STANDARD KEMAHIRAN PEKERJAAN KEBANGSAAN (NATIONAL OCCUPATIONAL SKILLS STANDARD)
STANDARD PRACTICE, STANDARD CONTENT & CURRICULUM of COMPETENCY UNIT FOR
INDUSTRIAL MANAGEMENT LEVEL 5
PENGURUSAN INDUSTRI TAHAP 5
JABATAN PEMBANGUNAN KEMAHIRAN KEMENTERIAN SUMBER MANUSIA, MALAYSIA
Copyright © DSD 2012 Department of Skills Development (DSD) Federal Government Administrative Centre 62530 PUTRAJAYA, MALAYSIA
STANDARD KEMAHIRAN PEKERJAAN KEBANGSAAN (NATIONAL OCCUPATIONAL SKILL STANDARD)
STANDARD PRACTICE, STANDARD CONTENT & CURRICULUM of COMPETENCY UNIT
FOR
INDUSTRIAL MANAGEMENT
LEVEL 5
First Published 2012
All rights reserved No part of this publication may be produced, stored in data base, retrieval system, or in any form by any means, electronic, mechanical, photocopying, recording or otherwise without prior written permission from Department of Skills Development (DSD)
TABLE OF CONTENTS
Contents
Pages
1.
Introduction
1
2.
Occupational Structure
2
3.
Definition Of Competency Levels
5
4.
Malaysian Skill Certification
6
5.
Job Competencies
6
6.
Working Conditions
6
7.
Employment Prospects
6
8.
Training, Industrial/Professional Recognition, Other Qualifications and
7
No.
Advancements 9.
Sources Of Additional Information
7
10.
Acknowledgement
10
11.
Literature References
10
12.
Abbreviations
10
13.
Committee Members for Development of Standard Practice (SP), Competency Profile Chart (CPC), Competency Profile (CP) and
11
Curriculum of Competency Unit (CoCU) 14.
Competency Profile Chart (CPC)
13
15.
Competency Profile (CP)
16.
Curriculum of Competency Unit (CoCu): Professional & Functional
14 - 31
Tasks Management 17.
Curriculum of Competency Unit (CoCu): Marketing & Sales Development and Planning
18.
Curriculum of Competency Unit (CoCu): Financial Planning & Controlling
19.
Curriculum of Competency Unit (CoCu): Human Resource Development & Management
20.
Curriculum of Competency Unit (CoCu): Business Process Management
21.
Summary of Training Hours
33 - 37
38 - 43
44 - 49
50 - 55
56 - 61 62
i
STANDARD PRACTICE NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR INDUSTRIAL MANAGEMENT LEVEL 5
1. INTRODUCTION This National Occupational Skills Standard (NOSS) document outlines the standards and curriculum for Industrial Management (Level 5) in the Business Management Sector.
The business management sector is a major contributor to the growth of the Malaysian economy. The sector assumes an important intermediary role of supporting businesses and trade in all sectors of the economy. Trade in services has expanded and recorded marked expansion in exports, such as tourism, information and communication technology (ICT), finance and construction. In line with the development of services along the manufacturing value chain, the promotion of manufacturing-related services such as integrated logistics has also been initiated.
The Third Industrial Master Plan (IMP3), 2006-2020, focuses on the further development and growth of the services sector, which includes construction services, but excludes Government servicesIn the Tenth Malaysia Plan, the Malaysian Government has formulated various new approaches towards becoming a high income and high productivity economy. Growth will be led by the services and manufacturing sectors, in addition to revitalising the agriculture sector towards higher value added as well as the adoption of ICT, biotechnology and other relevant technologies. The main approach in transforming to a high income economy will be to adopt strategies based on specialisation, focusing on twelve national key economic areas or NKEAs which have potential to generate high income.
To
achieve this goal, business and industrial regulations, processes and procedures have to be effectively administered and managed to increase productivity and competitiveness. Thus concerted effort needs to be taken to develop non-physical infrastructure including human capital development in the field of administration and management.
