: knowledge of key HR policies/ processes related to management of employees
Accountability for Success/Failures
Implementing Change
Decision-MakingManaging Resources Across Competing Priorities
Assessing and Coaching PerformanceLearning Facilitation/Teaching
Team Development
Delegation
Business /Management DisciplineMotivating Others
Management/Leadership SkillsMastery: model leadership behaviors in interactions with peers, subordinates, and those outside RxP
O P
E R
A T
I O N
A L
C
A P
A B
I L
I T I
E S
(B
USIN
ESS
& TE
CHN
ICA
L K
NO
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EX
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ND
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External Regulatory Process
Health, Safety, Environment
Quality Systems
Global Corporate Mfg. Practices
RxP Compliance Policies and Procedures
Regulatory
Elemental: general awareness of regulatory requirements governing your work area and the associated compliance activities
Process Capability Supply Chain
Business PlanningInformation systems
RxP Business Processes & ToolsElemental: general awareness of key processes and tools of your work group
Applied Science
Elemental: awareness of the key science disciplines and how they integrate to make medicine
Engineering
Chemistry
Microbiology
Statistics/Math
Biotechnology
Pharmaceutics
Product Manufacturing ProcessesElemental: general awareness of your product(s), how it is produced, and key factors impacting quality and compliance
Production Processes, e.g.,
Your Product
-Fermentation-Isolation-Wet Granulation-Cleaning-Sterile Operations
Equipment, e.g.,-Lab-Production
Elemental: awareness of the business environment and RxP’sposition within it
Pharmaceutical Industry
Drug Development Stages
Competitive Landscape-RxP-Your Product/Functional Discipline
-Value Chain-Healthcare Marketplace
Manufacturing and Quality Organization/NetworkElemental: awareness of how to work with your up and downstream internal customers, suppliers, and resources
Global Regulatory Affairs
Materials Management
Corp. U-College of Mfg & Quality
Supply Chain
3rd Party Manufacturers
HR
Accounting/Finance
LegalHealth, Safety, Environment
Maintenance
QA/QC/QCL
Mfg. SciTechEngineeringProduction
Utilities/FacilitiesAutomation (Process)
Manufacturing Beliefs
PharmaceuticalsPharmaceuticals
Manufacturing LeadershipManufacturing Leadership CAPABILITY MODEL – v08/06/02
1st Line Leader1st Line LeaderP E R F O R M A N C E C A P A B I L I T I E S
(Defines capability to perform job duties as outlined by sub-points)
Minimum needed for all leaders—additional levels of expertise will be needed for leadership in a particular function or network.Elemental: Possesses general awareness of key principles and is capable of making simple decisions regarding the proper application of this competency in an operational environment.Proficient: Possesses substantial knowledge/skill in key principles and is capable of making complex decision regarding the application of this competency in an operational environment.
Mastery: Possesses deep knowledge and expertise and can work in complex situations that require the application of this competency in an operational environment. Can advise/coach others on how the technical aspects of this competency affect general/business issues.
S U P P O R T I N G S K I L L S & K N O W L E D G E(Defines underlying capabilities that support one or many of the performance competencies)
C O
R E
O
P E
R A
T I O
N S
M
A N
A G
E M
E N
T &
L E
A D
E R
S H
I P
Implement site- and externally-driven process changesImplement culture changesLeading
Change
Managing Relationships
with Key Stakeholders
Interface with internal stakeholders (e.g., other work centers)
Building Organizational/
Functional Capability
Assess existing competencies and skills, provide input into capability gaps, and support solutions within your work groupTranslate gaps to individual PMs
On request, provide input to business planOperations
Planning & Management
Apply performance standards to your work group and lead the disciplines to achieve them
On request, participate in an emergency management team
Participate in emergency management responses and drills as needed
Recognize need for and implement emergency management (e.g., “command and control”) in your area
Managing Emergencies
On request, provide input to a long-range plan
Strategic Planning
Translate the vision/purpose for your work group and gain commitment
Provide input to the team vision/purpose
Assess exceptions (e.g., process adjustments, deviations, or changes)Resolve and/or negotiate solutions with up/downstream stakeholdersCommunicate and implement adjustments, corrections, and changesDocument adjustments, corrections, and changes
Operations Management and Process Improvement
Collect data for operational performance metrics for your work group; people, product, processes, financials, facilities, equipment and quality
Manage work group capacity and throughput Manage employee qualification and training
Translate the business plan into a work plan and schedule for your work group
