Multi-skilling

Multiskilling noun the development of a number of skills from which workers may
earn a livelihood.
A more common definition of multiskilling is where labour organisation is structured
so that workers possess a range of skills appropriate for use on a project or within an
organisation.
A multiskilled worker is an individual who possesses or acquires a range of skills and
knowledge and applies them to work tasks that may fall outside the traditional
boundaries of his or her original training. This does not necessarily mean that a
worker obtains or possesses high-level skills in multiple technology areas. However
the worker can be an effective and productive contributor to the work output of
several traditional training disciplines.
!ome of the reasons for the introduction of multiskilling include"
to increase labour productivity
cater for the declining number of tradespeople and cater for a critical skill
shortage
create a more fle#ible labour force able to meet challenges improve project
performance and better utilise the current pool of skilled workers
to utilise labour so that workers possess a range of skills suitable for more than
one work process
develop competency within the workforce and allow full deployment of
qualifications across the industry
assign workers tasks based on their ability to perform the needed skill and not
restricted by traditional job descriptions or work boundaries.
$roblems that affect multiskilling are both basic and practical. %asic problems are
difficult to overcome and include limits on human skill retention and the difficulty of
maintaining a multiskilled workforce from a management and financial viewpoint.
$ractical impediments include the organisational requirements production
management structure resistance to change qualifications requirements and the
acceptance of multiskilling in both union and non-union work sites.
Advantages of &ultiskilling
'. (le#ibility- workers who are able to perform a large number of tasks can fill in
for other workers increasing workforce fle#ibilty
). *ommunication- knowledge of various tasks can increase the understanding of
other tasks and improve coordination
+. $ostive effects on innovation- the processes of improving design concepts are
easier because of the individuals ,multi- knowledge
.. /mployment security- a mutliskilled workforce is not as threatened if skills
become obsolete because of new technology
0. $roject efficiency- through increased level of multiskilling work can be
reorganised so that it can be performed most efficiently. &ultiskilled workers
carry projects through sometimes all the way from start to finish often taking
,project ownership-
1. *ompetitive market- cost savings are passed onto the consumer through the
decrease of labour costs due to reduction of turn around time and number of
workers involved
2. &anagement effectiveness- effects the reduction of product completion time
decreases project planning time and reduces administration costs
Restructuring
3ntroduction
As the business environment changes so must individual organisations. %usinesses
and organisations need to constantly e#amine their business practices and structures to
ensure they continually improve if they are to survive in a rapidly changing world.
&anagers are responsible for the structural changes that take place within any
business organisation. !tructural change commonly called restructuring, refers to
changes made in how the business is organised. Any restructure must be based on the
analysis of accurate data such as production statistics and financial records and fully
researched prior to commencement.
The need for restructuring
%usinesses need to restructure for many reasons. 4ver recent years the need for
changes in business structures have included"
the emergence of new technologies
the emergence of new materials
the introduction of new production techniques and processes
the development of new products and services
the necessity to reduce costs and improve profits
the need to attract investment
ensuring the business operations run smoothly
streamlining operations
empowering employees to make their own decisions
developing a teams approach
changes in workplace culture
the need for improved environmental protection
4ccupational Health 5 !afety legislation
The need to reduce waste in time and materials
/nvironmental considerations
&anaging the restructure
6esearch and careful management of the change process are essential for success in
any restructure. &anagers need to have a clear understanding of what they wish to
achieve and how they are going to achieve it prior to them starting any restructure.
This vision should be shared with all stakeholders to gain a sense of common purpose
and understanding.
The most successful restructuring process will occur when those involved in the
restructure are involved in developing the new structure and given ownership of as
much of the process as possible.
The specific processes used by managers in any restructure will vary depending upon
the aim and e#tent of the restructure. They may implement processes such as the
principles of Total 7uality &anagement the Australian 7uality *ouncil-s $8!A 9
!tep 3mprovement $rocess or :$aradigm ;ero< change.
Australian 7uality *ouncil-s $8!A 9 !tep 3mprovement $rocess
The 9-!tep $rocess is designed for minor or major changes to e#isting structures. The
process uses the following nine steps to implement successful changes to business
practices"
1. Select an opportunity for improvement-
= >hat is the opportunity for improvement we are considering? >hy was this chosen?
= >hat@s included? >hat@s e#cluded?
= >hat is the scope of the opportunity?
= >hat are we trying to achieve? >hat is our purpose for this improvement? How
does it relate to our valuesAmissionAvision?
2. Select the team-
= >ho are the key stakeholders? >ho should be involved in the improvement? 3n
what capacity? At what stageBsC in the improvement process?
= How will the improvement team operate? >hat are the roles rules and reporting
arrangements?
= How will we document progress? >ho will be responsible?
3. Study the current situation-
= >hat is the current situation? How do we know?
= >hat is the current process flow?
