OS Textile Technology and Production MGT L5

Federal Democratic Republic of Ethiopia
OCCUPATIONAL STANDARD
TEXTILE TECHNOLOGY AND PRODUCTION MANAGEMENT

NTQF Level V
Ministry of Education May 2011
Introduction
Ethiopia has embarked on a process of reforming its TVET-System. Within the policies and strategies of the Ethiopian Government, technology transformation by using international standards and international best practices as the basis, and, adopting, adapting and verifying them in the Ethiopian context is a pivotal element. TVET is given an important role with regard to technology transfer. The new paradigm in the outcome-based TVET system is the orientation at the current and anticipated future demand of the economy and the labor market. The Ethiopia Occupational Standard (EOS) is the core element of the Ethiopian National TVET-Strategy and an important factor within the context of the National TVET-Qualification Framework (NTQF). They are national Ethiopian standards, which define the occupational requirements and expected outcome related to a specific occupation without taking TVET delivery into account. This document details the mandatory format, sequencing, wording and layout for the Ethiopia Occupational Standard which comprised of Units of Competence. A Unit of Competence describes a distinct work activity. standard format that comprises: Occupational title and NTQF level Unit title Unit code Unit descriptor Elements and Performance criteria Variables and Range statement Evidence guide It is documented in a
Together all the parts of a Unit of Competence guide the assessor in determining whether the candidate is competent. The ensuing sections of this EOS document comprise a description of the occupation with all the key components of a Unit of Competence: chart with an overview of all Units of Competence for the respective level including the Unit Codes and the Unit Titles contents of each Unit of Competence (competence standard) occupational map providing the technical and vocational education and training (TVET) providers with information and important requirements to consider when designing training programs for this standards and for the individual, a career path
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Ministry of Education Copyright
Textile Technology and Production Management Ethiopia Occupational Standard
Version 1 May 2011
UNIT OF COMPETENCE CHART Occupational Standard: Textile Technology and Production Management Occupational Code: TXT TPM NTQF Level V
TXT TPM5 01 0511 TXT TPM5 02 0511 TXT TPM5 03 0511
Develop Manufacturing Related Business Plan

TXT TPM5 04 0511
Develop and Manage Competitive Manufacturing Processes

TXT TPM5 05 0511
Plan and Implement Production
TXT TPM5 06 0511
Manage Production Processes
Facilitate Continuous Improvement in Manufacturing
Install and Commission Process and Machine Control Programs