Operations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customers
P R O D U C T I O NP R O D U C T I O NDevelop a succession plan for your work groupSelect and develop employees for work group(from internal and external candidates) Coach employee career planning/progression
Implement RxP rewards (e.g., promotion, merit)Facilitate the performance management processManage the discipline process
Coach and provide performance feedback to direct reports and other employees
Managing People
Complete HR administrative tasksDesign and implement recognition systems for your work group
Managing Facilities
Maintain a safe and healthy work environment Maintain reliable equipment
Manage equipment qualification
L E
A D
E R
S H
I P
AN
D M
A N
A G
E M
E N
T C
A P
A B
I L
I T I
E S
(P
ERSO
NA
L, IN
TERP
ERSO
NA
L)
BenchmarkingBusiness Skills
Elemental: awareness of general business models and concepts used by your work group
QualityLeadership ModelsBudgeting and Accounting
Business Tools (e.g., Theory of Constraints)
TroubleshootingTeam CommunicationsIntensity and Focus
Developing Effective Relationships with Subordinates, Peers, and SuperiorsBusiness & Technical Writing
RxP Leadership Behaviors
Valuing DifferencesBuilding Networks
Personal Skills and ValuesMastery: skill in very challenging interpersonal interactions (e.g., presentations to large groups, authorities, and/or experts)
Absence/Attendance Compensation/Merit Employment Law Development PlanningReward & RecognitionDiscipline ProcessPerformance Management
Confidentiality/ Intellectual Property
HR Policies/ ProcessesProficient: knowledge of key HR policies/ processes related to management of employees
Accountability for Success/Failures
Implementing Change
Decision-MakingManaging Resources Across Competing Priorities
Assessing and Coaching PerformanceLearning Facilitation/Teaching
Team Development
Delegation
Business /Management DisciplineMotivating Others
Management/Leadership SkillsMastery: model leadership behaviors in interactions with peers, subordinates, and those outside RxP
O P
E R
A T
I O N
A L
C
A P
A B
I L
I T I
E S
(B
USIN
ESS
& TE
CHN
ICA
L K
NO
WLE
DGE,
EX
PERI
ENC
E, A
ND
NET
WO
RK)
External Regulatory Process
Health, Safety, Environment
Quality Systems
Global Corporate Mfg. Practices
RxP Compliance Policies and Procedures
Regulatory
Elemental: general awareness of regulatory requirements governing your work area and the associated compliance activities
Process Capability Supply Chain
Business PlanningInformation systems
RxP Business Processes & ToolsElemental: general awareness of key processes and tools of your work group
Applied Science
Elemental: awareness of the key science disciplines and how they integrate to make medicine
Engineering
Chemistry
Microbiology
Statistics/Math
Biotechnology
Pharmaceutics
Product Manufacturing ProcessesElemental: general awareness of your product(s), how it is produced, and key factors impacting quality and compliance
Production Processes, e.g.,
Your Product
-Fermentation-Isolation-Wet Granulation-Cleaning-Sterile Operations
Equipment, e.g.,-Lab-Production
Elemental: awareness of the business environment and RxP’sposition within it
Pharmaceutical Industry
Drug Development Stages
Competitive Landscape-RxP-Your Product/Functional Discipline
-Value Chain-Healthcare Marketplace
Manufacturing and Quality Organization/NetworkElemental: awareness of how to work with your up and downstream internal customers, suppliers, and resources
Global Regulatory Affairs
Materials Management
Corp. U-College of Mfg & Quality
Supply Chain
3rd Party Manufacturers
HR
Accounting/Finance
LegalHealth, Safety, Environment
Maintenance
QA/QC/QCL
Mfg. SciTechEngineeringProduction
Utilities/FacilitiesAutomation (Process)
Manufacturing Beliefs
SPEAKERONLY
©2006 PRH Consulting, Inc. Page 50
Close Up: Performance Capability
Leadership in Operations—Capability Model Information Confidential and Proprietary to Rx PharmaceuticalsDesign © 2002 PRH Consulting Inc. Wheaton, IL. USA(630) 682-1649Inc.
PharmaceuticalsPharmaceuticals
Manufacturing LeadershipManufacturing Leadership CAPABILITY MODEL – v08/06/02
1st Line Leader1st Line LeaderP E R F O R M A N C E C A P A B I L I T I E S
(Defines capability to perform job duties as outlined by sub-points)
Minimum needed for all leaders—additional levels of expertise will be needed for leadership in a particular function or network.Elemental: Possesses general awareness of key principles and is capable of making simple decisions regarding the proper application of this competency in an operational environment.Proficient: Possesses substantial knowledge/skill in key principles and is capable of making complex decision regarding the application of this competency in an operational environment.
Mastery: Possesses deep knowledge and expertise and can work in complex situations that require the application of this competency in an operational environment. Can advise/coach others on how the technical aspects of this competency affect general/business issues.