1
Management consists of the interlocking functions of creating corporate goals and organising, planning, controlling and directing an organisation’s resources in order to achieve the defined goals. According to Peter Drucker (1986), the basic task of management includes both marketing and innovation.
Therefore Industrial
Management can be defined as the effective and efficient utilization of orgaisational resources to achieve the industry defined goals or to optimise profits. While the term is originally applied to manufacturing, it has grown to encompass services and other industries as well.
Industrial Management covers the core areas of Human Resource, Marketing & Sales and Finance. It also includes management in professional and functional tasks in the operational areas.
Industries and businesses require employees who possess professional skills in the management of these areas, a sound theoretical background as well as language, intercultural and social skills to perform effectively in an increasingly challenging global economy. Industrial management personnel are required in a broad range of companies in terms of sectors and sizes. Most of these companies are not merely manufacturing products but are also offering services, including those related to large scale projects.
Thus, this NOSS is developed to specify the job competencies required by personnel employed in the area of Industrial Management Level 5 as well as to provide a structured training framework for developing these competencies
Prerequisites The minimum requirements for those interested to enrol in this course are as follows: DKM Level 4 in Industrial Management Able to write and read in Bahasa Malaysia or English Medically fit 2.
OCCUPATIONAL STRUCTURE
Industrial Management (Level 5) is a job area under the Business Management sector. The related sub-sector and areas as well as the structured career path are as shown in Figure 1 and Figure 2.
2
SECTOR
BUSINESS MANAGEMENT
SUBSECTOR
BUSINESS & FINANCE MANAGEMENT ACCOUNTING & CONTROLLING / FINANCE & TREASURY
AREA
PURCHASING
MARKETING
LOGISTICS
LEVEL 5
Purchasing Manager
Marketing Manager
Logistics Manager
Accounting / Costing Controlling Manager
HR Manager
LEVEL 4
Purchasing Assistant Manager
Marketing Executive
Logistics Executive
Sr. Cost Analysis Executive / Account Executive
HR Executive
LEVEL 3
Purchasing Sr. Executive / Supervisor
Marketing Officer
Logistic Supervisor
Account Executive
LEVEL 2
Purchasing Executive
N/A
Logistic Technician
Accounts Assistant
HR Assistant
LEVEL 1
Purchasing Assistant
N/A
Logistic Assistant Technician
Clerk Data Entry / Admin
HR Clerk
Figure 1 Occupational Profile Chart for Industrial Administration Personnel
3
COSTING
Cost Analysis Executive
HR
HR Officer
SECTOR
BUSINESS MANAGEMENT
SUBSECTOR
BUSINESS & FINANCE
JOB AREA
INDUSTRIAL ADMINISTRATION & MANAGEMENT
L5
INDUSTRIAL MANAGEMENT
L4
INDUSTRIAL MANAGEMENT
L3
INDUSTRIAL ADMINISTRATION
L2
N/A
L1
N/A
Figure 2 Occupational Area Analysis (OAA) Chart for Industrial Administration Personnel
4
3.
DEFINITION OF COMPETENCY LEVEL The NOSS is developed for various occupational areas. Candidates for certification must be assessed and trained at certain levels to substantiate competencies. Below is a guideline of each NOSS Level as defined by the Department of Skills Development, Ministry of Human Resources, Malaysia. Malaysia Skills Certificate Level 1:
Competent in performing a range of varied
(Operation Level)
work activities, most of which are routine and predictable.
Malaysia Skills Certificate Level 2:
Competent in performing a significant range
(Operation Level)
of varied work activities, performed in a variety of contexts. Some of the activities are non-routine and required individual responsibility and autonomy.
Malaysia Skills Certificate Level 3:
Competent in performing a broad range of
(Supervisory Level)
varied work activities, performed in a variety of contexts, most of which are complex
and
non-routine.
There
is
considerable responsibility and autonomy and control or guidance of others is often required. Malaysia Skills Diploma Level 4:
Competent in performing a broad range of
(Executive Level)
complex technical or professional work activities performed in a wide variety of contexts and with a substantial degree of personal
responsibility
and
autonomy.
