This apprenticeship is in the process of being revised or adjusted. In the meantime, the version below remains approved for delivery. Further details of this and other apprenticeships being revised or adjusted are available in the revisions and adjustments status report.
Directing production activities and operations.
Process Leaders are found in organisations with high volume manufacturing or advanced manufacturing processes in which large volumes of products are made in assembly, moulding, metal processing, chemical processing, pharmaceutical, textiles, food and drink, or similar processes.
They are also found in organisations with engineering operations or low volume manufacturing processes in which lower volumes of products are made in a bespoke or workshop type environment. The core knowledge, skills and behaviours of this apprenticeship will be developed and demonstrated in a specific manufacturing context and are broadly transferable to other manufacturing sectors.
The broad purpose of this occupation is to undertake and direct production activities and operations and deliver against core production Key Performance Indicators (KPIs). Process Leaders effectively lead and manage large teams as well as providing technical/specialist input and direction to their own team and to others. Process Leader are responsible for determining and managing budgets and resources. They use core production KPIs as the basis of the continuous improvement cycle and undertake and manage quality resolutions. Process leaders manage health, safety and environment within their area of responsibility, ensuring staff are compliant with all requirements and driving improvements and use project management tools to plan, organise and manage resources, monitor progress, identify risks and mitigation. They develop, build and motivate team members as well as manage performance and industrial relations. As well as providing clear direction and leadership to their own team and others, Process Leaders build and maintain strong relationships across different disciplines, to ensure that the activities of functions such as HR, Purchasing, Planning, Finance focus on core production KPIs. Effective communication is a core responsibility of the Process Leader role, whether this be communication corporate vision and strategy or using data and information to create compelling presentations and drive management decisions
In their daily work, an employee in this occupation interacts with:
Process Leaders act autonomously as part of a wider production team and are responsible for the delivery of core production KPIs, people, budgets, equipment, materials, supplies, health, safety, environment and risk.
| Duty | Criteria for measuring performance | KSBs |
|---|---|---|
|
Duty 1 Work autonomously as part of a wider production team to undertake and direct production activities, plant operations, maintenance and performance against KPIs. Provide technical/specialist input and direction to own team and to others |
Follow organisational procedures Work effectively across teams Accuracy Quality |
|
|
Duty 2 Manage resources effectively to ensure the efficient running of their department in line with organisational procedures and budgets |
Use of data and information Accuracy Planned approach |
|
|
Duty 3 Use KPIs as the basis of the continuous improvement cycle for quality, cost and volume, using lean, operational excellence and production improvement techniques |
Accuracy Analytical approach |
|
|
Duty 4 Undertake and manage quality resolutions as well as volume problem resolution |
Accuracy Speed Analytical approach |
|
|
Duty 5 Manage health, safety and environment within their area of responsibility, ensuring staff are compliant with all requirements and driving improvements |
Follows organisational procedures for health, safety, environment and risk Applies health, safety, environment, and risk guidance Accuracy |
|
|
Duty 6 Use project management tools to plan, organise and manage resources, monitor progress, identify risks and mitigation |
Following organisational procedures | |
|
Duty 7 Develop, build and motivate team members as manage performance and industrial relations to achieve production, quality and cost targets |
Fairness | |
|
Duty 8 Provide clear direction and leadership to own team and others, giving open and honest feedback |
Demonstration of fairness | |
|
Duty 9 Build and maintain strong relationships across different disciplines, to ensure that the activities of functions such as HR, Purchasing, Planning, Finance focus on core production KPIs |
Work effectively across teams Follow relevant legislation Follow relevant organisational policies |
|
|
Duty 10 Lead the communication of corporate vision and strategy to own team. Use data/information to create compelling presentations and drive management decisions |
Accurate analysis of data and information |
K1: Principles of production/manufacturing techniques including: material handling systems, maintenance, production planning/scheduling, ergonomics, work place study, plant organisation, decommissioning, Statistical Process Control, process types such as flow and batch, product/raw material principles
Back to Duty
K2: How to identify and procure sufficient, suitable resources (e.g. finance, staff, equipment, supplies) including use of management tools such as the Internet of Things (IoT) and Industry 4.0
Back to Duty
K3: Budgeting, forecasting and control of direct and indirect costs, fixed and variable costs including actual, accrued and committed costs
Back to Duty
K4: Lean operational and quality improvement practices such as workplace organisation, visual management, waste reduction and shop floor problem solving
Back to Duty
K5: Delivery of quality management and assurance systems
Back to Duty
K6: Problem definition: Cost of Poor Quality, problem analysis models such as Is/Is Not
Back to Duty
K7: Safe and professional working practices including health, safety, environment and legislative requirements relevant to the sector, the organisation and own role