= >ho are we serving by making this improvement? >hat do they think? >hat do
they want?
= >hat is the vision of e#cellence in making this improvement? >hat quality
characteristics would an e#cellent outcome e#hibit?
= >hat data do we need to tell us how the current process is performing? How will we
collect it? How will we display it? >hat is our prediction?
= >hat are the data telling us?
= >hat indicators can we use to measure improvement?
4. nalyse the causes-
= >hat are the possible causes of variation and poor performance? How do we know?
= >hat additional data do we need? >hat do the data tell us?
= >hat are the actual causes of variation and poor performance?
!. "evelop a theory for improvement-
>hat are the potential actions we could take?
How will we prevent the causes of variation and poor performance?
How do other people manage this situation? >hat can we learn from them? How?
>hat is the proposed solution DAor process flow?
*an we trial our improvement actions on a small scale pilot? >here?
How does the their support our valuesAmissionAvision?
>hat is our action plan? >ho will do what where and when?
>hat do we predict will happen when we implement this plan?
>ho will we need to support our plan? How will we ensure our action plan is
supported by all who need to support it?
>hat will we monitor as we implement our plan?
>hat method will we use to communicate and promote our plan?
>hat documentation is required to support the plan? B$olicy process flowcharts
supporting documentationC
#. $mplement the improvement-
= To what e#tent are we following the plan?
= Are we capturing data as we go?
= To what e#tent is everyone involved as intended?
%. Study the results-
= >hat do the data from our trial implementation tell us?
= >hat are the results for our clients? 4ur people? 4ur organisation?
= To what e#tent did our actions lead to improvement?
= To what e#tent was our plan a success?
= >hat did we learn from implementing our plan? About the improvement? About the
improvement process? About ourselves?
= >hat needs to be done ne#t? *an we standardise on the improved process or is
more trial and analysis required?
= >hat would we do differently ne#t time?
&. Standardise the improvement-
= >hat documentation is required to capture the memory support the improvement?
$olicyE $rocess flowcharts? !upporting documents?
= >ho needs to be and how will people be mentored trained and coached to adopt the
new way?
= How do we make the trial implementation part of the way we now do things?
= How will we ensure the changes EstickE?
= How will we continue to monitor performance?
= How will we capture what we have learned?
= How will we share what we have learned? >ith whom?
'. (sta)lish future plans-
= >hat more do we need to learn?
= >hat should we be improving ne#t?
= >hen will we return to review this improvement activity?
:$aradigm ;ero<
This change management process is often used in situations where major restructuring
is needed or when dealing with the introduction of new technologies and materials.
!uch situations often require a completely new structure rather than simply a change
to an e#isting one. This process will become more common as the rate of change and
development in our society increases. The process is outlined in the following steps"
'. 8isregard all e#isting structures and solutions B:paradigm Fero<C
). !elect a team
+. !tate the team-s desired outcomes
.. 8ecide appropriate structures and processes to deliver the outcomes
0. 4nly then overlay current and appropriate organisation techniques and
structures.
4ptions when restructuring
&any options are available to managers when restructuring. 4ver recent years the
main changes in business structures have included"
!trategic Alliances - amalgamationsAjoint ventures
4utsourcing production or services
(latter organisational structures reducing middle management
Getwork !tructures coordination of subcontracted production or marketing.
Sustaina)ility
3ntroduction
!atisfying the material needs Bfood housing clothing infrastructure energy etc.C of
the world@s growing population requires the continual use of the /arth@s renewable and
non-renewable resources.
/nsuring that these resources are utilised responsibly now and into the future
requires governments industries and individuals to manage development in an
ecologically sustainable manner.
The most common definition of sustainable development and the principle used to
formulate most government policy is"
E....to meet the needs of the present without compromising the ability of future
generations to meet their own needs.E
Our Common Future, >orld *ommission of /nvironment and 8evelopment '9H2
Thus sustainability necessitates an interrelationship of the social economic and
environmental needs of a developing world.
Sustaina)le development is a pattern of resource use that aims to meet human needs
while preserving the environment so that these needs can be met not only in the
present but in the indefinite future. The term was used by the %rundtland
*ommission which coined what has become the most often-quoted definition of
sustainable development as development that Emeets the needs of the present without
compromising the ability of future generations to meet their own needs.E
I'J
The field of sustainable development can be conceptually broken into three
constituent parts" environmental sustainability economic sustainability and
sociopolitical sustainability.
Sustainable development. Development that meets the needs of the people today without
compromising the ability of future generations to meet their own needs.
"esigning
Awareness of and an understanding of the principles of design are essential when
planning the production of any project.
The design of a new product or the redesign of an e#isting product is usually a
response to a need and the analysis of this need in the conte#t of the final use of the
product.