Responsibility for the work of others and allocation of resources is often present. Malaysia Skills Advanced Diploma
Competent in applying a significant range
Level 5: (Managerial Level)
of fundamental principles and complex techniques
across
a
wide
and
often
unpredictable variety of contexts. Very substantial personal autonomy and often significant responsibility for the work of others and for the allocation of substantial resources features strongly, as do personal accountabilities for
analysis,
diagnosis,
planning, execution and evaluation.
5
4.
MALAYSIAN SKILL CERTIFICATION Candidates after being assessed and verified and fulfilled Malaysian Skill Certification requirements shall be awarded with Malaysia Skills Advanced Diploma (DLKM) Industrial Management (Level 5)
5. JOB COMPETENCIES Industrial Management (Level 5) personnel are competent in performing the following core competencies: Professional & Functional Tasks Management Marketing & Sales Development & Planning Financial Planning & Controlling Human Resource Development & Management Business Process Management
6. WORKING CONDITIONS
The work environment for personnel in industrial administration depends largely on the type of job they are doing. They often work in structured environments.. Depending on the type of organisation, work hours may be 9 to 5 or they may be more flexible. Overtime is often required when big projects are nearing completion, or when annual analyses and presentations need to be made. Personnel in this type of position will also need to work with a lot of different people and hence require excellent communication skills.
7. EMPLOYMENT PROSPECTS Industrial Managment is general in nature and covers a wide scope ranging from human resource and marketing to finance. Graduates having this certification can be employed in a wide variety of careers and diverse industries. An Industrial Management certification can lead to many attractive career opportunities in today’s competitive industrial world and companies which are looking for highly-skilled professionals who can bring their companies to higher level of success. Industrial Management is designed to produce graduates who have a strong foundation of
6
communication, problem solving, and leadership skills ideally suited for the industrial world. 8.
TRAINING, INDUSTRIAL RECOGNITION, OTHER QUALIFICATION AND ADVANCEMENT
Many public and private training providers offer training in the area of Industrial Administration and Management leading to either a Diploma or a Degree. Industrial Management certification can also be awarded through the National Dual Training System (NDTS) whereby apprentices learn and work at a company and gain theoretical knowledge from a training centre.
Further certification may increase the chances of career advancement. Thus with additional formal training and certification, the experienced personnel in Industrial Management Level 5 can obtain higher professional qualifications as well as career advancement .
9.
SOURCES OF ADDITIONAL INFORMATION
9.1
LOCAL SOURCES
Labour Department Level 5, Block D3, Complex X Federal Government Administrative Centre 62530 Putrajaya Tel
:
0388865192
Fax
:
03-88892368
Website
:
www.jtksm.mohr.gov.my
Department of Occupational Safety And Health (Ministry of Human Resource) Level 2, 3 & 4, Block D3, Complex D Federal Government Administrative Centre 62530 W. P. Putrajaya Tel:
:
03-8865000
Fax
:
03-8889 2443
Website
:
www.dosh.gov.my
7
Federation of Malaysian Manufacturers Wisma FMM, No 3 Persiaran Dagang, PJU 9, Bandar Sri Damansara, 52200 Kuala Lumpur. Tel
:
03-62867200
Fax
:
03-62741266/7288
Website
:
www.fmm.org.my
Malaysian German Chamber of Commerce and Industry (MGCC) Deutsch-Malaysische Industrie- und Handelskammer Suite 47.01, Level 47 Menara AMBank 8 Jalan Yap Kwan Seng 50450 Kuala Lumpur Tel
.