Back to Duty
K8: Production procedures and regulations to meet legislative/organisational requirements
Back to Duty
K9: Planning and project management principles, problem solving, relationship building and leading through KPIs
Back to Duty
K10: Employment law, employee rights and responsibilities, organisation staff management policies/procedures for e.g. recruitment, performance, development, discipline, grievance, equality/diversity, industrial relations
Back to Duty
K11: Theories of performance management and their use and organisations tools and policies for managing teams
Back to Duty
K12: The theory of managing, motivating and developing people
Back to Duty
K13: The purpose of organisational vision and goals and how these apply to teams
Back to Duty
K14: Awareness of the differing strengths team members have and how these can be effectively applied in the workplace
Back to Duty
K15: Approaches to colleague, stakeholder/ supplier relationship management including collaboration, negotiation, influencing, managing conflict, and networking
Back to Duty
K16: How to communicate and cascade information effectively at all levels and to a diverse audience
Back to Duty
K17: How to identify the information required for decision making, how it should be gathered and reported
Back to Duty
K18: How to develop and present a case to management when requesting change including single page reporting
Back to Duty
S1: Undertake and direct production activities and operations
Back to Duty
S2: Propose, undertake, manage and coordinate changes to the product, production operations, processes and equipment, to improve productivity, efficiency and quality
Back to Duty
S3: Solve problems - predict and prevent failures through the analysis of data and information
Back to Duty
S4: Manage resources effectively to ensure their availability and the efficient running of department in line with organisational procedures
Back to Duty
S5: Deliver cost achievements against budget targets
Back to Duty
S6: Plan resources to support variations in production schedules
Back to Duty
S7: Use KPIs as the basis of the continuous improvement cycle for quality, cost and volume achievement using lean operational and product improvement techniques
Back to Duty
S8: Undertake and manage quality resolutions as well as volume problem resolution
Back to Duty
S9: Manage health, safety and the environment within area of responsibility, ensuring staff are compliant with all requirements and driving improvements
Back to Duty
S10: Conduct workplace risk assessments, manage near-miss or similar processes, conduct investigations as necessary
Back to Duty
S11: Use project management tools to plan, organise and manage resources, to monitor progress, identify risks and mitigation
Back to Duty
S12: Recruit the right people into the right job
Back to Duty
S13: Develop, build and motivate teams by identifying strengths and enabling training and development within the workplace
Back to Duty
S14: Recognise excellence, effectively manage performance, discipline, attendance, grievance
Back to Duty
S15: Manage industrial relations and equality and diversity
Back to Duty
S16: Support development through coaching and mentoring
Back to Duty
S17: Leading and communicating the management of change
Back to Duty
S18: Provide clear direction and leadership, giving open and honest feedback. Apply and adapt own leadership style to different production situations and people
Back to Duty
S19: Delegate and enable delivery though others
Back to Duty
S20: Build and maintain strong relationships across different disciplines. Negotiate and influence. Manages conflict
Back to Duty
S21: Identify and share good practice, work collaboratively
Back to Duty
S22: Utilise specialist advice and support to deliver plans
Back to Duty
S23: Communicate effectively (verbal, non-verbal, written, digital) in manner relevant to the target audience
Back to Duty
S24: Chair meetings and present (formally and informally) using a range of media. Listen actively, challenge, give feedback
Back to Duty
S25: Analyse data/information to compellingly and succinctly present information to drive management decisions
Back to Duty
B1: ecision Making: Makes decisions based on personal initiative, technical knowledge, analysis and understanding of the different interests of stakeholders. Accepts responsibility for decisions and recognises limit to own authority
Back to Duty
B2: Agile: Flexible and adaptable to the needs of the organisation. Is creative, innovative and enterprising when seeking solutions to business needs. Positive and open to new ways of working, responds well to feedback and change
Back to Duty
B3: Inclusive: Open, approachable, authentic, and able to build trust with others. Promotes a respectful culture embracing diversity and inclusion. Seeks and provides feedback to manage continuous development of self, team and processes
Back to Duty
B4: Responsibility, Accountability and Resilience: Drive to achieve in all aspects of work. Demonstrates resilience and accountability. Determination when managing difficult situations. Seeks new opportunities
Back to Duty
B5: Professionalism: Sets an example, and is fair, consistent and impartial. Open and honest. Operates within organisational values. Promote and instil the values of the organisation to all colleagues
Back to Duty
B6: Problem solver: Identifies issues quickly, enjoys solving complex problems and applies appropriate solutions. Has a strong desire to push to ensure the root cause of any problem is found and solutions identified which prevent recurrence
Back to Duty
This standard aligns with the following professional recognition:
4
24
| Version | Change detail | Earliest start date | Latest start date |
|---|---|---|---|
| 1.0 | Approved for delivery | 04/03/2019 | Not set |
Crown copyright © 2024. You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. Visit www.nationalarchives.gov.uk/doc/open-government-licence