TXT TPM5 09 0511
TXT TPM5 07 0511
TXT TPM5 08 0511
Manage Maintenance Analysis
Manage Environment Impact of Process
Manage Value Chain
TXT TPM5 10 0511
TXT TPM5 11 0511
TXT TPM5 12 0511
Develop and Implement Sales/ Marketing Plan
Manage Quality Systems and Procedures
Develop Communication Strategy to Support Production
TXT TPM5 13 0511
TXT TPM5 14 0511
TXT TPM5 15 0511
Practice Career Professionalism
Establish and Conduct Business Relationships
Facilitate and Capitalize on Change and Innovations
TXT TPM5 16 0511
Manage Project Quality
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Occupational Standard: Textile Technology and Production Management Level V Unit Title Unit Code Unit Descriptor Develop Manufacturing Related Business Plan TXT TPM5 01 0511 This unit covers the knowledge and skills needed to develop business plans in a competitive manufacturing environment.
Elements 1. Determine purpose of plan
Performance Criteria 1.1 Purpose/reason for developing the plan and expected outcomes are confirmed with appropriate documents and all relevant stakeholders 1.2 Expected outcomes from plan are checked with overall strategic plan for organization 1.3 Potential areas for conflict between proposed plan and strategic directions are identified 1.4 Negotiation with relevant stakeholders is performed to resolve issues
2. Determine objectives and strategies
2.1 Objectives of the business plan are drafted and strategies to achieve them identified 2.2 Implications for value chain are determined 2.3 Capital or workplace layout/organization implications for objectives and strategies are determined
3. Develop plan to meet objectives and strategies
3.1 Negotiation with relevant stakeholders over implications for objectives and strategies are performed in accordance with organization policies and procedures 3.2 In liaison with relevant stakeholders, plan is developed to meet objectives 3.3 Key Performance Indicators (KPIs) of the plan are determined and ensured appropriateness to the purpose of the plan 3.4 Plan is mapped and adjusted to optimize or change value chain 3.5 Plan is validated with relevant stakeholders
4. Monitor implementation of the plan
4.1 Plan is disseminated/deployed for implementation 4.2 Key progress points are checked against key stages of the plan and noted any discrepancies 4.3 Appropriate actions are undertaken to ensure correct implementation of the plan
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Variable Occupational Health and Safety
Range Safe working practices include compliance on accepted policies, standard, strategies legislative and enterprise requirements. Recognize hazards commonly occurring at the workplace and follow health and safety instructions and procedures in the workplace. Stationary, Internet, related books and related materials and Technical manuals May include: Any sort of business plan and may emphasize any of the areas for sub plans over the others. May include: Quality Occupational health and safety (OHS) Environment Competitive manufacturing practices Human, physical, financial and environmental/resource May include: Human and industrial relations Material/component and resources Sustainable environmental practices Sales and marketing Financial May include: Other team members Other workers Management Technical specialists Other members of the value chain.
Tools and equipment Plan
Objectives
Objectives and Strategies
Relevant stakeholders
Evidence Guide Critical Aspects of Competence Critical evidence of knowledge and skills include: Determine purpose of plan Develop objectives and strategies Develop plans to meet objectives and strategies Monitor the implementation of the plan Demonstrate a knowledge of: organizing strategic plans and directions Planning methods and types of plans Contingency planning and other risk mitigating planning tools The organizations value chain
Textile Technology and Production Management Ethiopia Occupational Standard Version 1 May 2011
Underpinning Knowledge and Attitudes
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Analysis of value chain Competitive manufacturing practices Application of quality principles Human resources and Industrial Relations OHS Underpinning Skills Demonstrate the skill on: Literacy skills to enable interpretation of business information, Communication skills relevant to business performance Numeracy skills for data analysis Ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities Resource The following resources must be provided. Implications Workplace or fully equipped assessment location with necessary tools and equipment as well as consumable materials Method of Competence may be assessed through: Assessment Interview / Written Test Observation/Demonstration with Oral Questioning Context of Competence may be assessed in the work place or in a Assessment simulated workplace setting.
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Occupational Standard: Textile Technology and Production Management Level V
Unit Title Unit Code Unit Descriptor
Develop and Manage Competitive Manufacturing Processes TXT TPM5 02 0511 This unit covers the knowledge, attitudes and skills required to prepare for, and manage the introduction of, a competitive manufacturing process in a jobbing/batching/contracting manufacturing environment.
Elements
Performance Criteria
1. Analyze existing 1.1 Enterprise capability for products and processes is manufacturing determined process 1.2 Major processing steps in meeting customer orders are identified 1.3 Employees, managers and other major stakeholders are consulted on major expected benefits from a move to a competitive manufacturing strategy 1.4 Lead times, throughput times and waiting times throughout the process of meeting customer orders are identified 1.5 Variations within the process and its causes are identified 2. Draft virtual flow process 2.1 Flow of information, material, and people for each product family are mapped 2.2 Current state value stream map for the process as a virtual flow process are drawn 2.3 Current value stream map for waste is analyzed 2.4 Possible future state value stream map(s) are drafted 2.5 Benefits flowing from future state map(s) are calculated and validated with stakeholders 3. Prepare proposals for process redesign 3.1 Options for the delivery of changes required to move to future state value stream map(s) are identified 3.2 As to how changes be implemented including resource, industrial relations, workforce development and occupational health and safety considerations and implications are planned 3.3 Proposed changes are cost and benefit cost ratios determined 3.4 Recommendations for change are prepared and negotiated/consulted with relevant stakeholders to establish
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the preferred option. 4. Implement the plan 4.1 Altered process layout is arrange as required 4.2 Altered infrastructure needs are arrange as required 4.3 Implementation of the plan is monitored and adjustments made as required 4.4 New value stream is reviewed and checked that expected benefits have been obtained 4.5 Continuous improvement mechanism for the new value stream is put in place.
Variable Occupational Health & safety
Range Safe working practices include compliance on accepted policies, standard, strategies legislative and enterprise requirements. Recognize hazards commonly occurring at the workplace and follow health and safety instructions and procedures in the workplace. Internet, related books and related materials Technical manuals May include one or more of the following: Six sigma Lean Manufacturing Agile Manufacturing Just in Time (JIT) Supply chain management Value Chain Management Total Quality Pro Active maintenance Elimination of waste Balanced Scorecard Deviations from desired targets and may cover variations in: quality time cost OHS Activity which does not contribute to customer benefit or features in the product categorize as waste include: excess production and early production delays and unnecessary movement and transport poor process design inappropriate inventory
Ministry of Education Copyright Textile Technology and Production Management Ethiopia Occupational Standard Version 1 May 2011
Tools and equipment Competitive manufacturing strategy
Variations
Waste
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Stakeholders
Infrastructure needs
inefficient performance of a process making defective items Waste for this unit may include activities which do not yield any benefit to the organization or to the organizations customers. May include: managers supervisors employees shareholders OHS mechanisms/representatives IR mechanisms/representatives suppliers customers service providers May include: physical infrastructure, including plant, equipment, tools, systems and processes information and control infrastructure work organization including numbers of employees work structure and skills and knowledge held by employees workforce development and, where required, training
Evidence Guide Critical Aspects of Assessment requires evidence that the candidate: Competence Analyze the existing manufacturing process. Draft a virtual flow process Implement the plan. Prepare proposals for process redesign Underpinning Demonstrate a knowledge of: Knowledge and the customers and the benefits they derive from the products Attitudes the suppliers and their capabilities product waste relevant tools for their job and how to apply them Factors impacting on the product, process and waste, particularly those wholly or partially under their control (and how to control them). Underpinning Demonstrate the Skills on: Skills analysis communication planning teamwork Problem solving.
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Resource Implication Method of Assessment Context of Assessment
The following resources must be provided. Workplace or fully equipped assessment area with necessary tools and equipment as well as consumable materials Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Competence may be assessed in the work place or in a simulated work place setting
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Plan and Implement Production TXT TPM5 03 0511 This unit covers the knowledge, skills and attitudes required to plan and implement production within a textiles. Performance Criteria 1.1 1.2 1.3 Projected quantity and quality requirements, standard times and production capacities are identified Production process and material handling options are identified Resources required for the project or production order are established Work is prioritized taking into account production demands, customer requests and requirements and efficiency standards of the workplace Steps required for the process are identified ensuring most efficient use of resources Documentation is prepared in accordance with workplace practices Implement selected solutions Work team is selected and organized in accordance with workplace practices Facility, equipment and material and resources required for the production process are identified and organized in accordance with the production schedule and OHS practices Work flow is monitored to ensure production schedule is maintained Methods are implemented to ensure that work is directed to each work area or location as required, and potential congestion areas are identified Troubleshooting occurs on a regular basis in response to breakdowns, absenteeism and other factors Systematic implementation of variations to the production plan are coordinated to ensure production meets the schedule and specifications Work is re-allocated in accordance with production priorities,
Elements 1. Determine production requirements
2. Prioritize and sequence production
2.1
2.2 2.3 2.4 3. Organize team and resources 3.1 3.2
4. Implement and 4.1 monitor work flow 4.2
4.3 5. Implement variations to production plan 5.1
5.2
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where required 5.3 5.4 6. Maintain records 6.1 6.2 6.3 Inefficiencies are identified and dealt with in accordance with workplace production practices Team or individual responsibilities are defined and communicated Records are maintained and updated Reports are prepared, where necessary, in accordance with workplace procedures Necessary documentation is accomplished in accordance with standard procedures
Variable Production planning
Range May relate to: establishing an overall plan for manufacture/product delivery repetitive production runs short runs quick changes a diversity of styles indent orders stock services replenishment May include: just in time quick response quality circles team processes benchmarking May include: plant layout and machine involvement and personnel required for particular operations OHS practices must include hazard identification and control, risk assessment and implementation of risk reduction measures specific to the tasks described by this unit, and may include: manual handling techniques standard operating procedures personal protective equipment safe materials handling taking of rest breaks ergonomic arrangement of workplaces following marked walkways safe storage of equipment housekeeping
