Bloom’s Taxonomy: III, IV, V, VI
Definition
- LI. Remembering: Exhibit memory of previously learned material by recalling facts, terms, basic concepts and answers.
- LII. Understanding: Demonstrate understanding of facts and ideas by organizing, comparing, translating, interpreting, giving descriptions and stating main ideas.
- LIII. Applying: Solve problems in new situations by applying acquired knowledge, facts, techniques and rules in a different way.
- LIV. Analyzing: Examine and break information into parts by identifying motives or causes. Make inferences and find evidence to support generalizations.
- LV. Evaluating: Present and defend opinions by making judgments about information, validity of ideas, or quality of work based on a set of criteria.
- LVI. Creating: Compile information together in a different way by combining elements in a new pattern or proposing alternative solutions.
Topic Description
This topic sets out the skills and knowledge needed for management team to lead and implement strategic direction in the production environment. This ensures strategic direction is integrated into all areas of the business.
Learning Objectives
LO1. Develop the foundations for leadership in the production environment.
To lead and implement strategic direction in the production management team need foundational leadership skills and a knowledge of their own leadership potential.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Create, define, and manage their own personal leadership style.
- P2. Evaluate the ethical, business, and strategic implications of social and environmental responsibility.
- P3. Lead responsibly through values-based leadership.
- P4. Effectively engage and lead teams within, across, and external to the organization.
- P5. Partner with others to increase organizational and leadership capacity overall.
- P6. Employ leadership skills to operationalize business and strategic plans:
- a. Evaluate the root causes of poor engagement, failed collaborations, and resistance to change.
- b. Engage key stakeholders in operationalizing strategic and business plans.
- c. Build and lead teams to implement and maintain new procedures and practices.
- d. Engage employees to achieve high levels of commitment, build highly productive, results-driven business processes, and develop collaborative problem-solving approaches.
- e. Develop strategies to effectively manage change and overcome resistance to change.
- P7. Create a personal action plan to further develop their leadership capabilities.
- P8. Develop Leadership theory/Values-based leadership.
- a. Creative problem solving.
- b. Critical, analytical, and strategic thinking.
- c. Social and environmental responsibility.
- d. Leading teams.
- e. Collaboration and partnership.
- f. Change management.
- P9. Integrate quality assurance and continuous improvement processes to monitor the operation of the supply chain from purchasing to shipping.
- P10. Integrate Overall Equipment Effectiveness (OEE) practices to identify opportunities for improvement in the manufacturing operation.
- P11. Integrate Lean Six Sigma and Total Preventative Maintenance (TPM) processes to support continuous improvement in the manufacturing operation.
LO2. Design a strategic plan for production.
One of the responsibilities of management team is to develop SMART goals and strategic objectives to frame and direct production operations.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Analyze the company vision, mission, values, guiding principles, and overall strategy.
- P2. Develop strategic goals and objectives aligned to the organization wide strategy and missions and based on analysis above.
- P3. Conduct stakeholder analysis, including internal stakeholder (employees, union, management, QHSE, sales and marketing and other departments) and external stakeholder (suppliers, competitors, customers, etc.) to understand their needs and impacts on production operations.
- P4. Analyze legal and regulatory factors involved in running production activities.
- P5. Conduct a SWOT analysis or other environment scanning methods to understand the strengths, weaknesses, opportunities, and threats related to production operations.
- P6. Evaluate technologies to use as production enablers.
- P7. Conduct analysis of internal capabilities through assessment of resources (facilities, equipment, and other infrastructure), skills and competences, process capabilities and operational risks.
- P8. Develop production plans to meet strategic objectives and contingency plans to mitigate operational risks. Planning tools such as activity network diagrams, Gantt charts, process decision program charts could be used.
- P9. Align the strategic production plan with the company’s sustainability goals and policies.
- P10. Create internal and external communication plans for the dissemination of the strategic production plans.
LO3. Align production with the company’s wide strategic direction.
To integrate strategic direction in the production management team, need the foundational skills and knowledge to implement production plans and schedules that align with the business’s drivers and deliver the right product mix.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Evaluate strategic and business plans.
- P2. Assess external and internal factors that impact strategic direction.
- P3. Establish business drivers to improve operating and business performance in small and large departments.
- P4. Build production strategies that align with business drivers and promote the business’s strategic and business plans.
- P5. Evaluate the company’s product mix to determine individual contributions to strategic and business direction.
- P6. Develop production plans and schedules that optimize resource use and deliver on strategic and business goals.
- a. Strategic planning.
- b. Business planning.
- c. Drivers of business performance.
- d. Product mix analysis.
- e. Production plans and schedules.
LO4. Deploy the production strategic plans.
Deployment involves converting strategic objectives into action plans.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Develop a tactical plan matrix to see whether the tactical plans are properly linked to the strategic objectives.
- P2. Ensure the production plans are clear and specific, measurable, and quantifiable, and bound by time parameters.
- P3. Ensure the plans fit allocated budget.
- P4. Create and organise the work structure by bringing together the resources (people, capital, equipment, etc.) in the most effective way to accomplish goals and objectives.
- P5. Elaborate the action plans containing these details:
- a. key tasks and activities,
- b. sequences of the tasks,
- c. required resources (equipment, people, financial, material, technology, etc…),
- d. target dates for completion of action steps and major milestones to be met,
- e. reporting formats,
- f. scheduled progress reviews,
- g. deliverables (criteria and measures),
- h. contingency plans and alternatives.
- P6. Test the contingency plans through scenario planning, simulations, what if, and other validation methods (such as futuring methods).
- P7. Communicate the plans and ensure stakeholder understand and comply with the plans.
LO5. Design monitoring and continuous improvement control plans
Once the strategic plans have been implemented the logical next step is to ensure the effectiveness of actions and execution of the plans.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Breakdown the plans to monthly, weekly and daily schedules for better monitoring.
- P2. Track and measure results against strategic goals and objectives. Adjust when necessary.
- P3. Evaluate the team performance and design required training to close the skill gap.
- P4. Use change management strategies to overcome organizational roadblocks and remove administrative barriers and other constraints to success.
- P5. Develop and implement coaching, mentorship, motivation techniques, negotiation techniques, conflicts management techniques, situational leadership, or other leadership techniques to have all stakeholders working in the same direction to meet production SMART goals.
- P6. Apply team building techniques and empowerment techniques to get employee involved and delighted.
- P7. Lead through the Emotional Intelligence framework, direct, or champion by instilling enthusiasm in employees and motivate their performance by communicating with them and maintaining good interpersonal relations.
- P8. Apply reward and recognition incentives following the company policies.
- P9. Review quality assurance, sustainability, and continuous improvement opportunities through techniques such as KPI tracking, Standardize Do Check Act (SDCA), Plan Do Check Act (PDCA), Lean Six Sigma, Total Quality Management (TQM), Overall Equipment Effectiveness (OEE), Total Productive Maintenance (TPM), Employee Engagement Strategies (EES), Change Management, Balanced Scorecards, etc.
Links to existing courses
Approved Accredited Training Programs (Academic, Industries, Private Trainer)
NA
Recognition of worker skills = Certification
NA
Evaluation technics / assessment
- Quizzes
- Written tests
- Multiple choice questions
