STEPS FOR CONDUCTING COMPETENCY MAPPING

I. Competency Identification
. Competency Assessment
The steps involved in competency identification include the following:
i. Identifying departments for competency profiling:
Here the researcher had to decide and select the departments within the organization which
should be included in the study.
ii. Identifying the hierarchy within the organization and selection of levels:
Study the organization hierarchy across each of the selected departments
iii. Obtain the job descriptions:
For some of the job positions the researcher obtained job descriptions and in case where they
were not available a detailed interview was conducted to derive job description with the
concerned department heads and the HR manager.
iv. Preparation of list of skills:
From the interview with the department head the researcher was able to identify several skill sets
required for each job.
v. Validate identified competencies with superiors or with the heads of concerned department
Required competency that is ideal for each role was obtained and confirmed from respective
head of departments. Missing competencies were located.
II. Competency Assessment
Through the process of Competency Assessment competency deficiency of employees can be
measured against the required competencies in relation to expected performance. Self and
Superior assessment tool is used for competency assessment. Here the assessment is done by
individual himself and /or superior. Once the gaps are found in the performance training can be
given to employees to fill the gap; it can be used for performance appraisal.
The competencies are mapped according to a legend prepared after discussion with the mentors
which is given in the appendix. According to that legend the skills are segregated and averaged
out to give a competency rating. Then the competency rating is compared according to the scale.

COMPETENCY MAPPING FOR OPERATORS

I. Competency Identification
. Competency Assessment
The steps involved in competency identification include the following:
i.

Identifying departments for competency profiling:

160 Operators which are coming under production department of the organization are
identified and mapped.

ii.

Identifying the hierarchy within the organization and selection of levels:

In production department 5 biscuit production lines are under operation which are Main line,
V60, Combiline/Farmlite, New Module and FG line. The operators are reporting to their
immediate shift incharges or supervisors.

iii.

Obtain the job descriptions:

Using standandardized work chart methodology, Job Descriptions were prepared in
consultation with the employees, supervisors, shift-incharges and the managers.

iv.

Preparation of list of skills:

The necessary skills were identified from standard work chart and station wise JD, which
comes under 3 legends like Functional level, Awareness&Knowledge level and Attitude
level.

v.

Validate identified competencies with superiors or with the heads of concerned

department
The identified competencies were checked with Shift-incharges and managers. The missing
ones were added.

II. Competency Assessment

Through the process of Competency Assessment competency deficiency of operators are
measured against the required competencies in relation to expected performance.
For identifying Technical level competencies, Supervisors and Immediate Shift-Incharges ratings
are taken. For identifying Awareness and Knowledge level competencies, questionnaires
prepareded in the areas of SOP, Quality, Problem solving, Safety, GHP/GMP and 5S were
distributed and the results are evaluated.

For identifying Attitude level competencies, Absenteeism score, disciplinary score and
Suggestion scores are taken.

JOB DESCRIPTION OPERATOR

A production operator is responsible for setting up, operating and maintaining various machines
to ensure the interminable and efficient running of production. A production operator must
adhere to safety guidelines and ensure that final products meet high-quality standards.

Exceptional mechanical aptitude aimed at controlling and operating complex

machinery
Dexterity to perform repetitive work activities and movements
Well-versed in reading and interpreting blueprints with a view to understand machine
schematics and models
Able to plan, organize and schedule machine operations in sync with production
agendas
Able to monitor and assess performance of machinery, identify alternative solutions
to operation problems
Track record of prioritizing work activities in accordance to scheduled operating
precedence
Report to supervisors regularly, keeping them updated on production activities and
progress.

QUALIFICATION

Machine operators can gain skills through vocational schools & technical institutions or
apprenticeships. Typically, it takes 3-4 years of combined education and on-the-job training to
become fully trained.
Minimum qualification ITI

1) JOB SKILLS FUNCTIONAL LEVEL

Technical Skills: Operators need to operate according to complex instructions regarding

machines & its operations, and make sure items are designed and built correctly.

Analytical Skills: Operators need to read and understand blueprints, schematics, models
and other specifications.

Problem Solving Skills: Operators will need to know why machines are not at peak
performance, how to increase output and how to fix errors.

Communication & Team Building skills: Operators need effective communicative skills
to work as a team.