Production process
Product schedule
OHS practices
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reporting accidents and incidents other OHS practices relevant to the job and enterprise
Evidence Guide Critical Aspects of Assessment requires evidence that the candidate: Competence established production requirements prioritized work selected and organize work team ensured efficiency of production schedule dealt with inefficiencies applied OHS practices in production operations maintained accurate records Underpinning Demonstrates knowledge of: Knowledge and work organization systems and workplace organization Attitudes features production planning processes, such as material supply etc. safety and environmental aspects of relevant workplace activities OHS practices, including hazard identification and control measures quality practices workplace practices recording and reporting practices Underpinning Demonstrates skills to: Skills interpret and use data from a range of sources sequence production monitor workflow organize resources respond to breakdowns, absenteeism, etc. coordinate variations to production plan document and transfer information read, interpret and follow information on work specifications, , standard operating procedures and work instructions and other reference material maintain accurate records communicate within the workplace sequence operations meet specifications clarify and check task-related information carry out work according to OHS practices Resource Access is required to real or appropriately simulated situations, Implications including work areas, materials and equipment, and to information on workplace practices and OHS practices.
Method of Assessment Context of Assessment
Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Competence may be assessed in the work place or in a simulated work place setting
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Manage Production Processes TXT TPM5 04 0511 This unit covers the skills, attitudes and knowledge required to manage the technical processes in the preparation of resource, monitoring production stages and measuring specified process parameters. Performance Criteria 1.1 Technical process requirements are interpreted in terms of resources and procedures 1.2 Schedules and technical resources are confirmed with relevant personnel 1.3 Process and occupational health and safety requirements are clarified, where necessary
Elements 1. Coordinate resource use
2. Manage the process
2.1 Roles and responsibilities are allocated as required 2.2 Technical process is monitored and guidance provided where required 2.3 Process parameters are monitored to ensure conformance to requirements 2.4 Safety associated with the process including chemical handling is monitored
3. Facilitate process problem resolution
3.1 Methods to solve process problems are identified through facilitation of meetings or discussions 3.2 Knowledge of process improvement and technical systems are used to assist in the systematic identification and resolution of process problems 3.3 Preferred option to resolve the problem is recommended and documented 3.4 Implementation of the recommended problem resolution option is facilitated
4. Monitor process improvements and variations
4.1 Improvements and variations to process are monitored to ensure outcome meets specifications, production schedule and workplace requirements 4.2 Data is collated and analyzed to evaluate the effectiveness of process improvements or variations
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Variable Occupational Health and Safety (OHS) requirements
Range OHS practices must include hazard identification and control, risk assessment and implementation of risk reduction measures specific to the tasks described by this unit, and may include: manual handling techniques standard operating procedures personal protective equipment safe materials handling taking of rest breaks ergonomic arrangement of workplaces following marked walkways safe storage of equipment housekeeping reporting accidents and incidents other OHS practices relevant to the job and enterprise Process parameters may Include: speed RH% Efficiency machine utilization production production capacity of machines temperature pressure chemical values time volume quantities pH (BE) concentration viscosity
Process parameters
Evidence Guide Critical Aspects of Demonstrates skills and knowledge to: Competence allocate tasks and roles to relevant personnel manage process solve problems and monitor process improvements Underpinning Demonstrates knowledge of: Knowledge and industry and product and technical processes and equipment Attitudes and resources technical and specified process parameters characteristics or raw materials and their properties processing, measurement, matches
Underpinning Skills
Resource Implications Method of Assessment Context of Assessment
monitoring processes and procedures quality standards and manual handling procedures safety and environmental aspects of relevant processes, including use of chemicals workplace procedures and reporting and documentation processes and procedures chemical processes relating to production OHS practices, including hazard identification and control measures recording and reporting practices Demonstrates skills to: interpret requirements determine schedules and resources match personnel to tasks and roles facilitate problem solving associated with process variations analyze process parameters monitor process requirements communicate effectively within the workplace document, assess and transfer information read, interpret and follow information on work specifications, standard operating procedures and work instructions and other reference material maintain accurate records sequence operations meet specifications clarify and check task-related information carry out work according to OHS practices Access is required to real or appropriately simulated situations, including work areas, materials and equipment, and to information on workplace and OHS practices. Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Competence may be assessed in the work place or in a simulated work place setting
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Facilitate Continuous Improvement in Manufacturing TXT TPM5 05 0511 This unit covers the knowledge, attitudes and skills required to facilitate continuous improvement (kaizen) in an organization. Performance Criteria 1.1 Improvement team is assisted and selected appropriate improvement projects 1.2 Resources required and arrangements for the team to undertake improvement projects are facilitated 1.3 Provision of required data is arranged for the improvement team 1.4 Improvement team is assisted in developing the scope and benefit statements 1.5 Training of improvement team members is organized as required
Elements 1. Facilitate team improvement
2. Build a continuous improvement process
2.1 Training as required for work group members is organized 2.2 Work group members are encouraged to routinely monitor key process indicators 2.3 Capacity of the work group to critically review the relevant parts of the value chain is developed 2.4 Work group members are assisted to formalize improvement suggestions 2.5 Work group members are assisted to develop implementation plans and resources needed facilitated 2.6 Implementation of improvement plans is monitored and appropriate actions undertaken to assist implementation where required.
Variable Occupational Health & Safety (OH&S)
Range Safe working practices include compliance on accepted policies, standard, strategies legislative and enterprise requirements. implement and monitor defined OHS policies and procedures for a work group or area, within their scope of responsibilities OHS management system (OHSMS) within the area of managerial responsibility, in order to ensure that the
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workplace is so far as is practicable, consistently safe and without risks to the health and safety of employees. It assumes that the OHSMS has been developed by persons with the relevant specialist knowledge and skills. Scope and benefit target work process what the key stakeholders seek from the improvement project statements may mission for the event include: set of goals statement of the do's and don'ts for the improvement project Key process Key process indicators may include: indicators statistical process control data/charts orders lost time, injury and other OHS records equipment reliability charts etc.
Evidence Guide Critical Aspects of Assessment requires evidence that the candidate: Competence facilitated resources and arrangements for the team to undertake improvement projects assisted the improvement team develop scope and benefit statements built capacity in the work group to critically review the relevant parts of the value chain resourced and assisted to facilitate relevant work group members to develop implementation plans Underpinning Demonstrate a knowledge of: Knowledge and current process and principles of operation Attitudes sources of data on the process/plant and possible applications to information methods of determining and developing own skill needs health, safety and environment (HSE) principles as relevant to own job basic continuous improvement principles Underpinning Demonstrate the Skill on: Skills analysis and problem solving skills communication reading and interpreting teamwork
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The following resources must be provided: Workplace or fully equipped assessment area with necessary tools and equipment as well as consumable materials Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Competency may be assessed in the work place or in a simulated work place setting
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Install and Commission Process and Machine Control Program TXT TPM5 06 0311 This unit covers the skills, attitudes and knowledge required to install and commission process and machine control system programs in machines and equipment.
Elements 1. Install automatic process and machine control program
Performance Criteria 1.1 Appropriate program loading technique is selected and external loading devices connected to automatic process and machine control system correctly 1.2 Process and machine control system are placed in correct operational mode to accept program loading 1.3 Program is downloaded in accordance with manufacturers' recommended procedure or appropriate standard operating procedures and OHS practices 1.4 Checks are undertaken appropriately during and after downloading to ensure data transfer is accurate and complete 1.5 All external program loading devices and connections are disconnected from process and machine control system
2. Commission automatic process and machine control program
2.1 Program format and operational intent are accurately determined and correctly understood 2.2 Program instructions are checked for compliance with specifications 2.3 Software timers are counter set to specification, where required 2.4 Program is stepped through manually and outputs are checked and measured for compliance with specifications 2.5 External inputs are checked for compliance with specifications, according to specified procedures 2.6 Program is run and total operation is checked for compliance with specifications, where applicable 2.7 Confirmation of program master copy storage is assessed
3. Maintain records
3.1 Necessary records are updated and maintained 3.2 Reports are prepared, where necessary, in accordance with workplace practices 3.3 Necessary documentation is accomplished in accordance with workplace procedures
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Variable Regulatory requirements Machine OHS practices
Range All work must comply with relevant Federal and Regional regulatory requirements. Microprocessor or computer control and include production and facility equipment used within the enterprise OHS practices must include hazard identification and control, risk assessment and implementation of risk reduction measures specific to the tasks described by this unit, and may include: manual handling techniques standard operating procedures personal protective equipment safe materials handling taking of rest breaks ergonomic arrangement of workplaces following marked walkways safe storage of equipment housekeeping reporting accidents and incidents other OHS practices relevant to the job and enterprise