S U P P O R T I N G S K I L L S & K N O W L E D G E(Defines underlying capabilities that support one or many of the performance competencies)
C O
R E
O
P E
R A
T I O
N S
M
A N
A G
E M
E N
T &
L E
A D
E R
S H
I P
Implement site- and externally-driven process changesImplement culture changesLeading
Change
Managing Relationships
with Key Stakeholders
Interface with internal stakeholders (e.g., other work centers)
Building Organizational/
Functional Capability
Assess existing competencies and skills, provide input into capability gaps, and support solutions within your work groupTranslate gaps to individual PMs
On request, provide input to business planOperations
Planning & Management
Apply performance standards to your work group and lead the disciplines to achieve them
On request, participate in an emergency management team
Participate in emergency management responses and drills as needed
Recognize need for and implement emergency management (e.g., “command and control”) in your area
Managing Emergencies
On request, provide input to a long-range plan
Strategic Planning
Translate the vision/purpose for your work group and gain commitment
Provide input to the team vision/purpose
Assess exceptions (e.g., process adjustments, deviations, or changes)Resolve and/or negotiate solutions with up/downstream stakeholdersCommunicate and implement adjustments, corrections, and changesDocument adjustments, corrections, and changes
Operations Management and Process Improvement
Collect data for operational performance metrics for your work group; people, product, processes, financials, facilities, equipment and quality
Manage work group capacity and throughput Manage employee qualification and training
Translate the business plan into a work plan and schedule for your work group
Operations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customers
P R O D U C T I O NP R O D U C T I O NDevelop a succession plan for your work groupSelect and develop employees for work group(from internal and external candidates) Coach employee career planning/progression
Implement RxP rewards (e.g., promotion, merit)Facilitate the performance management processManage the discipline process
Coach and provide performance feedback to direct reports and other employees
Managing People
Complete HR administrative tasksDesign and implement recognition systems for your work group
Managing Facilities
Maintain a safe and healthy work environment Maintain reliable equipment
Manage equipment qualification
L E A
D E
R S
H I
P A
ND
M A
N A
G E
M E
N T
C A
P A
B I
L I T
I E
S (P
ERSO
NA
L, IN
TERP
ERSO
NA
L)
BenchmarkingBusiness Skills
Elemental: awareness of general business models and concepts used by your work group
QualityLeadership ModelsBudgeting and Accounting
Business Tools (e.g., Theory of Constraints)
TroubleshootingTeam CommunicationsIntensity and Focus
Developing Effective Relationships with Subordinates, Peers, and SuperiorsBusiness & Technical Writing
RxP Leadership Behaviors
Valuing DifferencesBuilding Networks
Personal Skills and ValuesMastery: skill in very challenging interpersonal interactions (e.g., presentations to large groups, authorities, and/or experts)
Absence/Attendance Compensation/Merit Employment Law Development PlanningReward & RecognitionDiscipline ProcessPerformance Management
Confidentiality/ Intellectual Property
HR Policies/ ProcessesProficient: knowledge of key HR policies/ processes related to management of employees
Accountability for Success/Failures
Implementing Change
Decision-MakingManaging Resources Across Competing Priorities
Assessing and Coaching PerformanceLearning Facilitation/Teaching
Team Development
Delegation
Business /Management DisciplineMotivating Others
Management/Leadership SkillsMastery: model leadership behaviors in interactions with peers, subordinates, and those outside RxP
O P
E R
A T
I O N
A L
C
A P
A B
I L
I T I
E S
(B
USIN
ESS
& TE
CHN
ICA
L K
NO
WLE
DGE,
EX
PERI
ENC
E, A
ND
NET
WO
RK)
External Regulatory Process
Health, Safety, Environment
Quality Systems
Global Corporate Mfg. Practices
RxP Compliance Policies and Procedures
Regulatory
Elemental: general awareness of regulatory requirements governing your work area and the associated compliance activities
Process Capability Supply Chain
Business PlanningInformation systems
RxP Business Processes & ToolsElemental: general awareness of key processes and tools of your work group
Applied Science
Elemental: awareness of the key science disciplines and how they integrate to make medicine
Engineering
Chemistry
MicrobiologyStatistics/Math
BiotechnologyPharmaceutics
Product Manufacturing ProcessesElemental: general awareness of your product(s), how it is produced, and key factors impacting quality and compliance
Production Processes, e.g.,
Your Product
-Fermentation-Isolation-Wet Granulation-Cleaning-Sterile Operations
Equipment, e.g.,-Lab-Production
Elemental: awareness of the business environment and RxP’sposition within it
Pharmaceutical Industry
Drug Development StagesCompetitive Landscape
-RxP-Your Product/Functional Discipline
-Value Chain-Healthcare Marketplace
Manufacturing and Quality Organization/NetworkElemental: awareness of how to work with your up and downstream internal customers, suppliers, and resources
Global Regulatory AffairsMaterials Management
Corp. U-College of Mfg & Quality
Supply Chain
3rd Party Manufacturers
HR
Accounting/Finance
LegalHealth, Safety, Environment
Maintenance
QA/QC/QCL
Mfg. SciTechEngineeringProduction
Utilities/Facilities
Automation (Process)
Manufacturing Beliefs
Manage work group capacity and throughput Manage employee qualification and training
Translate the business plan into a work plan and schedule for your work group
Operations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customersManage work group capacity and throughput Manage employee qualification and training
Translate the business plan into a work plan and schedule for your work group
Operations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customersManage work group capacity and throughput Manage employee qualification and training
Translate the business plan into a work plan and schedule for your work group
