national occupational standard - wood … opmanager lr_new.pdf · this managerial position entails...

NationalOccupationalStandard

Operations Manager

For the Canadian Advanced Wood Products Processing Sector

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The Advanced Wood Manufacturing Sector is an exciting, modern and increasingly technologically-driven sector requiring high levels of skill, knowledge and positive, performance minded attitudes to ensure customer satisfaction, long-term profitability and global competitiveness. The Wood Manufacturing Council (WMC) is the Human Resources Sector Council for the advanced wood products processing industry. One of the recent initiatives undertaken by the WMC, which will directly assist in presenting a realistic picture of the skills and performance requirements of the industry, as well as assist the sector in planning for and developing adequate human resources, is the introduction / publication of this Operations Manager Occupational Standard for the sector. To order additional copies of this or any of our National Occupational Standards, or to find out about the range of other resources the council has available, please contact us at:

Wood Manufacturing Council

130 Albert St., Suite 1016 Ottawa, ON, K1P 5G4 Phone: (613) 567-5511

Fax: (613) 567-5411 e-mail: [email protected]

Web Site: www.wmc-cfb.ca

Ce document est aussi disponible en Français.

© 2012 Copyright by the Wood Manufacturing Council

All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means without the express written consent of the Wood Manufacturing Council.

The opinions and interpretations in this publication are those of the author and do not necessarily

reflect those of the Government of Canada.

Operations Manager National Occupational Standards Wood Manufacturing Council

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Contents Acknowledgements ...................................................................................................................................... iii

1. Introduction .............................................................................................................................................. 1

1.1 About the Wood Manufacturing Council ............................................................................................ 1

1.2 Development of the National Occupational Standards ...................................................................... 1

2. Scope of Occupation ................................................................................................................................. 3

3. Occupational Environment ....................................................................................................................... 4

3.1 Working Environment ......................................................................................................................... 4

3.2 Physical Requirements ........................................................................................................................ 4

3.3 Human Interactions ............................................................................................................................ 4

4. Tools and Equipment ................................................................................................................................ 5

5. Knowledge, Abilities, Skills ........................................................................................................................ 6

6. Behaviors, Attitudes, Personal Characteristics ......................................................................................... 7

7. Contextual Information ............................................................................................................................. 8

8. Major Categories, Tasks, Sub-Tasks, Supporting Knowledge and Abilities ............................................... 9

8.1 Major Category A: Manage Human Resources .................................................................................. 9

8.2 Major Category B: Develop Strategic Plans ..................................................................................... 12

8.3 Major Category C: Manage Production Materials ............................................................................ 15

8.4 Major Category D: Develop Customer Relations .............................................................................. 17

8.5 Major Category E: Manage Production Plan ..................................................................................... 19

8.6 Major Category F: Manage Quality Standards .................................................................................. 21

8.7 Major Category G: Manage Safety Standards .................................................................................. 22

8.8 Major Category H: Manage Operational Budgets ............................................................................. 24


iii

Acknowledgements

Project Steering Committee:

Pete Fournier

Vice-President of Business Development

Triangle Group

Frank Jess

Wood Products Manufacturing

Technology Instructor

Red River College

Laurelyn Nielsen

Human Resources Director

Bogdan & Gross Furniture Company Ltd.

Sandra Nigro

Executive Director

Modular Housing Association – Prairie Provinces

Deborah Shaman

HRSDC

Sid Watts

Executive Director

Atlantic Wood

Development and Validation Meeting

Participants:

Stephen Alexander

Synergy

British Columbia

Dylan Kinch

Talon Millwork

Ontario

Dominique Laroche

Triangle Kitchens

New Brunswick

Jeremy Lee

Muskoka Custom Cabinets

Ontario

Rob McMillan

Prestige Homes

New Brunswick

Livio Passalent

Crescent Cabinet

Ontario

Arnim Rodeck

Shamawood Fine Wood Working

British Columbia

Neil Smith

Redl Kitchens

Saskatchewan

Terry Smith

Canterbury Woodworks

Nova Scotia

Gus Zernak

Talon Millwork

Ontario

The Wood Manufacturing Council:

Richard Lipman

President

Stephen Kennedy

Project Manager

Research Consultants:

Bernadette Allen

President

The Competency Group

Tim Curley

Project Manager


Kristin Nicholson

Researcher


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1. Introduction The advanced wood manufacturing sector is a major contributor to Canada’s economy. The industry is at

the cutting edge of technology, using the latest practices and equipment to ensure efficient production

that helps both the sector and the environment thrive. Advanced engineering creates wood products

from fast-growing species and produces high-strength products from smaller trees. Businesses in the

industry are able to use more of each log that is harvested, meaning that more products can be

produced with less waste.

The industry is made up of five sub-sectors:

Furniture;

Cabinets;

Window and doors;

Millwork; and

Building components.

A wide range of small and large businesses comprises the industry, including global brand-name

companies with “household” recognition. Nevertheless, very small shops (i.e. those typically employing

fewer than four people) account for 60% of all organizations in Canada’s advanced wood processing

sector.