Dexterity & Stamina: Operators often work long hours doing repetitive movements.
2) JOB SKILLS AWARENESS & KNOWLEDGE LEVEL

SOP (Product knowledge, Equipment knowledge, Enablers & Checklists, Plant

performance)
Quality
Problem solving
5S, GHP & GMP
Safety (EHS)

3) JOB SKILLS ATTITUDE LEVEL

Absenteeism
Suggestion/Kaizen
Disciplinary actions
PARTIAL INVOLVEMENT WAY FORWARD

QC involvement

MULTI-SKILLING

EXPLANATIONS

Technical Skills: Operators need to operate according to complex instructions regarding

machines & its operations, and make sure items are designed and built correctly.
How good is he in operating machines and other operations according to the instructions
given by you?

Analytical Skills: Operators need to read and understand blueprints, schematics, models
and other specifications.
How good is he in reading, understanding and recording values and other diagrams?

Problem Solving Skills: Operators will need to know why machines are not at peak
performance, how to increase output and how to fix errors.
How good is he in troubleshooting when come up with a machine or operation problem?

Communication & Team Building skills: Operators need effective communicative skills
to work as a team.
How good is he in talking and building relationship with whom he is working?

Dexterity & Stamina: Operators often work long hours doing repetitive movements.
How much efficient and cooperative he is in working long hours?
SOP
Knows about the Standard of Operation for all variants and the Work in Process.
Understanding of where his operation fits in the big picture and how he is contributing!

Plant performance
Knows company name & knows it is a contracting manufacturing unit of ITC
Knows about Sunfeast product line and its mission of Good Biscuits, Good Life
Knows about its vision to become a premium biscuit manufacturer in India
Knows how the plant is performing?
Knows about other lines and other varieties of biscuits.
Knowledge about various process and equipments used in the entire unit.

Product knowledge
How good he knows about the product?
Knows about the raw materials used to make it?
Knows about the process it is going through (mixing, baking, forming, packing)?
Can able to detect defective/scrap biscuits?

Equipment knowledge
How good he knows the machine and its operations he is working with?
Knows various units, readings and diagrams

Enablers & Checklists

How good he knows about the tools used and the checklists followed for smooth functioning
of the operations.
MULTI-SKILLING

Name the various machines he operated till now.

How good is he in operating all machines?
Interested in working in other machines?
Yes/No
Name it and why he wants to operate that machine?
Name the various lines he operated till now?
How good is he in working in other lines?
Interested in working in other lines?
Yes/No
Name it and why he want to work in other lines?

MULTI-SKILLING
Ability to operate and/ or maintain both general and special machines.
Inadequate desire for learning new skills- working on new machines.
Ability to perform operations requiring multi-skills

SKILL GAP EXPLANATION

Functional Level: Workmen/ Operator No. Skills Required No. Skill Gaps
Inability to understand and follow shop floor functions and working of

systems.
Tendency to consider only the current activity performed, no

understanding of where it fits into the big picture

Inability to carry out basic troubleshooting of machines in case of

breakdown.
Insufficient ability to communicate the problems face during daily routine
Inability to highlight aberrations in daily production process.

Knowledge and Awareness Level: Workmen/ Operator No. Skills Required No. Skill
Gaps .
o Inadequate trade knowledge and its poor application.
o Inability to adhere to standard operating procedures (SOP) for all
o

variants/versions on a single platform/across platforms.

Inability to understand drawings, knowledge of usage of instruments,

measurement techniques and maintaining tolerances.

Inability to minimize wastage of raw materials and consumables,

maximize production and understand the impact on cost, quality and

time
Inability to understand and conform to basic shop floor safety practices,

such as wearing gloves, dangers of interfering with machine/equipment

Knowledge of principles of manufacturing, managing safety at work,

Kaizen, Overall Equipment Efficiency (OEE)

Knowledge of assembly line operations, quality management techniques,
fabrication techniques, welding techniques, cutting, machining etc.

Attitude Level: Workmen/ Operator No. Skills Required No. Skill Gaps .
Insufficient understanding of discipline, industrial rules and work related
procedures. Absenteeism is a concern in this cadre.
Inability to follow instruction from supervisors, departmental heads and
maintaining discipline, punctuality.

 Not interested in giving productive suggestions that can improve the

production process and to achieve an overall plant level efficiency.