Operations Planning for ExecutionOperations Planning for Execution Monitor the flow of work between your work group and internal suppliers/customers
Back
SPEAKERONLY
©2006 PRH Consulting, Inc. Page 51
Overview: Manufacturing Leader Assessment Tool1ST LINE LEADER COMPETENCY ASSESSMENT
1st Line Leader Competency Model 1st Line Leader Competency ModelRx Pharmaceuticals
PharmaceuticalsPharmaceuticals
Rx PharmaceuticalsDesign Concept © 2002 PRH Consulting Inc. Wheaton, IL Design Concept © 2002 PRH Consulting Inc. Wheaton, IL
CORE OPERATIONS MANAGEMENT & LEADERSHIPCORE OPERATIONS MANAGEMENT & LEADERSHIP CORE OPERATIONS MANAGEMENT & LEADERSHIPCORE OPERATIONS MANAGEMENT & LEADERSHIP
43
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
1-23
1-10, 1-11, 1-12
1-10, 1-11, 1-12, 1-23
1-23
1-7
1-3, 1-10, 1-11, 1-12
1-22
1-23, 1-24
1-24
1-3, 1-4
1-3, 1-4
1-3, 1-4
1-22
Recognize need for and implement emergency management (e.g., “command and control”) in your area
Participate in emergency management responses and drills as needed
On request, participate in an emergency management team
Interface with internal stakeholders (e.g., other work centers)
Assess existing competencies and skills, provide input into capability gaps, and support solutions within your work group
Translate gaps to individual Performance Model goals
On request, provide input to a long-range team plan
Provide input to the team vision/purpose
Translate the vision/purpose for your work group and gain commitment
On request, provide input to business plan
Apply performance standards to your work group and lead the disciplines to achieve them
Implement site- and externally-driven process changes
Implement culture changes
Ensure a safe and healthy work environment, equipment, and facility
Maintain reliable equipment
Manage equipment qualification
1-6, 1-7, 1-30
1-6, 1-7, 1-30, 1-31, 1-65
1-6, 1-7, 1-31, 1-60, 1-65
1-6, 1-31, 1-65
1-24, 1-54
1-24,
1-4
1-6, 1-31, 1-65
1-6, 1-31, 1-60, 1-65
1-24
1-5, 1-10, 1-11, 1-12
1-5, 1-10, 1-11, 1-12,1-21, 1-53, 1-54, 2-54
1-10, 1-11, 1-12
1-10, 1-11, 1-12
1-24
1-3
1-6, 1-7, 1-30
1-6, 1-7, 1-30
1-6
Translate the business plan into a work plan and schedule for your work group
Monitor the flow of work between your work group and internal suppliers/customers
Manage work group capacity and throughput
Manage employee qualification and training
Collect data for operational performance metrics for your work group; people, product, processes, financials, facilities, equipment, and quality
Assess exceptions (e.g., process adjustments, deviations, or changes)
Resolve and/or negotiate solutions with up/downstream stakeholders
Communicate and implement adjustments, corrections, and changes
Document adjustments, corrections, and changes
Develop a succession plan for your work group
Select and develop employees for work group (from internal and external candidates)
Facilitate the performance management process
Manage the discipline process
Complete HR administrative tasks
Coach and provide performance feedback to direct reports and other employees
Coach employee career planning/progression
Implement RxP rewards (e.g., promotion, merit)
Design and implement recognition systems for your work group
Stra
tegi
cPl
anni
ngSt
rate
gic
Plan
ning
Ope
ratio
ns
Plan
ning
&
Man
agem
ent
Ope
ratio
ns
Plan
ning
&
Man
agem
ent
Man
agin
g Re
latio
nshi
ps w
ith
Key
Stak
ehol
ders
Man
agin
g Re
latio
nshi
ps w
ith
Key
Stak
ehol
ders
Lead
ing
Cha
nge
Lead
ing
Cha
nge
Build
ing
Org
aniza
tiona
l/ Fu
nctio
nal
Cap
abili
ty
Build
ing
Org
aniza
tiona
l/ Fu
nctio
nal
Cap
abili
ty
Man
agin
g Em
erge
ncie
sM
anag
ing
Emer
genc
ies
Ope
ratio
ns
Plan
ning
for
Exec
utio
n
Ope
ratio
ns
Plan
ning
for
Exec
utio
n
Ope
ratio
ns
Man
agem
ent
and
Proc
ess
Impr
ovem
ent
Ope
ratio
ns
Man
agem
ent
and
Proc
ess
Impr
ovem
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Man
agin
g Pe
ople
Man
agin
g Pe
ople
Man
agin
g Fa
cilit
ies
Man
agin
g Fa
cilit
ies
CurrentProficiency
Development Events
High Priority
?v
TargetProficiency
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
CurrentProficiency
Development Events
High Priority
?v
TargetProficiency
1ST LINE LEADER COMPETENCY ASSESSMENT
1st Line Leader Competency Model 1st Line Leader Competency ModelRx Pharmaceuticals
PharmaceuticalsPharmaceuticals
Rx PharmaceuticalsDesign Concept © 2002 PRH Consulting Inc. Wheaton, IL Design Concept © 2002 PRH Consulting Inc. Wheaton, IL
CORE OPERATIONS MANAGEMENT & LEADERSHIPCORE OPERATIONS MANAGEMENT & LEADERSHIP CORE OPERATIONS MANAGEMENT & LEADERSHIPCORE OPERATIONS MANAGEMENT & LEADERSHIP
43
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
1-23
1-10, 1-11, 1-12
1-10, 1-11, 1-12, 1-23
1-23
1-7
1-3, 1-10, 1-11, 1-12
1-22
1-23, 1-24
1-24
1-3, 1-4
1-3, 1-4
1-3, 1-4
1-22
Recognize need for and implement emergency management (e.g., “command and control”) in your area
Participate in emergency management responses and drills as needed
On request, participate in an emergency management team
Interface with internal stakeholders (e.g., other work centers)
Assess existing competencies and skills, provide input into capability gaps, and support solutions within your work group
Translate gaps to individual Performance Model goals
On request, provide input to a long-range team plan
Provide input to the team vision/purpose
Translate the vision/purpose for your work group and gain commitment
On request, provide input to business plan
Apply performance standards to your work group and lead the disciplines to achieve them
Implement site- and externally-driven process changes
Implement culture changes
Ensure a safe and healthy work environment, equipment, and facility
Maintain reliable equipment
Manage equipment qualification
1-6, 1-7, 1-30
1-6, 1-7, 1-30, 1-31, 1-65
1-6, 1-7, 1-31, 1-60, 1-65
1-6, 1-31, 1-65
1-24, 1-54
1-24,
1-4
1-6, 1-31, 1-65
1-6, 1-31, 1-60, 1-65
1-24
1-5, 1-10, 1-11, 1-12
1-5, 1-10, 1-11, 1-12,1-21, 1-53, 1-54, 2-54
1-10, 1-11, 1-12
1-10, 1-11, 1-12
1-24
1-3
1-6, 1-7, 1-30
1-6, 1-7, 1-30
1-6
Translate the business plan into a work plan and schedule for your work group
Monitor the flow of work between your work group and internal suppliers/customers