Fax Website
03-9235 1800 03-2072 1198
:
www.malaysia.ahk.de
Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) Bangunan MKN-Embassy Techzone Level 1, Block B, No 3200 Jalan Teknokrat 2 63000 Cyberjaya Tel
:
03-88924002
Fax
:
03-83182162
Website
:
www.malaysia.gov.my
Malaysian Accounting Standards Board Suite 5.02, Level 5, Wisma UOA Pantai, 11 Jalan Pantai Jaya, 59200 Kuala Lumpur. Tel
:
03-2240 9200
Fax
:
03-2240 9300
Website
:
www.masb.org.my
Institute of Marketing Malaysia
8
1G - 1st Floor, Bangunan SKPPK, Jalan SS9A/17, Petaling Jaya 47300, Selangor Darul Ehsan, Malaysia. Tel
:
03-7874 3089 / 6726
Fax
:
03 - 7876 3726
Website
:
www.imm.org.my
Malaysian Institute of Supply Chain Management 2.4, 2nd Floor, The Gallery, 1 Medan Batu Lanchang, 11600 Penang, Malaysia.
9.2
Tel
:
04-6593793 /659 4793
Fax
:
04-6563775
Website
:
www.mipmm.org.my
INTERNATIONAL SOURCES
German Chamber of Industry and Commerce (DIHK) Breite Strasse 29 10178 Berlin Tel
:
+49-30203080
Fax
:
+49-30203081000
Website :
www.dihk.de
International Financial Reporting Standard (IFRS) Foundation / IASB 30 Cannon Street London, EC4M 6XH United Kingdom Tel
:
+44 (0)20 7246 6410
Fax
:
+44 (0)20 7246 6411
9
10.
ACKNOWLEDGEMENT The Direction General of DSD would like to extend his gratitude to the organisations and individuals involved in developing this standard. Special acknowledgement is given to the team of experts in Industrial Management who have generously shared their knowledge and experience for the documentation of this standard. Appreciation is also extended to the DSD NOSS team who provides guidance and direction in the development of this standard with ample patience and enthusiasm.
11. LITERATURE REFERENCES
1. Malaysia. 2010. Tenth Malaysia Plan 2011 - 2015. Malaysia (25 October 2012: 1800) 2.
IHK & Labour Union, Germany. 2006. Training curriculum for Vocational programme : Industrial Management Clerk. Germany
3.
Department of Skills Development. 2008. Occupational Structure for Business and Professional Services Industry Sector. Malaysia
12.
ABBREVIATIONS
BCG
Boston Consultant Group
ERP
Enterprise Resource Planning
HR
Human Resource
HRDF
Human Resource Development Fund
ICT
Information & Communication Technology
KPI
Key Performance Indicator
ROI
Return of Investment
10
13.
COMMITTEE MEMBERS FOR DEVELOPMENT OF STANDARD PRACTICE (SP), COMPETENCY PROFILE CHART (CPC), COMPETENCY PROFILE (CP) AND CURRICULUM of COMPETENCY UNIT (CoCU)
INDUSTRIAL MANAGEMENT LEVEL FIVE (5)
PANEL
1.
2. 3.
Deputy Head of Department, Education and Training Malaysian-German Chamber of Commerce and Industry (MGCC)
Tim-Niklas Schöpp
Financial Controller Hauni (M) Sdn Bhd
Loi Chin Ting
Executive Director Malaysian-German Chamber of Commerce and Industry (MGCC)
Alexander Stedtfeld
4.
Dr. Zoharah Omar
HR and Legal Adviser Elektrisola (Malaysia) Sdn Bhd
5.
Firdaus Fitri Zainal Abidin
Executive Director Specialist Knowledge Centre Sdn. Bhd
6.
Arthur Teo
Assistant Manager, HR SGL Carbon Sdn Bhd
7.
Zimmerle, Thomas
Head of Financial Planning and Controlling Infineon Technologies (Malaysia) Sdn. Bhd.
8.
Muhammad Fadzil Bin Shaarani
Officer Accounts German-Malaysian Institute
9.
Siti Rohaine Azari
HR Executive A. Hartrodt (M) Sdn Bhd
Peter Zuber
Managing Director Doeka Asia Sdn Bhd
10.
FACILITATOR 1.
Chief Operating Officer GMI Technical and Consultancy Services Sdn Bhd
Nabilah Ooi Binti Abdullah
CO-FACILITATORS 1.