Evidence Guide Critical Aspects of Competence Demonstrates skills and knowledge to: select and use appropriate loading technique perform checks to ensure accurate data transfer check program instructions run program to ensure compliance with specifications apply OHS practices in work operations maintain accurate records Demonstrates knowledge of: appropriate installation and commissioning procedures quality requirements and relevant standards machine and equipment manufacturer's specifications and instructions safety and environmental aspects of relevant workplace activities OHS practices, including hazard identification and control measures quality and workplace practices recording and reporting practices
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Underpinning Skills
Demonstrates skills to: apply appropriate technical skills carry out checking processes monitor performance apply all the relevant safety practices when working in the industry document and transfer information read, interpret and follow information on work specifications, standard operating procedures and work instructions and other reference material maintain accurate records communicate within the workplace sequence operations meet specifications clarify and check task-related information carry out work according to OHS practices Access is required to real or appropriately simulated situations, Including work areas, materials and equipment, and to information on workplace practices and OHS practices. Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Assessment may occur on the job or in an appropriately simulated environment.
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Manage Maintenance Analyses TXT TPM5 07 0511 This unit covers the knowledge, skills and attitudes needed for the most common forms of analyses associated with planned and corrective maintenance strategies. Performance Criteria 1.1 Relationship with the operator/s of equipment/plant is established 1.2 Operators are ensured to have the required skills and resources to keep the equipment/plant clean 1.3 Operator is ensured to be able to effectively monitor the operation of the equipment/plant 1.4 Regularly communication with operator about the Overall Equipment Efficiency (OEE) of their equipment/plant is performed 1.5 Operator, team leader and other key personnel are involved in the identification of skill needs and means of skill acquisition to fill any identified gaps
Elements 1. Liaise with operator
2. Analyze history
2.1 Mean Time Between Failures ( MTBF ) (or similar statistical history analysis)from maintenance records is analyzed 2.2 Performance data of the equipment/plant is analyzed 2.3 Causes of changes to historic trends/status are identified 2.4 Methods of ensuring causes of improvements are determined and locked in and deterioration resolved
3. Undertake Failure Mode Effects Analysis (FMEA) (or similar) 4. Undertake condition monitoring analysis
3.1 Failure effect analysis is undertaken and results documented 3.2 Methods of eliminating possibility of failure and/or minimizing the impact of the failure are investigated 3.3 Possible solutions are liaised and communicated with operator, team leader and other key personnel 3.4 Most appropriate solutions are select and implemented 4.1 Data for condition monitoring analysis are obtained and interpreted 4.2 Required maintenance type and timing from condition monitoring data is predicted 4.3 Implications of condition monitoring report are communicated / liaised with operator, team leader and other key personnel 4.4 Team members are involved in developing changes to
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maintenance strategy to ensure awareness, learning and commitment
Variable Occupational health and safety
Range
Safe working practices include compliance on accepted policies, standard, strategies legislative and enterprise requirements. Recognize hazards commonly occurring at the workplace and follow health and safety instructions and procedures in the workplace. Competitive Is used to describe the range of systemic manufacturing practice manufacturing concepts and approaches. It covers but is not limited to: Lean manufacturing Agile manufacturing Preventative and predictive maintenance approaches Monitoring and data gathering systems such as Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Manufacturing Resource Planning (MRP), and proprietary systems such as SAP etc. Statistical process control systems including six sigma and three sigma Just in Time (JIT), kanban and other pull related manufacturing control systems Supply, value, and demand chain monitoring and analysis Other continuous improvement systems. Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organization, culture, regulatory environment and manufacturing sector. Overall is the combination of the main factors causing loss of productive Equipment capacity from equipment/plant and is: OEE = availability x Efficiency (OEE) performance x quality rate where: availability takes into account losses due to breakdown, set up and adjustments performance takes into account losses due to minor stoppages, reduced speed and idling quality rate takes into account t losses due to rejects, reworks and start up waste
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Mean Time Between Failure (MTBF)
Failure Mode and Effects Analysis (FMEA)
Is one key measure of the effectiveness of a maintenance procedure, and is an indicator as to whether root causes are being found and resolved. If MTBF is reducing, then it is an indicator that the maintenance regime is failing. There are many possible causes of any problem. Eliminating some will have no impact, others will ameliorate the problem. However, elimination of the root cause will eliminate the problem. There should only be one root cause for any problem and so the analysis should continue until this one cause is found. Elimination of the root cause permanently eliminates the problem. Is a systematic approach that identifies potential failure modes in a system, product, or manufacturing/assembly operation caused by either design or manufacturing/assembly process deficiency. It also identifies critical or significant design or process characteristics that require special controls to prevent or detect failure modes. FMEA is a tool used to prevent problems from occurring. Some industry sectors have highly adapted forms of FMEA and may practice traditional FMEA in say their routine maintenance while using another technique (such as HAZOP) for design and modification. Is a form of FMEA which has been practiced by the process industries for over 30 years and examines the implications of changes in process conditions to process stability. In this unit condition monitoring is used to describe the process of analyzing the implications of condition monitoring data for proactive maintenance whether it be obtained from non-destructive testing reports, visual assessment by experts, diagnostic reports obtained from SCADA or other enterprise or equipment software and product or process quality analyses. It does not require the actual undertaking of the NDT or condition monitoring assessment or test. If this is required appropriate units from other Training Packages will be required.
Hazard and Operability Studies (HAZOP) Condition monitoring
Evidence Guide Critical Aspects of Competence Underpinning Knowledge and Attitudes Evidence should be available as to the analyses undertaken and the support provided. Demonstrate a knowledge of: Cleaning needs, techniques and principles Methods of assessing skill gaps and filling them Techniques for determining MTBF or similar Techniques for undertaking FMEA or similar Underpinning principles of competitive manufacturing strategies being implemented and how to adapt them to maintenance Root cause analysis
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Condition monitoring. Underpinning skills Demonstrate the Skills on: Analysis and problem solving communication documenting The following resources must be provided. Workplace or fully equipped assessment area with necessary tools and equipment as well as consumable materials Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Competence may be assessed in the work place or in a simulated work place setting
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Manage Environmental Impact of Process TXT TPM5 08 0511 This competence covers managing waste and environmental threats from a plant and/or a process. It covers all resources used and products made by the plant, and are performed by more experienced operators who might be expected to develop and implement improvements to processes within the plant. This unit may be performed individually or as part of a team. Performance Criteria 1.1 Nature and primary source of resources used in the plant/process are identified 1.2 Impact of the depletion of these resources on the environment and society are determined 1.3 Resource(s) that will yield a greater benefit from their conservation are identified 1.4 Methods to reduce the consumption of these resources are developed 1.5 Required documentation to implement change is accomplished in accordance with workplace procedures
Elements 1. Develop resource conservation practices and/or procedures
2. Develop pollution 2.1 Nature of pollutants produced by the plant/process and their management sources within the plant/process are determined practices and/or 2.2 Impact of these pollutants in the environment and society procedures are determined 2.3 Pollutant(s) that will yield a greater benefit from their reduction is identified 2.4 Methods to reduce the production of this pollutant is developed 2.5 Complete required documentation to implement change is accomplished in accordance with workplace procedures. 3. Develop waste management practices and/or procedures 3.1 Nature and sources of wastes produced by the plant/process are identified 3.2 Impact of these wastes on the environment and society are determined and described 3.3 Waste(s) that will yield a greater benefit from their reduction is determined 3.4 Methods to reduce the production of this waste is developed
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3.5 Complete required documentation to implement change is accomplished in accordance with workplace procedures
Variable HSE(health safety environment)
Range All operations to which this unit applies are subject to stringent health, safety and environment requirements, which may be imposed through State or Federal legislation, and these must not be compromised at any time. Where there is an apparent conflict between performance criteria and HSE requirements, the HSE requirements take precedence.
Evidence Guide Critical Aspects of competence Demonstrates knowledge and skills on: Procedures are developed to reduce the consumption of resources or to minimize pollution and/or waste products Appropriate documentation is completed to implement changes Greatest yield is achieved by appropriate selection of type of resource usage, type of pollutant or waste product. Demonstrates knowledge of: Nature and severity of potential environmental hazards caused by the plant/process Sensitivity of local environment to these environmental threats Pathways of entry to the environment from the plant Regulatory requirements such as environment protection regulations, OHS, duty of care, dangerous goods External licensing requirements such as environment and waste management, water authorities and regional councils Enterprise procedures and practices Demonstrates skills on: Developing resource conservation procedures Developing pollution management procedures Developing waste management procedures Assessment will require access to an operating plant over an extended period of time, or a suitable method of gathering evidence of operating ability over a range of situations. A bank of scenarios/case studies/what ifs will be required as will a bank of questions which will be used to probe the reasoning behind the observable actions.
Underpinning Skills
Resource Implications
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Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Assessment for this unit of competency will be on an operating plant.
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Manage Value Chain TXT TPM5 09 0511 This unit covers the knowledge, attitudes and skills needed to manage a value chain, a supply chain or a demand chain including the close liaison with suppliers and customers and even the managing of the supply/demand chain of smaller suppliers/customers. Performance Criteria 1.1 All members in the value chain for product/s in area of responsibility are identified 1.2 Value added by each member of the chain are identified 1.3 Acute and chronic issues which impact on the value chain are identified 1.4 Priority list of items for improvement is developed
Elements 1. Evaluate the