Manage work group capacity and throughput
Manage employee qualification and training
Collect data for operational performance metrics for your work group; people, product, processes, financials, facilities, equipment, and quality
Assess exceptions (e.g., process adjustments, deviations, or changes)
Resolve and/or negotiate solutions with up/downstream stakeholders
Communicate and implement adjustments, corrections, and changes
Document adjustments, corrections, and changes
Develop a succession plan for your work group
Select and develop employees for work group (from internal and external candidates)
Facilitate the performance management process
Manage the discipline process
Complete HR administrative tasks
Coach and provide performance feedback to direct reports and other employees
Coach employee career planning/progression
Implement RxP rewards (e.g., promotion, merit)
Design and implement recognition systems for your work group
Stra
tegi
cPl
anni
ngSt
rate
gic
Plan
ning
Ope
ratio
ns
Plan
ning
&
Man
agem
ent
Ope
ratio
ns
Plan
ning
&
Man
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Man
agin
g Re
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ith
Key
Stak
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Man
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g Re
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ps w
ith
Key
Stak
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ders
Lead
ing
Cha
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Lead
ing
Cha
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Build
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Org
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tiona
l/ Fu
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nal
Cap
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ty
Build
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Org
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nal
Cap
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ty
Man
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Emer
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Ope
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Plan
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Plan
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Exec
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Man
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and
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Man
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and
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Man
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Man
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Man
agin
g Fa
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ies
Man
agin
g Fa
cilit
ies
CurrentProficiency
Development Events
High Priority
?v
TargetProficiency
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
CurrentProficiency
Development Events
High Priority
?v
TargetProficiency
SPEAKERONLY
©2006 PRH Consulting, Inc. Page 52
Close Up: Manufacturing Leader Assessment Tool
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
1-6, 1-7, 1-30
1-6, 1-7, 1-30
1-6, 1-7, 1-30
1-6
Translate the business plan into a work plan and schedule for your work group
Monitor the flow of work between your work group and internal suppliers/customers
Manage work group capacity and throughput
Manage employee qualification and training Ope
ratio
ns
Plan
ning
for
Exec
utio
n
Ope
ratio
ns
Plan
ning
for
Exec
utio
n
CurrentProficiency
Development Events
High Priority
?v
TargetProficiency
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
N/A = 0; Elemental = 1 or 2; Proficient = 3 or 4; Mastery = 5 or 6
(See full description of the Rating Scale on page 2)
1-6, 1-7, 1-30
1-6, 1-7, 1-30
1-6, 1-7, 1-30
1-6
Translate the business plan into a work plan and schedule for your work group
Monitor the flow of work between your work group and internal suppliers/customers
Manage work group capacity and throughput
Manage employee qualification and training Ope
ratio
ns
Plan
ning
for
Exec
utio
n
Ope
ratio
ns
Plan
ning
for
Exec
utio
n
CurrentProficiency
Development Events
High Priority
?v
TargetProficiency
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6
0 1 2 3 4 5 6 0 1 2 3 4 5 6
Back
SPEAKERONLY
©2006 PRH Consulting, Inc. Page 53
Overview: Development Path
Content © 2003 NVC Petrochemical CorporationDesign © 2003 PRH Consulting Inc.
Notes
1. This curriculum path illustrates the preferred sequence of development and qualification, however, business needs may require modification of the sequence.
2. This path assumes the availability of training at the Camden Park facility. The intent is to teach fundamentals and skill-building at Camden Park while conducting all qualifications on-the-job.
NotesNotes
1. This curriculum path illustrates the preferred sequence of development and qualification, however, business needs may require modification of the sequence.
2. This path assumes the availability of training at the Camden Park facility. The intent is to teach fundamentals and skill-building at Camden Park while conducting all qualifications on-the-job.
PROJECT TEAM MEMBERSPROJECT TEAM MEMBERS
Analysis/Design TeamAnalysis/Design TeamAllen Averson Jack GrossmanBrian Bosworth Max HeadrumKerry Citchell Francis IgnacioChris Daniels Christine Martin
Internal Project Manager:Internal Project Manager: Bill Michaels
Project Steering Team:Project Steering Team: Dan Adams, Jill Jackson, Patrick Loos, Bill Michaels, Sue Parkson, Matt Roberts, Bill Thoreau
###Training Unit Title### Activity Title
### Activity Title
QQQ
Audience:Audience: Equipment Prep Operators
Project:Project: Manufacturing Operators
Project #:Project #: NVC 111
Date:Date: 02/02/03
For:For: NVC Corporate University, College of Manufacturing
By:By: Peter R. Hybert and Dottie A. SoelkePRH Consulting Inc.3 Danada Square East, #101Wheaton, IL 60187630.682.1649
DutyDuty= A-Type= Disassembly/Assembly= Wash= Bottle Wash= Autoclave= General Availability StatusAvailability Status
= Fully available
= Partially available (e.g., may be out of date, or intended for another audience, etc.)