1.1 About the Wood Manufacturing Council Canada has a number of sector councils representing key industry sectors. Each council is responsible for

bringing together all industry stakeholders to help solve human resource and skills development issues

within its sector. Since 2002, the Wood Manufacturing Council (WMC) has collaborated with employers,

workers, educators, professional associations and government to help implement human resources

solutions that will ensure the success of the advanced wood manufacturing sector.

The Council's mandate is to plan, develop and implement human resources strategies that support the

long-term growth and competitiveness of Canada's advanced wood products manufacturing industry

and meet the developmental needs of its workforce. The Council identifies and examines the necessary

skills and knowledge required to respond to changing industry needs. The Council also develops an

overall strategic plan to address key issues such as the shortage of skilled workers and the need for

national standards for worker competencies.

1.2 Development of the National Occupational Standards The Operations Manager National Occupational Standards (NOS) is part of the Wood Manufacturing

Council’s (WMC) Development of Wood Manufacturing National Occupational Standards and Essential

Skills Training Program initiative. The goal of this project was to work with job incumbents and other

stakeholders to develop and nationally validate the occupational profile for three sector occupations

and review the scope of the occupation. The NOS will serve as the basis for program development, such


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as the creation of training curriculum or competency-based assessment programs. The standards also

help inform the public about careers in the industry and other labour market requirements.

The members of the WMC National Steering Committee decided to focus on three key occupations,

including that of the Operations Manager, for the duration of this project. This initiated the

development of the Operations Manager National Occupational Standards. Eleven key informant

interviews with wood manufacturing businesses were conducted; the information gleaned from these

discussions informed the creation of a situational analysis report, which served as the basis for the NOS

development.

In May 2011, the draft NOS was produced during a meeting that included Operations Managers from

across the country. The WMC Steering Committee then approved this draft. Online surveys captured the

input of other Operations Managers in Canada; the information derived from the survey results was

incorporated into the NOS, as well. A second group of Operations Managers providing pan-Canadian

representation was convened in November 2011 and validated the NOS document. This meeting

produced the changes that shaped the final validated NOS and DACUM charts.


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2. Scope of Occupation Operations Managers (OMs) of Small and Medium Sized Wood Manufacturing Companies plan,

organize, and direct daily wood manufacturing operations. They perform a variety of duties including

the scheduling of work activities and human resources, overseeing staff performance, training and

development, and may be responsible for quality control and quality assurance inspections for finished

products. They review production schedules to plan manufacturing operations. They evaluate

production efficiency and ensure optimum productivity. They may contribute to organizational sales and

marketing initiatives. OMs contribute to the development and monitoring of operational budgets, and

promote efficiencies and high quality product through all manufacturing processes.


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3. Occupational Environment

3.1 Working Environment

The working environment in small to medium enterprises is a factory setting that may consist of the

office, shop facilities and warehouse in one location. Operations Managers spend a typical workday

shuttling between the office and the shop floor, as necessary. The noise levels, ventilation and other

working conditions require the use of personal protective gear and safety equipment to comply with

occupational health and safety standards. Sufficient lighting should be provided in all work areas.

3.2 Physical Requirements

This managerial position entails minimal manual labour, although dexterity and hand-eye coordination

may be required. Occasionally, Operations Managers may perform hands-on activities such as helping

troubleshoot equipment problems or demonstrating certain tasks to maintain quality standards and

optimize efficiency on the production line.

Operations Managers may be on the shop floor part of the time and should have the ability to be on

their feet for long periods of time. They may also need to move around the plant to conduct inspections

and tests.

3.3 Human Interactions

Operations Managers are the points of contact with internal and external stakeholders and the general

public. If an Operations Manager does not own the business, then he reports to the proprietor, and acts

as the intermediary between top management and staff. The role’s diverse range of responsibilities

requires direct dealing with employees at administrative and operational levels on a daily basis.

Operations Managers work closely with the next people in command, frequently Shop Floor Supervisors,

Production Supervisors or Team/Shift Leaders.

External connections include conducting business with suppliers, contractors and other service

providers, as well as establishing and maintaining excellent customer relations and service. To promote

business partnerships and participate in collaborative initiatives, Operations Managers may network

with industry associations, government agencies, nonprofit organizations, training providers and

educational institutions. The social functions expected of the position are to deal with the general

public, maintain goodwill, handle public relations, and establish a presence in the community with

sponsorships of good causes and the exercise of corporate social responsibility.


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4. Tools and Equipment The following list was developed in the National Occupational Standard development and validation

meetings. It includes standard tools and equipment used by Operations Managers.

Accounting software

Administrative office suite

Blueprints

CAD software

Cell phone/ smart phone

CNC Programs

Code books (e.g. building code, safety codes, WHMIS, employment standards)

Computer

Drawings

Email

Fax

Filing systems

Graphing software

Laser measure

Manufacturing resource planning software

Photocopier

Plans table/drafting board

Pricing matrix

Product design software

Reference materials

Scale

Tape measure

Telephone

Whiteboard


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5. Knowledge, Abilities, Skills The following list was developed in the National Occupational Standard development and validation

meetings. It includes knowledge, abilities and skills that are required in the Operations Manager

occupation.