Head of Section Quality Assurance German-Malaysian Institute
Raihan Tahir
11
STANDARD CONTENT NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR:
INDUSTRIAL MANAGEMENT LEVEL 5 (TAHAP 5)
12
COMPETENCY PROFILE CHART (CPC) SECTOR
BUSINESS MANAGEMENT
SUB SECTOR
BUSINESS & FINANCE
JOB AREA
INDUSTRIAL MANAGEMENT
JOB LEVEL
LEVEL FIVE (5)
JOB AREA CODE
COMPETENCY UNIT
COMPETENCY
CORE
PROFESSIONAL & FUNCTIONAL TASKS MANAGEMENT
MARKETING & SALES DEVELOPMENT AND PLANNING
13
FINANCIAL PLANNING & CONTROLLING
HUMAN RESOURCE DEVELOPMENT & MANAGEMENT
BUSINESS PROCESS MANAGEMENT
COMPETENCCY PROFLE (CP) SECTOR
BUSINESS MANAGEMENT
SUB SECTOR
BUSINESS & FINANCE
JOB AREA
INDUSTRIAL MANAGEMENT
LEVEL
FIVE (5)
CU Title 1. Professional &
CU Code
CU Descriptor Professional & functional
CU Work Activities 1. Analyse functional task
Performance Criteria 1.1
operation processes
Specific tasks, products, services
Functional
tasks management refers to
Tasks
the management of the
tasks of company in terms of
Management
operation processes of the
relevance, correlations and
core business of the
interdependencies
company. It involves
and processes are related to core
1.2
Specific tasks in areas of
planning, monitoring and
operation are analysed according
reporting.
to company specific key data
The person who is
1.3
Cooperation with internal and
competent in this CU shall
external partners is established to
be able to analyse functional
identify organisation workflows
task operation processes,
and responsibilities outside the
optimise functional task
areas of operation
14
CU Title
CU Code
CU Descriptor operation and perform quality assurance.
CU Work Activities 2. Optimise functional task
Performance Criteria 2.1
operation
Use of resources and services is planned, monitored and controlled
The outcome of this
in accordance with economical
competency is efficient and
and time requirements
effective running of
2.2
Existing working techniques in the
professional & functional
area of operations are determined
tasks to ensure business
and adjusted in terms of
target is achieved.
transferability and profitability 2.3
Solutions are developed for specific tasks in related areas of operation
2.4
Decision memos specific to areas of operation are structured, prepared and presented in accordance with company procedures
3. Perform quality assurance
3.1
Quality assurance instruments and tools are applied in accordance with company quality policy
3.2
15
Quality control is carried out to
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria ensure compliance and to prevent disruptions and errors 3.3
Corrective actions are implemented, where applicable, in accordance with quality assurance procedures
3.4
Lessons learnt are documented to assist in developing strategies for continuous quality improvement
2. Marketing &
Marketing & sales
Sales
development and planning
Development
refers to the development of
and :Planning
market positioning and
1. Analyse trends and market
1.1
developments
Information technology systems are used for data collection of market trends and developments
1.2
Market trends and developments
competitive pricing
are analysed for their potential
strategies.
impact on company business
The person who is
1.3
Qualitative analysis of
competent in this CU shall
comparative market information is
be able to analyse trends
performed as a basis for
and market developments,
reviewing business performance
prepare market analysis,
1.4
develop market position
Understanding and information pertaining to international,
16
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria
strategies, develop product
industry-related and cultural
and service promotion
business habits is established
strategies, develop
through communication with
competitive pricing structure
business partners
and evaluate marketing &
1.5
sales strategies
Existing markets are reviewed to identify significant changes
performance.
1.6
Performance data from all areas
The outcome of this
of business are analysed to
competency is the
determine strengths and
development of competitive
weaknesses of marketing
marketing strategies to build
activities
profitable companies,
1.7
products and services.