= Not available (i.e., needs to be acquired or developed)
Training TypeTraining Type
= Training that provides information
= Performance-related training that takes place in a simulated or real-world work environment
= Qualification activity
WWW
III
QQQ
AutoclaveAutoclaveAutoclaveBottle WashingBottle WashingBottle WashingEquipment WashingEquipment WashingEquipment WashingA-Type EquipmentAA--Type EquipmentType Equipment
B Plant Equipment Prep Operators
B PlantB PlantB Plant
Camden ParkCamden Camden ParkPark
B Plant B Plant B Plant
Observation of Equipment Prep
65
Overview of Equipment Prep
64
Welcome to the Equipment Prep Area
39
Observation of A-Type Equipment Prep
72
Overview of A-Type Equipment Prep
71
Introduction to A-Type Equipment Preparation
37
Observation of Disassembling/ Assembling Equipment
132
Overview of Disassembling/ Assembling Equipment
131
Introduction to Disassembling/ Assembling Equipment
38
Observation of Washing Equipment
273
Overview of Washing Equipment
141
Introduction to Washing Equipment
31
Observation of Bottle Washing
259
Overview of Bottle Washing
258
Introduction to Bottle Washing
77
Observation of Autoclaving Equipment
149
Overview of Autoclaving Equipment
148
Introduction to Autoclaving Equipment
78
Documentation of Autoclave Runs Procedure (99-012)
74
Tools, Materials, and Supplies for Equipment Prep
260
Preparing A-Type Equipment Operation Demo
261
Preparing A-Type Equipment Pre-Qualification
240
Preparing A-Type Equipment Operation Skill Practice
73
Checking Laminar Flow Operation Demo and Skill Practice
69
Preparing A-Type Equipment
41
Preparing Tubing for Washing Operation Demo and Skill Practice
137
Preparing Materials, Parts, and Equipment for Filtration or Manufacturing Operation Demo and Skill Practice
138
Cleaning Equipment and Parts Not for Immediate Use Operation Demo and Skill Practice
139
Tools, Materials, and Supplies for Disassembling/ Assembling Equipment
168
Filtration Equipment Preparation for Petrochemical Solutions Procedure (99-027)
169
Operation of Portable Scales and Benchtop Balances Procedure (99-052)
170
PCAs Procedure (99-036)171
Preparation and Sterilization of Millipore Millipak Filters Procedure (99-018)
172
Filling Equipment Preparation for Line A Procedure (99-080)
173
Filter Housings for 10 Membrane Cartridges Procedure (99-017)
174
Seal Clean Filters, Housings: Clean and Prep Procedure (99-015)
175
Disassembling/ Assembling Equipment Operation Demonstration
209
Disassemble/Assemble Equipment Pre-Qualification140
Preparing Equipment for Washing Operation Demo and Skill Practice
136
Disassembling/ Assembling Equipment
42
Washing Tubing Pre-Qualification275
Washing Equipment Ultrasonically - Pre-Qualification
277
Computer Controlled Schlueter Combination Washer Cleaning Procedure(287)
180
Computer Controlled Compartment Washer Procedure (99-070)
183
Computer Controlled Bronson Parts Washer Procedure (99-333)
181
Visual Inspection of Equipment Procedure (99-236)178
Cleaning and Sterilization Method of Tubing Procedure (99-076)
177
Introduction to Tools and Supplies for Washing Equipment-Cabinet Washer
182
Introduction to Tools and Supplies for Washing Equipment-Ultrasonically
179
Introduction to Tools and Supplies for Washing Tubing
176
Washing Tubing Operation Demonstration274
Washing Equipment in the Cabinet Washer Pre-Qualification
210
Washing Equipment in the Cabinet Washer Operation Demo and Skill Practice
145
Washing Equipment Using the Ultrasonic Wash, Rinse, and Parts Washer Operation Demo and Skill Practice
144
Washing Tubing Operation Skill Practice143
Washing Equipment
43
Introduction to Tools and Supplies for Washing Bottles
184
Washing and Sterilization of Vials Procedure (999-300)
185
Washing Bottles Pre-Qualification
257
Washing Bottles Operation Demo and Skill Practice
146
Washing Bottles
50
Tools, Materials, and Supplies for Autoclaving Equipment
279
Autoclave Pre-Qualification233
Pattern Loads for A Type Parts Procedure (99-1560)
231
Autoclave Cleaning (OJT) Procedure (99-320)
220
Performing Weekly Air Removal Test for Autoclaves Procedure (99-315)
217
Operation Instructions for Production Autoclaves with Touchscreen Control Procedure (99-318)
208
Cycles for B Plant Production Autoclaves Procedure (99-316)
207
Receipt and Disposition of Expendable Materials Procedure (99-759)
206
Caustic Wash of Product A Equipment Procedure (99-065)
205
Laminar Flow Hood HEPA Filter Inspection Procedure (99-163)
204
Performing Weekly Air Removal Tests for Autoclaves Procedure (99-315)
203
Autoclave Operation Demo and Skill Practice
202
Autoclaving Equipment
44
Debrief/Transition to Preparing Equipment at B Plant
152
Debrief/Transition to Equipment Preparation at B Plant
45
A-Type Equipment Preparation Guided Practice
234
A-Type Equipment Preparation Qualification
154
A-Type Equipment Preparation Qualification
48
Disassembling/ Assembling Equipment Guided Practice
235
Disassembling/ Assembling Equipment Qualification
153
Disassembling/ Assembling Equipment Qualification
49
Equipment Washing Guided Practice
236
Equipment Washing Qualification
155
Equipment Washing Qualification
47
Bottle Washing Qualification
239
Bottle Washing Guided Practice
238
Bottle Washing Qualification56
Autoclaving Equipment Guided Practice
237
Autoclave Equipment Qualification
156
Autoclaving Equipment Qualification
46QQQ QQQ QQQ QQQ QQQ
WWW WWWWWWWWWWWW
III III III III III III
III
Disassembling/Assembling EquipmentDisassembling/Assembling Disassembling/Assembling EquipmentEquipment
Content © 2003 NVC Petrochemical CorporationDesign © 2003 PRH Consulting Inc.