Analytical

Capacity

Codes and regulations

Common sense

Communication skills

Conflict resolution skills

Experience in the field

Financial statements

Manufacturing knowledge

Material optimization

Math

Maximizing efficiencies

Negotiating

Organizational skills

People skills

Price lists

Problem solving

Product knowledge

Production planning

Sales skills

Scheduling

Software and computer knowledge

Staff

Technical writing


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6. Behaviors, Attitudes, Personal Characteristics The following list was developed in the National Occupational Standard development and validation

meetings. It includes the personal behaviours, attitudes and personal characteristics that are beneficial

to someone in the Operations Manager occupation.

Ambitious

Assertive

Confident

Consistent

Driven

Engage people at their level

Engaging

Environmental awareness

Even tempered

Fairness

Firm

Flexible

Goal oriented

Good listener

Honesty

Humility

Innovative

Inspirational

Integrity

Leadership

Manage stress

Observant

Open

Outgoing

Patient

Perspicacious

Poignant

Positive attitude

Professionalism

Punctual

Reciprocity

Sense of humour

Urgency


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7. Contextual Information Contextual information provides additional information about a task. It is useful in the development of training materials or in identifying appropriate training tools or methods. Specifically, contextual information provides additional detail about the importance, frequency and difficulty of each task. A description of the rating scales is as follows:

Importance: a qualitative rating that indicates the importance of the skill to competent performance.

1. Not important: performance of this skill is not essential to the job

2. Somewhat important: performance of this skill is minimally necessary to the job

3. Important: performance of this skill is moderately essential to the job

4. Extremely important: performance of this skill is critical; non-performance poses a risk

Frequency: a rating that indicates on average how often Operations Manager would perform a task.

1. Once

2. Annual

3. Semi-annual

4. Infrequent (a few times per year)

5. Monthly

6. Weekly

7. Daily

8. Continuously

Difficulty: defines the levels of effort, challenge and complication associated with the performance of the task.

1. Not Difficult

2. Somewhat Difficult

3. Difficult

4. Very Difficult


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8. Major Categories, Tasks, Sub-Tasks, Supporting Knowledge and Abilities

8.1 Major Category A: Manage Human Resources

Tasks Sub-tasks Supporting Knowledge and

Abilities

A1. Assess need to hire employees Importance: 3 Frequency: 8 Difficulty: 2

1.1 Review organizational plan 1.2 Review production 1.3 Review upcoming sales 1.4 Review capacity 1.5 Review employee schedule 1.6 Look at budget 1.7 Make decisions

Knowledge of: - seasonality - capacity - computer - schedule

Ability to: - compare cost of

prospective hire against cost of production

A2. Develop job expectations Importance: 3 Frequency: 4 Difficulty: 2

2.1 Identify duties and tasks 2.2 Work with process experts 2.3 Identify expectations of job criteria 2.4 Identify pay structure 2.5 Identify potential incentives 2.6 Determine hours of work 2.7 Determine required certifications 2.8 Identify company policies and regulations 2.9 Identify career path development options

Knowledge of: - company handbook - job - computer - reference material

Ability to: - communicate - analyze

A3. Review resumes of prospective hires Importance: 2 Frequency: 4 Difficulty: 1

3.1 Gather resumes 3.2 Filter resumes for pre-determined qualifications

Knowledge of: - resumes - job - job posting

Ability to: - read - analyze resumes

A4. Conduct interview with prospective hires Importance: 3 Frequency: 4 Difficulty: 3

4.1 Schedule interview 4.2 Confirm resume details 4.3 Ask questions 4.4 Observe potential hire 4.5 Administer test 4.6 Verify credentials 4.7 Make decision

Knowledge of: - phone - email - interview techniques

Ability to: - communicate - observe - analyze behaviour


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A5. Check references of prospective hires Importance: 3 Frequency: 4 Difficulty: 1

5.1 Call previous employers/character references 5.2 Determine prospective hires’ potential fit based on references

Knowledge of: - phone - computer


A6. Make job offer to prospective hire Importance: 3 Frequency: 4 Difficulty: 3

6.1 Prepare proposal 6.2 Contact prospective hire 6.3 Negotiate terms of employment 6.4 Review details 6.5 Finalize deal

Knowledge of: - phone - email - computer

Ability to: - negotiate - communicate

A7. Implement job training Importance: 4 Frequency: 4 Difficulty: 3

7.1 Perform employee orientation 7.2 Review health and safety regulations 7.3 Assign trainers 7.4 Document progress 7.5 Establish training time frame

Knowledge of: - training manual - schedule - safety regulations - computer

Ability to: - analyze - communicate

A8. Provide employee feedback Importance: 3 Frequency: 5 Difficulty: 2

8.1 Review employee history 8.2 Gather information about employee performance 8.3 Determine nature of feedback (e.g. constructive, critical) 8.4 Communicate progress to the employee 8.5 Meet employee at place of work 8.6 Review employee production levels 8.7 Document feedback