value chain
2. Liaise regularly
with chain members
2.1 Regular liaison with all chain members is established and maintained 2.2 Current and forecast issues with each member are identified and assisted them in addressing their issues 2.3 Trust and confidence in the relationship are built 2.4 Priority list of items for improvement is developed 2.5 Negotiated with all chain members to ensure improvements benefit chain members and improve the benefits/features perceived by the ultimate customer
3. Monitor the value added at each step
3.1 Changes in value added by each chain member are identified 3.2 Areas where changes to value added required are identified 3.3 Priority list of items for improvement is developed 3.4 Worked with chain member to bring about improvements to value added
4. Continue to reduce waste
4.1 Waste in supply chain is identified 4.2 Work with chain members to continually reduce waste
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Variable Value chain
Range Competitive manufacturing organizations encompass the entire supply system, beginning product design, raw material mining and processing and all tiers of the value chain. Any truly 'competitive' system is highly dependent on the demands of its customers and the reliability of its suppliers. No implementation of competitive manufacturing can reach its full potential without including the entire 'enterprise' in its planning. Value added is measured against its contribution to the customer benefits/features and may be in the form of: technical benefits/features location benefits/features aesthetic benefits/features Information benefits/features. Waste (also known as mud in the Toyota Production System and its derivatives) is any activity which does not contribute to Customer benefit/features in the product. Within manufacturing, categories of waste include: excess production and early production delays movement and transport poor process design inventory inefficient performance of a process Making defective items. Waste for this unit may include activities which do not yield any benefit to the organization or any benefit to the organizations customers.
Value added
Waste
Evidence Guide Critical Aspects of Demonstrate knowledge and skills to: Evaluate the value chain competence Liaise regularly with chain members Monitor the value added at each step Continue to reduce waste Underpinning Demonstrate knowledge on: Knowledge and Purpose of value chain analysis Attitudes Methods of value chain analysis Types of waste and methods of reducing it Process used to make product Processes employed by other members of the value chain sufficient to have meaningful dialog with them
Methods of value analysis Underpinning Skills Demonstrates skills to: plan product construction analyze and evaluate communicate with management conduct quality checks to identify non-compliances with quality standards read, interpret and follow information on work specifications, standard operating procedures and work instructions, and other reference material maintain accurate records communicate within the workplace sequence operations meet specifications clarify and check task-related information carry out work according to OHS practices The following resources MUST be provided. Workplace or fully equipped assessment area with necessary tools and equipment as well as consumable materials Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Assessment needs to occur in an organization pursuing competitive manufacturing or by a suitable project or case study. This unit could be assessed concurrently with other units related to development and improvements of systems for competitive manufacturing.
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Develop and Implement Sales or Marketing Plan TXT TPM5 10 0511 This unit covers the knowledge, skills and attitudes to develop and implement a sales and marketing plan.
Elements 1. Analyzes business goals and industry market trends
Performance Criteria 1.1 Business goals and objectives are defined and analyzed to assist formulation of a sales and marketing plan. 1.2 Market trends are researched and issues related to work place are analyzed. 1.3 Statistical analysis of market data is used to interpret market trends and development 1.4 Trends and developments are analyzed for their potential impact on the business 1.5 Production and marketing practices and their effects on workplace are analyzed.
2. Establish strategic directions
2.1 Directions for marketing are assessed in line with aims of business plan, customer requirements, market position, objectives, opportunities and resources of the business. 2.2 Sales and marketing strategies are identified and prioritized in order to optimize sales and profit. 2.3 Outcomes expected from marketing activities are identified
3. Develop sales or marketing plan
3.1 Business resources and appropriate personnel are identified. 3.2 Liaison occurs with relevant personnel, including external specialist advice where applicable. 3.3 Marketing strategy and activities are developed which reflects overall directions and parameters relating to company business plan, identified long and short term objectives and budget for marketing. 3.4 Marketing or sales plan is documented and finalized
4. Implement and monitor sales and marketing plan
4.1 Implementation of sales and marketing plan is coordinated with all relevant personnel. 4.2 Business resources and identified personnel are utilized to optimize effectiveness of sales and marketing plan. 4.3 Monitoring procedures are established. 4.4 Financial data is measured and monitored against objectives to ensure progress towards target is achieved.
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4.5 Implementation of plan is monitored to establish overall performance. 5. Conduct plan review 5.1 Review of sales and marketing plan is conducted and results assessed. 5.2 Sales and marketing plan is modified, as necessary, to reflect dynamics of market place. 5.3 Reporting of review outcomes is assessed. 6. Maintain records 6.1 Records of sales and marketing planning activities are maintained and reports prepared. 6.2 Presentations on sales and marketing plan are made at management meetings. Variable Market Range May include: local markets national markets global markets May include: import and export of materials, components or complete products direct marketing wholesale and retail store distribution exhibitions, shows, events May include: analysis of business goals and market trends marketing strategy options monitoring and measuring of financial data review procedures and liaison with other departments OHS practices include hazard identification and control, risk assessment and implementation of risk reduction measures specific to the tasks described by this unit, and may relate to: manual handling techniques standard operating procedures personal protective equipment safe materials handling taking of rest breaks ergonomic arrangement of workplaces following marked walkways safe storage of equipment housekeeping reporting accidents and incidents environmental practices
Production and marketing practices
Develop a sales and marketing plan
OHS practices
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Evidence Guide Critical Aspects of Demonstrates skills and knowledge to: Competence interpret and analyze goals and market trends identify, develop and prioritize sales and marketing plans and strategies optimize sales and profits monitor financial information against objectives review, analyze and modify sales and marketing strategy and plan to ensure objectives are met ensure OHS practices are applied to work activities maintain accurate records Underpinning Demonstrates knowledge of: Knowledge and the industry, including markets, local and global trends and Attitudes how these impact on the workplace workplace products key elements of production capability in terms of its implications for sales and marketing plan sourcing procedures range of distribution channels (eg direct marketing, chain stores, niche markets) SWOT analysis techniques workplace policies and procedures, structure and technical competency in relation to the sales and marketing plan quality standards and practices OHS practices, including hazard identification and control measures workplace practices recording and reporting practices Underpinning Demonstrates skills to: Skills appraise outcomes against business plan identify budget parameters develop and implement promotional strategies prepare plans and reports communicate effectively within the workplace, including liaising with other departments establish or interpret procedures, where required determine report requirements and present information in appropriate formats read, interpret and follow information on work specifications, standard operating procedures and work instructions, and other reference material maintain accurate records communicate within the workplace sequence operations
meet specifications clarify and check task-related information carry out work according to OHS practices Access is required to real or appropriately simulated situations, including work areas, materials and equipment, and to information on workplace practices and OHS practices. Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Assessment may occur on the job or in an appropriately simulated environment.
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Manage Quality Systems and Procedures TXT TPM5 11 0511 This unit covers the skills, attitudes and knowledge required to manage the implementation of a quality assurance system and procedures within a textiles enterprise. Performance Criteria
Elements
1. Maintain quality 1.1 Quality assurance policy for work area is confirmed, documented and communicated to all levels of the workplace system framework in 1.2 Sampling techniques are developed which reflect the needs work area of the work area 1.3 Quality circles or other relevant aspects of quality assurance systems are established or maintained for the work area 1.4 Facilitation for monitoring of work teams is organized to ensure compliance with standards 1.5 Quality assurance system for work area is developed and maintained in accordance with OHS practices 1.6 Strategies for communicating quality information with work teams are established 2.1 Quality documentation requirements are identified including 2. Establish and records of improvement plans and initiatives maintain quality documentation 2.2 Documentation relating to quality outcomes and standards is system prepared and maintained 2.3 Document control system is established and maintained 3. Implement structured training program in accordance with quality system requirements 3.1 Roles and duties of relevant personnel are analyzed 3.2 Training needs in relation to quality are identified 3.3 Suitable training programs are identified to meet these needs 3.4 Suitable training programs are organized 3.5 Effects of training on quality outcomes are assessed and further action taken if necessary to address quality performance 3.6 Training records are maintained 4. Evaluate the quality system 4.1 Regular audits are conducted of the work area's quality system, its policies and procedures 4.2 New procedures or work instructions are developed as required 4.3 Improvements in the quality system are implemented and monitored
Variable
Range
Quality assurance May include: systems Quality assurance system is a structured and formalized system for the identification and elimination of hazards and other OHS risk factors as well as setting the procedures to eliminate faults and variation in order to achieve set standards of quality and efficiency. Quality assurance for a textile and clothing work area may involve testing of fabrics, dyes, color fastness finishes, yarns or other materials or finished textile and clothing products. OHS practices OHS practices must include hazard identification and control, risk assessment and implementation of risk reduction measures specific to the tasks described by this unit, and may include: manual handling techniques standard operating procedures personal protective equipment safe materials handling taking of rest breaks ergonomic arrangement of workplaces following marked walkways safe storage of equipment housekeeping reporting accidents and incidents other OHS practices relevant to the job and enterprise
Evidence Guide Critical Aspects of Assessment must confirm appropriate knowledge and skills to: Competence ensure all relevant personnel are aware of quality assurance system and procedures monitor quality performance of work teams and ensure compliance collect and analyze quality data determine quality procedures implement quality improvement strategies evaluate and assess effectiveness of quality system and procedures maintain accurate records Underpinning Demonstrates knowledge of: Knowledge and principles of quality and the application and delegation of Attitudes responsibilities within quality systems organization quality systems and appropriate national and
Underpinning Skills
international quality standards and protocols enterprise standard operating procedures the organization business goals and key performance indicators the principles of process improvement the principles of policy and procedure development the principles of data management and documentation appropriate quality methodologies to measure quality of textile and clothing production processes sampling techniques for textile and clothing products safety and environmental aspects of production and quality processes workplace practices and reporting processes relevant OHS legislation and codes of practice hazard identification and control measures associated with managing quality system and procedures Demonstrates skills to: establish and implement a quality system and procedures for the work area determine implementation requirements and prepare implementation plan monitor performance investigate and apply methods to eliminate causes of unsatisfactory performance assess results prepare reports communicate effectively within the workplace, including liaising with other departments establish or interpret procedures, where required determine report requirements and present information in appropriate formats read, interpret and follow information on job instructions, specifications, standard operating procedures, patterns, charts, tickets, order forms and other applicable reference material carry out work in accordance with OHS practices sequence operations clarify and check task related information analyze quality data or charts