Notes
1. This curriculum path illustrates the preferred sequence of development and qualification, however, business needs may require modification of the sequence.
2. This path assumes the availability of training at the Camden Park facility. The intent is to teach fundamentals and skill-building at Camden Park while conducting all qualifications on-the-job.
NotesNotes
1. This curriculum path illustrates the preferred sequence of development and qualification, however, business needs may require modification of the sequence.
2. This path assumes the availability of training at the Camden Park facility. The intent is to teach fundamentals and skill-building at Camden Park while conducting all qualifications on-the-job.
PROJECT TEAM MEMBERSPROJECT TEAM MEMBERS
Analysis/Design TeamAnalysis/Design TeamAllen Averson Jack GrossmanBrian Bosworth Max HeadrumKerry Citchell Francis IgnacioChris Daniels Christine Martin
Internal Project Manager:Internal Project Manager: Bill Michaels
Project Steering Team:Project Steering Team: Dan Adams, Jill Jackson, Patrick Loos, Bill Michaels, Sue Parkson, Matt Roberts, Bill Thoreau
###Training Unit Title### Activity Title
### Activity Title
QQQ
Audience:Audience: Equipment Prep Operators
Project:Project: Manufacturing Operators
Project #:Project #: NVC 111
Date:Date: 02/02/03
For:For: NVC Corporate University, College of Manufacturing
By:By: Peter R. Hybert and Dottie A. SoelkePRH Consulting Inc.3 Danada Square East, #101Wheaton, IL 60187630.682.1649
DutyDuty= A-Type= Disassembly/Assembly= Wash= Bottle Wash= Autoclave= General Availability StatusAvailability Status
= Fully available
= Partially available (e.g., may be out of date, or intended for another audience, etc.)
= Not available (i.e., needs to be acquired or developed)
Training TypeTraining Type
= Training that provides information
= Performance-related training that takes place in a simulated or real-world work environment
= Qualification activity
WWW
III
QQQ
AutoclaveAutoclaveAutoclaveBottle WashingBottle WashingBottle WashingEquipment WashingEquipment WashingEquipment WashingA-Type EquipmentAA--Type EquipmentType Equipment
B Plant Equipment Prep Operators
B PlantB PlantB Plant
Camden ParkCamden Camden ParkPark
B Plant B Plant B Plant
Observation of Equipment Prep
65
Overview of Equipment Prep
64
Welcome to the Equipment Prep Area
39
Observation of A-Type Equipment Prep
72
Overview of A-Type Equipment Prep
71
Introduction to A-Type Equipment Preparation
37
Observation of Disassembling/ Assembling Equipment
132
Overview of Disassembling/ Assembling Equipment
131
Introduction to Disassembling/ Assembling Equipment
38
Observation of Washing Equipment
273
Overview of Washing Equipment
141
Introduction to Washing Equipment
31
Observation of Bottle Washing
259
Overview of Bottle Washing
258
Introduction to Bottle Washing
77
Observation of Autoclaving Equipment
149
Overview of Autoclaving Equipment
148
Introduction to Autoclaving Equipment
78
Documentation of Autoclave Runs Procedure (99-012)
74
Tools, Materials, and Supplies for Equipment Prep
260
Preparing A-Type Equipment Operation Demo
261
Preparing A-Type Equipment Pre-Qualification
240
Preparing A-Type Equipment Operation Skill Practice
73
Checking Laminar Flow Operation Demo and Skill Practice
69
Preparing A-Type Equipment
41
Preparing Tubing for Washing Operation Demo and Skill Practice
137
Preparing Materials, Parts, and Equipment for Filtration or Manufacturing Operation Demo and Skill Practice
138
Cleaning Equipment and Parts Not for Immediate Use Operation Demo and Skill Practice
139
Tools, Materials, and Supplies for Disassembling/ Assembling Equipment
168
Filtration Equipment Preparation for Petrochemical Solutions Procedure (99-027)
169
Operation of Portable Scales and Benchtop Balances Procedure (99-052)
170
PCAs Procedure (99-036)171
Preparation and Sterilization of Millipore Millipak Filters Procedure (99-018)
172
Filling Equipment Preparation for Line A Procedure (99-080)
173
Filter Housings for 10 Membrane Cartridges Procedure (99-017)
174
Seal Clean Filters, Housings: Clean and Prep Procedure (99-015)
175
Disassembling/ Assembling Equipment Operation Demonstration
209
Disassemble/Assemble Equipment Pre-Qualification140
Preparing Equipment for Washing Operation Demo and Skill Practice
136
Disassembling/ Assembling Equipment
42
Washing Tubing Pre-Qualification275
Washing Equipment Ultrasonically - Pre-Qualification
277
Computer Controlled Schlueter Combination Washer Cleaning Procedure(287)
180
Computer Controlled Compartment Washer Procedure (99-070)
183
Computer Controlled Bronson Parts Washer Procedure (99-333)
181
Visual Inspection of Equipment Procedure (99-236)178
Cleaning and Sterilization Method of Tubing Procedure (99-076)
177
Introduction to Tools and Supplies for Washing Equipment-Cabinet Washer
182
Introduction to Tools and Supplies for Washing Equipment-Ultrasonically