Knowledge of: - computer - employee performance

Ability to: - communicate - demonstrate tactfulness - analyze - work with people

A9. Conduct formal employee reviews Importance: 3 Frequency: 2 Difficulty: 3

9.1 Review employee history 9.2 Obtain feedback from other supervisors and co-workers 9.3 Prepare document 9.4 Schedule meeting 9.5 Conduct meeting 9.6 Ensure understanding of prepared document 9.7 Solicit employee feedback 9.8 Set future goals and measurables

Knowledge of: - computer - employee performance

Ability to: - communicate - analyze - work with people - negotiate - listen


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A10. Implement team-building employee activities Importance: 3 Frequency: 4 Difficulty: 3

10.1 Solicit employee feedback about desired events 10.2 Determine options 10.3 Engage employees to ensure participation 10.4 Schedule activities 10.5 Allocate funds 10.6 Solicit employee feedback about activity success

Knowledge of: - computer - spreadsheets

Ability to: - organize - work with people - resolve conflict - communicate - motivate employees

A11. Mediate employee conflict Importance: 4 Frequency: 4 Difficulty: 2

11.1 Investigate conflict issue 11.2 Interview concerned parties individually 11.3 Assess information 11.4 Meet with all concerned parties 11.5 Explain company policies to concerned parties 11.6 Determine resolution 11.7 Implement resolution 11.8 Conduct follow-up discussion

Knowledge of: - negotiation techniques - union policies, if

applicable - company policies - legal responsibilities

Ability to: - resolve conflict - communicate - work with people

A12. Identify individual’s professional development opportunities Importance: 3 Frequency: 4 Difficulty: 2

12.1 Determine the individual’s job criteria 12.2 Determine need for professional development 12.3 Assess educational resources 12.4 Assess individual’s abilities or opportunities for development 12.5 Determine financing 12.6 Identify scheduling 12.7 Determine whether to pursue opportunity

Knowledge of: - company policies - job - professional resources

Ability to: - educate - analyze - organize


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8.2 Major Category B: Develop Strategic Plans

Tasks Subtasks Supporting Knowledge and

Abilities

B1. Develop action plans to align with company objectives Importance: 4 Frequency: 4 Difficulty: 3

1.1 Meet with company governing body/ownership 1.2 Determine company objectives 1.3 Review of your strategic and budget plans 1.4 Insert company objective into existing plans 1.5 Determine steps for implementation

Knowledge of: - company mission

and values - previous plans - wood

manufacturing industry

Ability to: - analyze - communicate - negotiate - research - be patient

B2. Develop operational budget Importance: 4 Frequency: 2 Difficulty: 3

2.1 Review upcoming orders 2.2 Determine sales prospective 2.3 Determine fixed costs 2.4 Determine upcoming initiatives per department 2.5 Determine profitability targets 2.6 Determine cost goods 2.7 Determine cash flow 2.8 Determine capital expenditures 2.9 Determine labour cost 2.10 Determine marketing initiatives cost 2.11 Determine shareholder investment 2.12 Benchmark off of historical data

Knowledge of: - product - chart of accounts - computer - historical data - projected business - spreadsheets

Ability to: - report - evaluate statistical

information - analyze - perform general

accounting - solve mathematical

problems


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B3. Evaluate production tools and equipment Importance: 3 Frequency: 8 Difficulty: 2

3.1 Review current production tools and equipment 3.2 Gather information 3.3 Assess associated costs 3.4 Assess need 3.5 Assess personnel needs to run purchased equipment 3.6 Assess maintenance requirements 3.7 Evaluate equipment options 3.8 Determine financing 3.9 Determine space/location for new equipment 3.10 Define implementation strategy 3.11 Assess training need for new equipment 3.12 Determine return on investment 3.13 Determine depreciation of equipment 3.14 Determine installation requirements

Knowledge of: - reference material - computer - pricing - financing options

Ability to: - conduct internet

research - analyze - compare products

B4. Evaluate products (e.g. hinges, paints, glues) Importance: 3 Frequency: 8 Difficulty: 2

4.1 Review current products 4.2 Gather information 4.3 Evaluate product options 4.4 Test products 4.5 Assess associated costs 4.6 Assess need 4.7 Determine space/location for new products 4.8 Define implementation strategy 4.9 Assess training need for new products 4.10 Determine return on investment 4.11 Determine price point for new products

Knowledge of: - reference material - computer - pricing

Ability to: - conduct internet

research - analyze

B5. Develop marketing strategy Importance: 2 Frequency: 2 Difficulty: 2

5.1 Create campaign 5.2 Identify markets 5.3 Identify message 5.4 Gather information 5.5 Choose medium(s) 5.6 Assess cost compared to budget 5.7 Schedule implementation 5.8 Plan for evaluation of campaign

Knowledge of: - computer - documentation - advertising

mediums - product - markets

Ability to: - analyze - schedule


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B6. Select process improvement projects Importance: 3 Frequency: 4 Difficulty: 2