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Access is required to real or appropriately simulated situations, including work areas, materials and equipment, and to information on workplace practices and OHS practices. Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Assessment may occur on the job or in an appropriately simulated environment.
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Develop Communication Strategy to Support Production TXT TPM5 12 0511 This unit covers the knowledge, attitudes and skills needed to develop and implement a communications strategy to support production in a competitive manufacturing environment.
Elements 1. Determine information needs of employees and manufacturing systems
Performance Criteria 1.1 Competitive manufacturing strategy is examined and broad information framework determined 1.2 Production process and its requirements are examined and information needs of production employees determined 1.3 Maintenance strategy is examined and the information needed by maintenance employees determined 1.4 Office, logistics, sales, marketing and other areas supporting production are examined and information needs of employees determined 1.5 Information used and desired with employees at all relevant levels are discussed, and team and other key personnel in strategy development involved to ensure awareness, learning and commitment 1.6 Examine control systems to determine data needs
2. Select communicatio n strategy
2.1 Required information flows are analyzed 2.2 Access requirements by information users are determined 2.3 Suitability of communication media for required information flows and access are evaluated 2.4 Possible strategy with relevant stakeholders is discussed and appropriate strategy or strategies are selected
3. Implement strategy
3.1 List of what needs to be done is developed 3.2 Resources required to implement strategy is determined 3.3 Authority for communication media to be developed is obtained 3.4 Development of communication media is monitored and appropriate corrective action undertaken as required 3.5 Developed communication media is deployed
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4. Monitor ongoing situation
4.1 Key Performance Indicators (KPIs) for the plan are determined 4.2 Check that implementation is proceeding to plan and check for unforeseen consequences 4.3 Appropriate action to resolve any arising issues are undertaken
Variable Occupational Health & Safety (OH&S)
Range Safe working practices include compliance on accepted policies, standard, strategies legislative and enterprise requirements. implement and monitor defined OHS policies and procedures for a work group or area, within their scope of responsibilities OHS management system (OHSMS) within the area of managerial responsibility, in order to ensure that the workplace is, so far as is practicable, consistently safe and without risks to the health and safety of employees. It assumes that the OHSMS has been developed by persons with the relevant specialist knowledge and skills. Competitive manufacturing is used to describe the range of systemic manufacturing practice concepts and approaches. It covers but is not limited to: lean manufacturing agile manufacturing preventative and predictive maintenance approaches monitoring and data gathering systems such as Systems control and data acquisition software (SCADA), enterprise resource planning systems (ERP), Manufacturing resource planning (MRP), and proprietary systems such as SAP statistical process control systems, including six sigma and three sigma Just In Time (JIT), kanban and other pull related manufacturing control systems supply, value, and demand chain monitoring and analysis Other continuous improvement systems. Competitive manufacturing should be interpreted so as to take into account the stage of implementation of competitive manufacturing approaches, the enterprise's size and work organization, culture, regulatory environment and manufacturing sector.
Competitive manufacturing
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Access requirements
Communication media
Stakeholders
Access requirements include: occasional access periodic access continual access visual/auditory/tactile access online/hard copy access specific location many or generalized locations Communication media include: manuals such as SOPs, OHS and training manuals aide memoir verbal signage instruction displays tags, isolations/lockouts permits to work/clearances operator reporting visual factory type displays painted walkways tools/keys/buttons with a specific feel Includes team members, personnel officers, industrial officers, union delegates, production management, human relations management, financial management, engineering/ technical personnel.
Evidence Guide Critical Aspects of Competence Assessment requires evidence that the candidate. examined competitive manufacturing strategy and determine broad information framework examined the production process and its requirements and determine the information needs of production employees examined the maintenance strategy and determine the information needed by maintenance employees Evaluate suitability of communication media for required information flows and access Discussed possible strategy with relevant stakeholders Monitor development of communication media and take appropriate corrective action as required determine relevant Key Performance Indicators (KPIs) for Plan Take appropriate action to resolve any arising issues Knowledge of : workplace communication practices and quality standards
Underpinning knowledge
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Underpinning Skills
accepted ways of communicating information in the workplace roles of different production personnel ways to effectively manage information uses of a variety of communication tools quality standards and practices OHS practices, including hazard identification and control measures workplace practices recording and reporting practices Demonstrates skills to: use appropriate industry terminology and language to convey meaning work effectively with others conduct quality checks on own work identify communication goals use communication tools such as computers, internet, email, databases read, interpret and follow information on work specifications, standard operating procedures and work instructions, and other reference material maintain accurate records communicate within the workplace sequence operations meet specifications clarify and check task-related information carry out work according to OHS practices The following resources must be provided: Workplace or fully equipped assessment area with necessary tools and equipment as well as consumable materials Competence may be assessed through: Interview / Written Test Observation/Demonstration with Oral Questioning Competency may be assessed in the work place or in a simulated work place setting
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Occupational Standard: Textile Technology and Production Management Level V Unit Title Unit Code Unit Descriptor Practice Career Professionalism TXT TPM5 13 0311 This unit covers the knowledge, attitudes and skills in promoting career growth and advancement. Performance Criteria 1.1 Personal growth and work plans are pursued towards improving he qualifications set for the profession 1.2 Intra- and interpersonal relationships is are maintained in the course of managing oneself based on performance evaluation 1.3 Commitment to the organization and its goal is demonstrated in the performance of duties 2. Set and meet work priorities 2.1 Competing demands are prioritized to achieve personal, team and organizational goals and objectives. 2.2 Resources are utilized efficiently and effectively to manage work priorities and commitments 2.3 Practices along economic use and maintenance of equipment and facilities are followed as per established procedures 3. Maintain professional growth and development 3.1 Trainings and career opportunities are identified and availed of based on job requirements 3.2 Recognitions are sought/received and demonstrated as proof of career advancement 3.3 Licenses and/or certifications relevant to job and career are obtained and renewed
Elements 1. Integrate personal objectives with organizational goals
Variable Evaluation
Range performance appraisal psychological profile aptitude tests human financial technology, hardware and software participation in training program serving as resource persons in conference/workshops continuing education
Resources
Training and career opportunities
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Recognition
Licenses and/or certificates
recommendations citations certificate of appreciation commendations / awards tangible and intangible rewards professional licenses support level licenses
Evidence Guide Critical Aspects of Assessment Assessment must show evidence that the candidate: attained job targets within key result areas (KRAs) maintained intra - and interpersonal relationship in the course of managing oneself based on performance evaluation completed trainings and career opportunities which are based on the requirements of the industries acquired and maintained licenses and/or certifications according to the requirement of the qualification Demonstrates knowledge of: work values and ethics (Code of Conduct, Code of Ethics, etc.) company policies company operations, procedures and standards fundamental rights at work including gender sensitivity personal hygiene practices Demonstrates skills on: appropriate practice of personal hygiene intra and Interpersonal skills communication skills The following resources must be provided: variety of information, communication tools, simulated workplace Competence may be assessed through: Interview / Oral Questioning Observation/Demonstration with Oral Questioning Competence may be assessed in the work place or in a simulated work place setting
Underpinning Skills
Resource Implications Methods of Assessment Context of Assessment
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Occupational Standard: Textile Technology and Production Management Level V Unit Title Unit Code Unit Descriptor Establish and Conduct Business Relationships TXT TPM5 14 0511 This unit covers the knowledge, skills and attitudes required to manage business relationship with customers within the industry context.
Elements
Performance Criteria
1. Establish contact 1.1 Welcoming customer environment is maintained with customer 1.2 Customer is greeted warmly according to enterprise policies and procedures 1.3 Effective service environment is created through verbal and non-verbal presentation according to enterprise policies and procedures 1.4 Customer data is maintained to ensure database relevance and currency 1.5 Information on customers and service history is gathered for analysis 1.6 Opportunities to maintain regular contact with customers are identified and taken up 2. Clarify needs of customer 2.1 Customer needs are determined through questioning and active listening 2.2 Customer needs are accurately assessed against the products/services of the enterprise 2.3 Customer details are documented clearly and accurately in required format 2.4 Conduct negotiations in a business-like and professional manner 2.5 Maximize benefits for all parties in the negotiation through use of established techniques and in the context of establishing long term relationships 2.6 Communicate the results of negotiations to appropriate colleagues and stakeholders within appropriate timeframes 3. Provide information and advice 3.1 Features and benefits of products/services provided by the enterprise are described/recommended to meet customer needs 3.2 Information to satisfy customer needs is provided
3.3 Alternative sources of information/advice are discussed with the customer 4. Foster and maintain business relationships 4.1 Pro-actively seek, review and act upon information needed to maintain sound business relationships. 4.2 Honor agreements within the scope of individual responsibility. 4.3 Make adjustments to agreements in consultation with the customer and share information with appropriate colleagues. 4.4 Nurture relationships through regular contact and use of effective interpersonal and communication styles.
Variables Opportunities to maintain regular contact with customers may include: Negotiation techniques
Range informal social occasions industry functions association membership co-operative promotions program of regular telephone contact identification of goals, limits clarification of needs of all parties identifying points of agreement and points of difference preparatory research of facts active listening and questioning non-verbal communication techniques appropriate language bargaining developing options confirming agreements appropriate cultural behavior
Evidence Guide Critical Aspects of Competence It is essential that competence is fully observed and there is ability to transfer competence to changing circumstances and to respond to unusual situations in the critical aspects of: consistently applying enterprise policies and procedures and industry codes of practice in regard to customer service providing a quality service environment by treating customers in a courteous and professional manner through all stages of the procedure