Kood design will be a balance of many elements which may include
function * does a product effectively and efficiently carry out the task that it is
designed to carry out?
aesthetics this is what a product looks like. 3t is an emotional response based
on how appealing an individual finds the design. *omponents such as visual
appeal proportion colour te#ture help determine whether we judge an item
to be aesthetically pleasing or not. The old adage beauty is in the eye of the
beholder may be quite true when we consider the aesthetic appeal of a design.
ergonomics is concerned with the human factors that need to be considered
in a design.
safety safe use and operation are essential considerations when designing
many products. This is particularly crucial in the design of products for babies
or children or where electricity is involved. All aspects of a design need to be
assessed for risk and any potential dangers removed or at least minimised.
dura)ility how long a product lasts will depend on the quality of the
materials used to make it how well it is made and on the overall quality
control and testing carried out during manufacture.
ecology sustaining our environment by reducing waste and caring for our
resources is becoming more important to designers. &any products today are
developed using ecodesign considerations and undergo life cycle analysis to
minimise their impact on the environment and to ensure sustainable resources
for the future.
3n addition to these basic considerations there are also factors which need to be
considered which ensure the widest usability by people of the design or product.
The design of products and environments to be usable by all people to the greatest
e#tent possible without the need for adaptation or specialiFed design.
'" $rinciple 4ne" /quitable Lse
The design is useful and marketable to people with diverse abilities
+,$"(-$.(S
$rovide the same means of use for all users" identical whenever possibleM
equivalent when not.
Avoid segregating or stigmatiFing any users.
$rovisions for privacy security and safety should be equally available to all
users.
&ake the design appealing to all users
)" $rinciple Two" (le#ibility in Lse
The design accommodates a wide range of individual preferences and
abilities.
+,$"(-$.(S
$rovide choice in methods of use.
Accommodate right- or left-handed access and use.
(acilitate the user@s accuracy and precision.
$rovide adaptability to the user@s pace.
3/ $rinciple Three" simple and intuitive
Lse of the design is easy to understand regardless of the user@s
e#perience knowledge language skills or current concentration level.
+,$"(-$.(S
/liminate unnecessary comple#ity.
%e consistent with user e#pectations and intuition.
Accommodate a wide range of literacy and language skills.
Arrange information consistent with its importance.
$rovide effective prompting and feedback during and after task completion.
." $rinciple (our" $erceptible 3nformation
The design communicates necessary information effectively to the
user regardless of ambient conditions or the user@s sensory abilities.
+,$"(-$.(S
Lse different modes Bpictorial verbal tactileC for redundant presentation of
essential information.
$rovide adequate contrast between essential information and its surroundings.
&a#imiFe ElegibilityE of essential information.
8ifferentiate elements in ways that can be described Bi.e. make it easy to give
instructions or directionsC.
$rovide compatibility with a variety of techniques or devices used by people
with sensory limitations.
0" $rinciple (ive" Tolerance for /rror
The design minimiFes haFards and the adverse consequences of
accidental or unintended actions.
+,$"(-$.(S
Arrange elements to minimiFe haFards and errors" most used elements most
accessibleM haFardous elements eliminated isolated or shielded.
$rovide warnings of haFards and errors.
$rovide fail-safe features.
8iscourage unconscious action in tasks that require vigilance.
1" $rinciple !i#" Now $hysical /ffort
The design can be used efficiently and comfortably and with a
minimum of fatigue
+,$"(-$.(S
Allow user to maintain a neutral body position.
Lse reasonable operating forces.
&inimiFe repetitive actions.
&inimiFe sustained physical effort
2" $rinciple !even" !iFe and !pace for Approach and Lse
Appropriate siFe and space is provided for approach reach
manipulation and use regardless of user@s body siFe posture or
mobility.
+,$"(-$.(S
$rovide a clear line of sight to important elements for any seated or standing
user.
&ake reach to all components comfortable for any seated or standing user.
Accommodate variations in hand and grip siFe.
$rovide adequate space for the use of assistive devices or personal assistance.
Lniversal design is the design of products and environments to be usable by all
people to the greatest e#tent possible without the need for adaptation or specialiFed
design. The intent of universal design is to simplify life for everyone by making
products communications and the built environment more usable by as many people
as possible at little or no e#tra cost. Lniversal design benefits people of all ages and
abilities.
0ollution
$ollution of the environment occurs through the solid liquid and gaseous by-products
of industry.
!olid waste ends up in landfill and the costs to industry of storage transport and
disposal are quite substantial.
Niquid waste BeffluentC contaminates waterways and has ecological consequences on
wildlife and the health of the surrounding communities.
Air pollution from emissions affects the health of communities depletes the oFone
layer and reduces air quality in a region.
/nvironmental $rotection Authority
>as set up by the Kovernment to"
set regulations policies and guidelines in order to minimise pollution and its
effects
implement those policies
monitor pollution levels
prosecute organisations for breaches of environmental laws.
3ndustry needs to implement measures and work practices that minimise waste and
control pollution levels