6.1 Determine which process to improve 6.2 Review budgetary allotment 6.3 Determine required personnel 6.4 Assess processes requiring improvement 6.5 Assess benefits 6.6 Assess risks 6.7 Determine implementation strategy 6.8 Schedule process improvement implementation

Knowledge of: - computer - budget - SWOT analysis

Ability to: - communicate - analyze - schedule

B7. Develop vendor alliances for business development Importance: 3 Frequency: 8 Difficulty: 2

7.1 Determine suitable vendor alliance 7.2 Determine benefits of alliance 7.3 Assess potential financial impact 7.4 Assess competitor vendor impact 7.5 Schedule meeting with vendor 7.6 Discuss terms of alliance 7.7 Assess vendor logistics 7.8 Implement alliance

Knowledge of: - phone - computer - vendor product - SWOT analysis

Ability to: - communicate - analyze - negotiate

B8. Develop succession plan for key positions in organization Importance: 3 Frequency: 2 Difficulty: 3

8.1 Identify key positions requiring succession plans in place 8.2 Identify candidates 8.3 Schedule terms of plan 8.4 Schedule training 8.5 Implement plan

Knowledge of: - finance - job criteria - employee

performance Ability to:

- communicate - analyze - negotiate - schedule


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8.3 Major Category C: Manage Production Materials


Abilities

C1. Develop production material flow systems Importance: 3 Frequency: 2 Difficulty: 3

1.1 Determine all materials 1.2 Determine location layout 1.3 Create flow chart 1.4 Determine product time frame in each

location 1.5 Determine equipment to aid material

flow 1.6 Determine limitations for flow 1.7 Assess benefits for change 1.8 Determine optimal inventory levels 1.9 Implement flow system

Knowledge of: - production facility - production

requirements - schedules - facility schematics - spaghetti diagrams - computer - materials


C2. Determine inventory location Importance: 2 Frequency: 2 Difficulty: 2

2.1 Determine inventory frequency of use (i.e. inventory turns) 2.2 Assess available space 2.3 Determine size of product 2.4 Determine any special requirements for product storage 2.5 Assess equipment for material handling

Knowledge of: - product specifications - computer - plant layout - spaghetti diagram

Ability to: - analyze

C3. Negotiate production materials specifications with vendors Importance: 3 Frequency: 4 Difficulty: 3

3.1 Identify product 3.2 Assess product usage 3.3 Contact vendor 3.4 Determine current pricing 3.5 Determine new specifications 3.6 Determine product availability 3.7 Discuss opportunity 3.8 Ensure product meets regulatory codes

Knowledge of: - computer - phone - historical data - product - vendor - regulatory codes

Ability to: - negotiate - communicate - be patient - analyze

C4. Purchase new equipment Importance: 2 Frequency: 4 Difficulty: 1

4.1 Contact supplier 4.2 Negotiate supplier and payment terms 4.3 Arrange for shipment 4.4 Prepare for receipt of equipment 4.5 Schedule installation

Knowledge of: - computer - negotiation

techniques - product

Ability to: - communicate - schedule - analyze


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C5. Schedule delivery of production materials Importance: 4 Frequency: 8 Difficulty: 1

5.1 Contact vendor 5.2 Determine delivery schedule 5.3 Prepare facility for delivery 5.4 Prepare staff for delivery 5.5 Determine freight logistics 5.6 Inspect delivery

Knowledge of: - computer - phone - product specifications - delivery requirements

Ability to: - communicate - analyze - schedule

C6. Analyze production material utilization Importance: 3 Frequency: 4 Difficulty: 2

6.1 Collect data 6.2 Analyze data 6.3 Prepare adjustments based on data analysis

Knowledge of: - computer - graphs - product specifications

Ability to: - analyze - research

C7. Plan waste management strategy Importance: 2 Frequency: 4 Difficulty: 2

7.1 Determine material waste 7.2 Analyze waste data 7.3 Prepare adjustments based on data analysis 7.4 Assess options for material waste

Knowledge of: - computer - graphs - product - waste management

options Ability to:

- analyze - research

C8. Analyze inventory turns Importance: 3 Frequency: 5 Difficulty: 2

8.1 Determine material waste 8.2 Analyze data 8.3 Determine cost associations 8.4 Prepare adjustments based on data analysis

Knowledge of: - computer - product - finance

Ability to: - analyze


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8.4 Major Category D: Develop Customer Relations


Abilities

D1. Educate customer on company benefits (e.g. price, quality, experience) Importance: 4 Frequency: 8 Difficulty: 2

1.1 Meet with customer 1.2 Explain products and services 1.3 Explain production and manufacturing processes 1.4 Address customer concerns

Knowledge of: - products and

services - company processes - scheduling

Ability to: - work with people - be patient - communicate

D2. Solicit customer feedback (e.g. product, service, experience) Importance: 2 Frequency: 8 Difficulty: 1

2.1 Determine feedback factors 2.2 Contact customer 2.3 Ask for determined feedback (e.g. reference letter) 2.4 Gather data 2.5 Analyze data 2.6 Implement plans for change if required