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using effective questioning/active listening and observation skills to identify customer needs communicating effectively with others involved in or affected by the work maintaining relevant and current customer databases in accordance with enterprise policies and procedures ability to build and maintain relationships to achieve successful business outcomes Underpinning Knowledge and Attitudes Operational knowledge of enterprise policies and procedures in regard to: customer service dealing with difficult customers maintenance of customer databases allocated duties/responsibilities General knowledge of the range of enterprise merchandise and services, location of telephone extensions and departments/sections Basic operational knowledge of legislation and statutory requirements, including consumer law, trade practices and fair trading legislation Basic operational knowledge of industry/workplace codes of practice in relation to customer service negotiation and communication techniques appropriate to negotiations that may be of significant commercial value Demonstrates skills to: use workplace technology related to use of customer database collect, organize and understand information related to collating and analyzing customer information to identify needs communicate ideas and information plan and organize activities concerning information for database entries use mathematical ideas and techniques to plan database cells and size establish diagnostic processes which identify and recommend improvements to customer service The following should be made available: a workplace or simulated workplace documentation, such as enterprise policy and procedure manuals relating to customer service Competence may be assessed through:
Underpinning Skills
Methods of
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Assessment Context of Assessment
Interview / Written Test Observation/Demonstration with Oral Questioning Elements of competence contain both knowledge and practical components. Knowledge components may be assessed off the job. Practical components should be assessed on the job or in a simulated work environment.
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Occupational Standard: Textile Technology and Production Management Level V Unit Title Unit Code Unit Descriptor Facilitate and Capitalize on Change and Innovation TXT TPM5 15 0511 This unit specifies the outcomes required to plan and manage the introduction and facilitation of change; particular emphasis is on the development of creative and flexible approaches, and on managing emerging opportunities and challenges.
Elements 1. Participate in planning the introduction and facilitation of change
Performance Criteria 1.1 Manager contributes effectively to the organizations planning processes to introduce and facilitate change 1.2 Plans to introduce change are made in consultation with appropriate stakeholders 1.3 Organizations objectives and plans to introduce change are communicated effectively to individuals and teams 2.1 Variety of approaches to managing workplace issues and problems are identified and analyzed 2.2 Risks are identified and assessed, and action initiated to manage these to achieve a recognized benefit or advantage to the organization 2.3 Workplace is managed in a way which promotes the development of innovative approaches and outcomes 2.4 Creative and responsive approaches to resource management improve productivity and services, and/or reduce costs
2. Develop creative and flexible approaches and solutions
3. Manage emerging 3.1 Individuals and teams are supported to respond effectively challenges and and efficiently to changes in the organizations goals, plans opportunities and priorities 3.2 Coaching and mentoring assist individuals and teams to develop competencies to handle change efficiently and effectively 3.3 Opportunities are identified and taken as appropriate, to make adjustments and to respond to the changing needs of customers and the organization 3.4 Information needs of individuals and teams are anticipated and facilitated as part of change implementation and management 3.5 Recommendations for improving the methods and techniques to manage change are identified, evaluated and negotiated with appropriate individuals and groups
Variables Manager Appropriate stakeholders may refer to:
Range a person with frontline management roles and responsibilities, regardless of the title of their position those individuals and organizations who have a stake in the change and innovation being planned, including: organization directors and other relevant managers teams and individual employees who are both directly and indirectly involved in the proposed change union/employee representatives or groups OHS committees other people with specialist responsibilities external stakeholders where appropriate - such as clients, suppliers, industry associations, regulatory and licensing agencies any event, process or action that may result in goals and objectives of the organization not being met any adverse impact on individuals or the organization various risks identified in a risk management process new and emerging workplace issues implications for current work roles and practices including training and development changes relative to workplace legislation, such as OHS, workplace data such as productivity, inputs/outputs and future projections planning documents reports market trend data scenario plans customer/competitor data
Risks may refer to:
Information needs may include:
Evidence Guide Critical Aspects of Competence Assessment must show evidence that the candidate: Planning the introduction and facilitation of change Developing creative and flexible approaches and solutions Managing emerging challenges and opportunities Relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination the principles and techniques involved in: change and innovation management development of strategies and procedures to implement
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Underpinning Skills
Resources Implication Methods of Assessment Context of Assessment
and facilitate change and innovation use of risk management strategies: identifying hazards, assessing risks and implementing risk control measures problem identification and resolution leadership and mentoring techniques management of quality customer service delivery consultation and communication techniques record keeping and management methods the sources of change and how they impact factors which lead/cause resistance to change approaches to managing workplace issues Demonstrate skills on: Communication skills Planning work Managing risk The following resources must be provided: Workplace or fully equipped assessment location with necessary tools, equipment and consumable materials Competence may be assessed through: Interview/Written Test Observation/Demonstration with Oral Questioning Competence may be assessed in the work place or in a simulated work place setting
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Occupational Standard: Textile Technology and Production Management Level V Unit Title Unit Code Unit Descriptor Manage Project Quality TXT TPM5 16 0511 This unit specifies the outcomes required to manage quality within projects. It covers determining quality requirements, implementing quality assurance processes, and using review and evaluation to make quality improvements in current and future projects.
Elements 1. Determine quality requirements
Performance Criteria 1.1 Quality objectives, standards and levels are determined, with input from stakeholders and guidance of a higher project authority, to establish the basis for quality outcomes and a quality management plan 1.2 Established quality management methods, techniques and tools are selected and used to determine preferred mix of quality, capability, cost and time 1.3 Quality criteria are identified, agreed with a higher project authority and communicated to stakeholders to ensure clarity of understanding and achievement of quality and overall project objectives 1.4 Agreed quality requirements are included in the project plan and implemented as basis for performance measurement
2. Implement quality assurance
2.1 Results of project activities and product performance are measured and documented throughout the project life cycle to determine compliance with agreed quality standards 2.2 Causes of unsatisfactory results are identified, in consultation with the client, and appropriate actions are recommended to a higher project authority to enable continuous improvement in quality outcomes 2.3 Inspections of quality processes and quality control results are conducted to determine compliance of quality standards to overall quality objectives 2.4 A quality management system is maintained to enable effective recording and communication of quality issues and outcomes to a higher project authority and stakeholders
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3. Implement project quality improvements
3.1 Processes are reviewed and agreed changes implemented continually throughout the project life cycle to ensure continuous improvement to quality 3.2 Project outcomes are reviewed against performance criteria to determine the effectiveness of quality management processes and procedures 3.3 Lessons learned and recommended improvements are identified, documented and passed on to a higher project authority for application in future projects
Variable Quality objectives may include:
Range requirements from the client and other stakeholders requirements from a higher project authority negotiated trade-offs between cost, schedule and performance those quality aspects which may impact on customer satisfaction established processes authorizations and responsibilities for quality control quality assurance continuous improvement brainstorming benchmarking charting processes ranking candidates defining control undertaking benefit/cost analysis processes that limit and/or indicate variation control charts flowcharts histograms pareto charts scattergram run charts monitoring conformance with specifications recommending ways to eliminate causes of unsatisfactory performance of products or processes monitoring of regular inspections by internal or external agents
quality management plan may include:
Quality management methods, techniques and tools may include
Quality control may include:
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Improvements may include:
formal practices, such as total quality management or continuous improvement improvement by less formal processes which enhance both the product quality and processes of the project, for example client surveys to determine client satisfaction with project team performance
Evidence Guide Critical Aspects of Competence A person who demonstrates competence in this unit must be able to provide evidence that they have taken responsibility for quality management of projects. This will include evidence of managing the work of others within the project team with respect to quality. Products that could be used as evidence include: documentation produced in managing projects such as: lists of quality objectives, standards, levels and measurement criteria records of inspections, recommended rectification actions and quality outcomes management of quality management system and quality management plans application of quality control, quality assurance and continuous improvement processes records of quality reviews lists of lessons learned and recommended improvements Processes that could be used as evidence include: how quality requirements and outcomes were determined for projects how quality tools were selected for use in projects how team members were managed throughout projects with respect to quality within the project how quality was managed throughout projects how problems and issues with respect to quality and arising during projects were identified and addressed how projects were reviewed with respect to quality management how improvements to quality management of projects have been acted upon Broad knowledge and understanding of: the principles of project quality management and their application acceptance of responsibilities for project quality management use of quality management systems and standards the place of quality management in the context of the project
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Underpinning Skills
Resources Implication Assessment Methods Context of Assessment
life cycle appropriate project quality management methodologies; and their capabilities, limitations, applicability and contribution to project outcomes attributes: analytical attention to detail able to maintain an overview communicative positive leadership ability to relate to people from a range of social, cultural and ethnic backgrounds, and physical and mental abilities project management quality management planning and organizing communication and negotiation problem-solving leadership and personnel management monitoring and review skills The following resources must be provided: access to workplace documentation real or simulated workplace Competence may be assessed through: Interview Observation/Demonstration Competence may be assessed in the real workplace or in a simulated workplace setting
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Sector: Textile and Garments Sub-Sector: Textile Production
Level V
Textile Technology and Production Management
Level IV
Textile Technology and Production
Level III
Spinning and Ginning Operations
Weaving and Knitting Operations
Textile Chemical Processing Operations Textile Chemical Processing Operations
Level II
Spinning and Ginning Operations
Weaving and Knitting Operations
Level I
Basic Textile Operations
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Acknowledgement
We wish to extend thanks and appreciation to the many representatives of business, industry, academe and government agencies who donated their time and expertise to the development of this occupational standard.
We would like also to express our appreciation to the Experts of Ministry of Education (MoE) and Engineering Capacity Building Program (ecbp) who facilitated the development of this occupational standard.
This occupational standard was developed on May 2011 at Addis Ababa, Ethiopia.
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Federal Democratic Republic of Ethiopia