179
Introduction to Tools and Supplies for Washing Tubing
176
Washing Tubing Operation Demonstration274
Washing Equipment in the Cabinet Washer Pre-Qualification
210
Washing Equipment in the Cabinet Washer Operation Demo and Skill Practice
145
Washing Equipment Using the Ultrasonic Wash, Rinse, and Parts Washer Operation Demo and Skill Practice
144
Washing Tubing Operation Skill Practice143
Washing Equipment
43
Introduction to Tools and Supplies for Washing Bottles
184
Washing and Sterilization of Vials Procedure (999-300)
185
Washing Bottles Pre-Qualification
257
Washing Bottles Operation Demo and Skill Practice
146
Washing Bottles
50
Tools, Materials, and Supplies for Autoclaving Equipment
279
Autoclave Pre-Qualification233
Pattern Loads for A Type Parts Procedure (99-1560)
231
Autoclave Cleaning (OJT) Procedure (99-320)
220
Performing Weekly Air Removal Test for Autoclaves Procedure (99-315)
217
Operation Instructions for Production Autoclaves with Touchscreen Control Procedure (99-318)
208
Cycles for B Plant Production Autoclaves Procedure (99-316)
207
Receipt and Disposition of Expendable Materials Procedure (99-759)
206
Caustic Wash of Product A Equipment Procedure (99-065)
205
Laminar Flow Hood HEPA Filter Inspection Procedure (99-163)
204
Performing Weekly Air Removal Tests for Autoclaves Procedure (99-315)
203
Autoclave Operation Demo and Skill Practice
202
Autoclaving Equipment
44
Debrief/Transition to Preparing Equipment at B Plant
152
Debrief/Transition to Equipment Preparation at B Plant
45
A-Type Equipment Preparation Guided Practice
234
A-Type Equipment Preparation Qualification
154
A-Type Equipment Preparation Qualification
48
Disassembling/ Assembling Equipment Guided Practice
235
Disassembling/ Assembling Equipment Qualification
153
Disassembling/ Assembling Equipment Qualification
49
Equipment Washing Guided Practice
236
Equipment Washing Qualification
155
Equipment Washing Qualification
47
Bottle Washing Qualification
239
Bottle Washing Guided Practice
238
Bottle Washing Qualification56
Autoclaving Equipment Guided Practice
237
Autoclave Equipment Qualification
156
Autoclaving Equipment Qualification
46QQQ QQQ QQQ QQQ QQQ
WWW WWWWWWWWWWWW
III III III III III III
III
Disassembling/Assembling EquipmentDisassembling/Assembling Disassembling/Assembling EquipmentEquipment
SPEAKERONLY
©2006 PRH Consulting, Inc. Page 54
Close-Up: Development Path
AutoclaveAutoclaveAutoclave
Observation of Autoclaving Equipment
149
Overview of Autoclaving Equipment
148
Introduction to Autoclaving Equipment
78
Tools, Materials, and Supplies for Autoclaving Equipment
279
Autoclave Pre-Qualification233
Pattern Loads for A Type Parts Procedure (99-1560)
231
Autoclave Cleaning (OJT) Procedure (99-320)
220
Performing Weekly Air Removal Test for Autoclaves Procedure (99-315)
217
Operation Instructions for Production Autoclaves with Touchscreen Control Procedure (99-318)
208
Cycles for B Plant Production Autoclaves Procedure (99-316)
207
Receipt and Disposition of Expendable Materials Procedure (99-759)
206
Caustic Wash of Product A Equipment Procedure (99-065)
205
Laminar Flow Hood HEPA Filter Inspection Procedure (99-163)
204
Performing Weekly Air Removal Tests for Autoclaves Procedure (99-315)
203
Autoclave Operation Demo and Skill Practice
202
Autoclaving Equipment
44
Autoclaving Equipment Guided Practice
237
Autoclave Equipment Qualification
156
Autoclaving Equipment Qualification
46 QQQ
WWW
III
At the site
At the training center
At the site
Context
Components and approximation of performance
Performance qualification
SPEAKERONLY
©2006 PRH Consulting, Inc. Page 55
Closer-Up: Development Path
Tools, Materials, and Supplies for Autoclaving Equipment
279
Performing Weekly Air Removal Test for 217
Operation Instructions for Production Autoclaves with Touchscreen Control Procedure (99-318)
208
Cycles for B Plant Production Autoclaves Procedure (99-316)
207
Receipt and Disposition of Expendable Materials Procedure (99-759)
206
Caustic Wash of Product A Equipment Procedure (99-065)
205
Laminar Flow Hood HEPA Filter Inspection Procedure (99-163)
204
Performing Weekly Air Removal Tests for Autoclaves Procedure (99-315)
203
Autoclave Operation Demo and Skill Practice
202
Autoclaving Equipment
44 WWW
Back
SPEAKERONLY
©2006 PRH Consulting, Inc. Page 56
Performance vs. Supporting
• Policy about credit for returns• Clarify the caller’s initial question• How to navigate the customer
account data systems
Customer Service Agent
• Competitive product capabilities• How to use the CAD system• Materials characteristics (e.g., melting
point)• Design a cruise control switch
Engineer
• Sterile environment practices• Suturing skills• Executing a specific procedure (e.g.,
angioplasty)• Principles of malpractice claims
Doctor
SupportingPerformanceExample CapabilitiesRoleXX
XXXXX
XX
XX
SPEAKERONLY