Knowledge of: - product - customer

experience - scheduling

Ability to: - communicate - be patient - research - work with people

D3. Develop project budget Importance: 4 Frequency: 8 Difficulty: 1

3.1 Contact customer 3.2 Determine customer requirements 3.3 Determine customer budget for project 3.3 Determine scope for project 3.4 Finalize customer budget

Knowledge of: - product - pricing

Ability to: - communicate - work with people

D4. Propose sale to customer Importance: 4 Frequency: 8 Difficulty:2

4.1 Create proposal 4.2 Contact customer 4.3 Make presentation 4.4 Modify proposal, if necessary 4.5 Agree to financial terms and delivery 4.6 Sign contract

Knowledge of: - product - financing options - phone - computer - presentation

methods Ability to:

- communicate - work with people - sell


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D5. Arrange visit to customer site Importance: 2 Frequency: 4 Difficulty: 1

5.1 Contact customer 5.2 Schedule visit

Knowledge of: - phone

Ability to: - communicate - arrange for

transportation - schedule

D6. Organize customer meetings Importance: 3 Frequency: 8 Difficulty: 1

6.1 Assess meeting need 6.2 Determine meeting location 6.3 Develop agenda 6.4 Contact customer 6.5 Facilitate meeting 6.6 Determine meeting outcome

Knowledge of: - computer - phone - customer’s project

Ability to: - communicate - work with people - schedule

D7. Represent company at events Importance: 2 Frequency: 4 Difficulty: 1

7.1 Identify event opportunities 7.2 Determine which event to attend 7.3 Prepare for event 7.4 Determine materials and resources needed 7.5 Determine associated costs 7.6 Determine transportation logistics 7.7 Attend event or assign representative 7.7 Promote company at event 7.8 Follow up with leads 7.9 Document/report event outcome

Knowledge of: - computer - promotional

materials Ability to:

- communicate - work with people - speak in public - sell - network - schedule

D8. Organize job training partnerships with community organizations Importance: 2 Frequency: 4 Difficulty: 2

8.1 Determine organizations to partner with that fit partnership program 8.2 Assess purpose of partnership 8.3 Review related costs 8.4 Determine scheduling 8.5 Select mentors 8.6 Develop implementation plan 8.7 Evaluate community impact 8.8 Determine terms of partnership 8.9 Implement partnership 8.10 Evaluate impact of partnership on company

Knowledge of: - computer - phone

Ability to: - communicate - work with people - negotiate - speak in public - network - co-ordinate


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8.5 Major Category E: Manage Production Plan


Abilities

E1. Determine customer delivery expectations Importance: 3 Frequency: 8 Difficulty: 1

1.1 Contact customer 1.2 Discuss delivery terms

Knowledge of: - phone - computer - project scope

Ability to: - communicate

E2. Develop production schedule Importance: 4 Frequency: 6 Difficulty: 3

2.1 Determine sales projects 2.2 Prioritize projects 2.3 Review customer expectations as part of strategic plan 2.4 Review material availability 2.5 Determine production capacity (e.g. machine availability, labour availability) 2.6 Determine batching opportunities 2.7 Determine tasks required 2.8 Set schedule 2.9 Review schedule 2.10 Implement schedule

Knowledge of: - computer - product - manufacturing

capacity Ability to:

- analyze - communicate - schedule

E3. Determine employee schedule Importance: 4 Frequency: 6 Difficulty: 2

3.1 Assess production schedule according to production capacity 3.2 Review vacation schedule 3.3 Compile employee schedule 3.4 Review schedule 3.5 Implement schedule

Knowledge of: - computer - phone - production schedule

Ability to: - analyze - troubleshoot - communicate - schedule

E4. Monitor production schedule Importance: 4 Frequency: 8 Difficulty:2

4.1 Review production 4.2 Review schedule in light of production data 4.3 Assess required changes 4.4 Implement required changes 4.5 Reassess employee schedule

Knowledge of: - computer - product - labour force - production schedule



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E5. Schedule equipment maintenance Importance: 3 Frequency: 5 Difficulty: 2

5.1 Determine maintenance requirements 5.2 Assess production schedule 5.3 Schedule resources to complete maintenance (e.g. labour, parts) 5.4 Log equipment maintenance 5.5 Analyze maintenance data

Knowledge of: - computer - product - equipment

Ability to: - analyze - communicate - schedule

E6. Coordinate sub-trade schedule Importance: 3 Frequency: 6 Difficulty: 2

6.1 Contact sub-trade 6.2 Align with delivery schedule 6.3 Align with production schedule 6.4 Educate sub-trade to company standards

Knowledge of: - computer - phone - product - company standards

Ability to: - analyze - communicate - schedule - teach

E7. Adjust employee schedule to optimize efficiency Importance: 4 Frequency: 8 Difficulty: 3

7.1 Assess bottleneck areas of production 7.2 Reallocate employee resources to areas in need 7.3 Schedule overtime if required