TEXTILE TECHNOLOGY AND PRODUCTION MANAGEMENT

Ministry of Education May 2011

Ministry of Education Copyright

Textile Technology and Production Management Ethiopia Occupational Standard

Version 1 May 2011

Develop Manufacturing Related Business Plan

Develop and Manage Competitive Manufacturing Processes

Plan and Implement Production

TXT TPM5 06 0511

Manage Production Processes

Facilitate Continuous Improvement in Manufacturing

Install and Commission Process and Machine Control Programs

TXT TPM5 07 0511

TXT TPM5 08 0511

Manage Maintenance Analysis

Manage Environment Impact of Process

Manage Value Chain

TXT TPM5 10 0511

TXT TPM5 11 0511

TXT TPM5 12 0511

Develop and Implement Sales/ Marketing Plan

Manage Quality Systems and Procedures

Develop Communication Strategy to Support Production

TXT TPM5 13 0511

TXT TPM5 14 0511

TXT TPM5 15 0511

Practice Career Professionalism

Establish and Conduct Business Relationships

Facilitate and Capitalize on Change and Innovations

TXT TPM5 16 0511

Manage Project Quality

Ministry of Education Copyright

Textile Technology and Production Management Ethiopia Occupational Standard

Version 1 May 2011

Elements 1. Determine purpose of plan

2. Determine objectives and strategies

3. Develop plan to meet objectives and strategies

4. Monitor implementation of the plan

Ministry of Education Copyright

Textile Technology and Production Management Ethiopia Occupational Standard

Version 1 May 2011

Variable Occupational Health and Safety

Tools and equipment Plan

Objectives and Strategies

Underpinning Knowledge and Attitudes

Ministry of Education Copyright

Ministry of Education Copyright

Textile Technology and Production Management Ethiopia Occupational Standard

Version 1 May 2011

Occupational Standard: Textile Technology and Production Management Level V

Unit Title Unit Code Unit Descriptor

Variable Occupational Health & safety

Tools and equipment Competitive manufacturing strategy

Resource Implication Method of Assessment Context of Assessment

Ministry of Education Copyright

Textile Technology and Production Management Ethiopia Occupational Standard

Version 1 May 2011

Occupational Standard: Textile Technology and Production Management Level V

Unit Title Unit Code Unit Descriptor

Elements 1. Determine production requirements

2. Prioritize and sequence production