Knowledge of: - computer - production schedule

Ability to: - analyze - communicate - work with people - observe - schedule

E8. Schedule finished product delivery Importance: 4 Frequency: 8 Difficulty: 2

8.1 Ensure product is complete and ready for shipping 8.2 Ensure customer or site is ready to receive finished product 8.3 Confirm delivery date 8.4 Arrange transportation logistics 8.5 Deliver product 8.6 Advise customer of product delivery

Knowledge of: - computer - phone - product - production schedule

Ability to: - arrange for

transportation - communicate - analyze - schedule


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8.6 Major Category F: Manage Quality Standards


Abilities

F1. Develop standard operating procedures for quality Importance: 3 Frequency: 1 Difficulty: 3

1.1 Determine market expectations 1.2 Determine company quality standards 1.3 Comply with industry standards and certifications 1.4 Develop processes for quality checkpoints 1.5 Audit quality checkpoints 1.6 Work with process experts 1.7 Document quality standards 1.8 Implement quality SOP

Knowledge of: - computer - product - wood

manufacturing industry


F2. Monitor compliance with quality certification programs Importance: 3 Frequency: 3 Difficulty: 3

2.1 Identify certification programs 2.2 Review changes to programs 2.3 Implement changes if required

Knowledge of: - computer - product - quality certification - material


F3. Analyze quality measures to determine deficiencies Importance: 3 Frequency: 5 Difficulty: 3

3.1 Collect data from quality checkpoints 3.2 Analyze data 3.3 Assess order compliance 3.4 Implement changes

Knowledge of: - computer - product


F4. Evaluate competitor products to establish quality benchmarks Importance: 2 Frequency: 4 Difficulty: 2

4.1 Inspect competitor product 4.2 Test competitor product 4.3 Record data 4.4 Determine product similarities and differences from your company offering 4.5 Determine impact to your company offering based on findings

Knowledge of: - competitor product - production material - testing equipment

Ability to: - analyze - compare products

F5. Audit quality inspection of finished product Importance: 4 Frequency: 8 Difficulty: 2

5.1 Select product to audit 5.2 Develop recording method 5.3 Perform audit 5.4 Record results 5.5 Communicate results 5.6 Assess plan of action

Knowledge of: - product - quality process - personal protective

equipment (PPE) - testing equipment - computer

Ability to: - analyze - investigate - communicate


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8.7 Major Category G: Manage Safety Standards


Abilities

G1. Develop standard operating procedures for safety Importance: 4 Frequency: 1 Difficulty: 2

1.1 Review regulations 1.2 Comply with standards 1.3 Work with operators to develop procedures 1.4 Document safety procedures 1.5 Implement safety SOP 1.6 Monitor safety procedures

Knowledge of: - regulations - safety reference

material - training - safety equipment - production

Ability to: - communicate - analyze - work with people

G2. Develop emergency response procedures Importance: 4 Frequency: 1 Difficulty: 2

2.1 Review regulations 2.2 Analyze plant/shop layout 2.3 Develop drills to test processes 2.4 Adjust process, if necessary 2.5 Determine meeting areas 2.6 Post fire exit plans 2.7 Arrange for safety equipment maintenance 2.8 Assign staff muster captains 2.9 Assign responsibility for contacting emergency response teams 2.10 Formulate documented plan 2.11 Distribute plan

Knowledge of: - safety regulations - plant layout - safety reference

material - training methods - safety equipment


G3. Implement safety training program Importance: 4 Frequency: 1 Difficulty: 2

3.1 Create safety training program 3.2 Distribute safety training program 3.3 Research first aid programs 3.4 Implement WHMIS training 3.5 Document training records

Knowledge of: - regulations - safety reference

material - training - computer - safety equipment - historical data



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G4. Implement Joint Occupational Health and Safety Committee recommendations Importance: 4 Frequency: 4 Difficulty: 3

4.1 Review recommendations 4.2 Compare recommendations to regulations and/or findings by the committee 4.3 Report back to committee 4.4 Develop action plan 4.5 Implement validated recommendations

Knowledge of: - computer - safety regulations - legal obligations

Ability to: - communicate - negotiate

G5. Conduct safety meetings Importance: 4 Frequency: 5 Difficulty: 1

5.1 Schedule meeting 5.2 Develop agenda 5.3 Discuss issues 5.4 Record findings 5.5 Determine actions

Knowledge of: - safety

Ability to: - communicate - schedule

G6. Complete incident reports Importance: 4 Frequency: 4 Difficulty: 1

6.1 Collect information 6.2 Fill out report 6.3 Communicate findings accordingly 6.4 Submit report 6.5 Analyze incident report findings

Knowledge of: - safety regulations - report formats - computer

Ability to: - communicate

G7. Investigate workplace incidents Importance: 4 Frequency: 4 Difficulty: 3

7.1 Collect information 7.2 Take charge of scene (e.g. tape it off, restrict access) 7.3 Assess situation 7.4 Interview those involved 7.5 Contact appropriate authorities 7.6 Take photos 7.7 Seize necessary tools, equipment, materials 7.8 Document all necessary information 7.9 Review with senior management 7.10 Formulate action plans

Knowledge of: - safety regulations - camera - computer

Ability to: - communicate - analyze - report - lead team


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8.8 Major Category H: Manage Operational Budgets


Abilities

H1. Manage cash flow Importance: 4 Frequency: 8 Difficulty: 3

1.1 Oversee accounts payable 1.2 Oversee accounts receivable 1.3 Oversee collection of overdue accounts

Knowledge of: - basic accounting

practices - cash flow

H2. Analyze production costs Importance: 4 Frequency: 4 Difficulty: 2

2.1 Oversee landed cost of goods 2.2 Determine labour cost 2.3 Determine machine costs 2.4 Compare costs to targets

Knowledge of: - computer - product specifications - historical data - accounting software

Ability to: - perform basic

accounting

H3. Forecast future revenues Importance: 3 Frequency: 5 Difficulty: 3

3.1 Analyze project pipeline 3.2 Determine value of upcoming projects 3.3 Analyze market 3.4 Determine potential savings 3.5 Project potential revenue

Knowledge of: - project schedule - accounting software - market trends

Ability to: - analyze - innovate

H4. Forecast future expenses (e.g. labour, tools, facility) Importance: 3 Frequency: 5 Difficulty: 3

4.1 Analyze project pipeline 4.2 Determine cost of upcoming projects 4.3 Look at maintenance schedule 4.4 Analyze overhead 4.5 Review downtime 4.6 Project vendor payables 4.7 Project carrying expense 4.8 Project total expense

Knowledge of: - project schedule - accounting software - market trends - historical data - finances

Ability to: - analyze - innovate

H5. Monitor actual financial results against budget (e.g. monthly, quarterly, year to date) Importance: 3 Frequency: 5 Difficulty: 3

5.1 Gather analyzed information 5.2 Compare analyzed information to budget

Knowledge of: - historical data - accounting/reporting

software Ability to:

- read financial data - graph - research


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H6. Reallocate operational budget to maintain production Importance: 3 Frequency: 5 Difficulty: 2

6.1 Determine over-expenditures versus forecast 6.2 Determine where productions halts would happen if left unchecked 6.3 Shift money 6.4 Reformat budget projections

Knowledge of: - accounting/reporting

software - finances - budget

Ability to: - read financial data

__ Duty __A1 A2 A3 A4 A5 A6 A7 A8

A Manage Human Resources

Assess need to hire employees

Develop job expectations

Review resumes of prospective hires

Conduct interview with prospective hires

Check references of prospective hires

Make job offer to prospective hire

Implement job training

Provide employee feedback

A9 A10 A11 A12

Conduct formal employee reviews

Implement team-building employee

activities

Mediate employee conflict

Identify individual's professional development opportunities

B1 B2 B3 B4 B5 B6 B7 B8

B Develop Strategic Plans

Develop action plans to align with company

objectives

Develop operational budget

Evaluate production tools and equipment

Evaluate products (e.g. hinges, paints,

glues)

Develop marketing strategy

Select process improvement projects

Develop vendor alliances for business

development

Develop succession plan for key positions

in organization

C1 C2 C3 C4 C5 C6 C7 C8

C Manage Production Materials

Develop production material flow systems

Determine inventory location

Negotiate production materials

specifications with vendors

Purchase new equipment

Schedule delivery of production materials

Analyze production material utilization

Plan waste management strategy

Analyze inventory turns

D1 D2 D3 D4 D5 D6 D7 D8

D Develop Customer Relations

Educate customer on company benefits (e.g. price, quality,

experience)

Solicit customer feedback (e.g.

product, service, experience)

Determine project budget

Propose sale to customer

Arrange visit to customer site

Organize customer meetings

Represent company at events

Organize job training partnerships with

community organizations

E1 E2 E3 E4 E5 E6 E7 E8

E Manage Production Plan

Determine customer delivery expectations

Develop production schedule

Determine employee schedule

Monitor production schedule

Schedule equipment maintenance

Coordinate Sub-trade Schedule

Adjust employee schedule to optimize

efficiency

Schedule finished product delivery

National Occupational Standards: DACUM Chart for Operations Manager

_____________________________________ Tasks _____________________________________

F1 F2 F3 F4 F5

F Manage Quality Standards

Develop standard operating procedures

for quality

Monitor compliance with quality

certification programs

Analyze quality measures to determine

deficiencies

Evaluate competitor products to establish quality benchmarks

Audit quality inspection of finished

product

G1 G2 G3 G4 G5 G6 G7

G Manage Safety Standards

Develop standard operating procedures

for safety

Develop emergency response procedures

Implement safety training program

Implement Joint Occupational Health

and Safety Committee

recommendations

Conduct safety meetings

Complete incident reports

Investigate workplace incidents

H1 H2 H3 H4 H5 H6

H Manage Operational Budgets Manage cash flow Analyze production

costsForecast future

revenues

Forecast future expenses (e.g.

labour, tools, facility)

Monitor actual financial results

against budget (e.g. monthly, quarterly,

year to date)

Reallocate operational budget to maintain production

national occupational standard - wood … opmanager lr_new.pdf · this managerial position entails...

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