Market performance of existing and potential competitors and their products or services is analysed to identify potential opportunities or threats
2. Prepare market analysis
2.1
Product and service redevelopment or withdrawal is considered and proposed based on analysis of performance data
2.2
17
Forecast of existing and emerging
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria market needs is made based on information available using forecasting techniques 2.3
Market analysis data are compiled and reported in accordance with company report format
3. Develop market position
3.1
strategies
Product performance, image and range are continually benchmarked against that offered by competitors to determine market position
3.2
Company brands are created and strengthened
3.3
Customer binding or retention strategies (such as after sales service, discounts, consignment stock) are identified in accordance with legislative and ethical requirements
3.4
Company’s own opportunities and instruments are used to shape
18
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria orientation with customers
4. Develop product and
4.1
service promotion strategies
Marketing and promotional strategies are determined to suit target market
4.2
Concepts for promotional strategies are developed in accordance with marketing plan
4.3
Marketing and promotional activities are developed in accordance with marketing objectives and budgetary requirements
4.4
Marketing and promotional materials are developed in conjunction with appropriate personnel
5. Develop competitive pricing
5.1
structures
Market prices are analysed to determine current competitive trends
5.2
19
Minimum price is determined
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria based on company capacity utilisation (contribution margin) 5.3
Competitive strategies such as cash discounts are developed to attract customers
6. Evaluate marketing and
6.1
Key performance indicators to be
sales strategies
used for evaluating marketing and
performance
sales strategies performance are identified (such as profit share, market share, gross margin and revenue) 6.2
Achievement of KPI is monitored and analysed in accordance with company procedure
6.3
Corrective actions are recommended for under or nonachievement of KPI
3. Financial
Financial planning refers to
1.
Evaluate financial accounts
1.1
KPI (working capital, cash flow,
Planning &
the projection of sales,
and key performance
profit & loss, ROI, quick ratio,
Controlling
income, and assets based
indicators (KPI)
liquidity ratio) are analysed and
on production and marketing
monitored in accordance with
20
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria
strategies, as well as the
financial control procedures
determination of the
1.2
Current performance of KPI is
resources needed to
compared with KPI of previous
achieve these projections.
periods and against market trends
Financial Control deals with
and competitors
the feedback and
1.3
Appropriate actions are
adjustment process required
recommended based on KPI
to ensure adherence to
performance
plans and modification of
1.4
Financial statistics are prepared
plans because of
for decision making by
unforeseen changes.
management
The person who is competent in this CU shall be able to evaluate financial
2.
Plan investments, projects
2.1
and financial processes
Project and investment targets are determined in accordance with
accounts and key
company business goals
performance indicators, plan
2.2
Legislation, regulations and
investments, projects and
compliance issues relating to
financial processes, perform
investment are identified
financial control and
2.3
Financing tools (bonds, shares,
implement credit
loan, revolving credit) are
safeguarding.
determined to finance project and
The outcome of this
investment
21
CU Title
CU Code
CU Descriptor
CU Work Activities
competency is optimum
Performance Criteria 2.4
Project and investment budgets
usage of financial resources
are prepared in accordance with
and efficient control to
finance procedures
maximise returns in
2.5
investment.
Financing cost and need are determined
2.6
Profitability of project and investment is analysed in accordance with finance procedures
2.7
Preliminary financial plan is checked to ensure compliance with relevant legislative and ethical requirements and submitted for management approval
3.
Perform financial control
3.1
Financial controls and accounting checks are applied in accordance with company finance procedures and legislative requirements
3.2
Manual and electronic entry of transactions are verified to ensure
22
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria accuracy, completeness, validity and compliance with control systems and procedures 3.3
Financial resources are checked and controlled to ensure protection from risk of fraud, misappropriation or negligence
3.4
Variances, non-conformities and discrepancies are identified and reported to relevant personnel for remedial action
3.5
Liquidity planning and risks mitigation are performed in accordance with financial control procedures
4.
Implement credit
4.1
Commercial risks are identified
safeguarding
4.2
Credit request (from supplier) is coordinated in accordance with credit safeguarding procedures
4.3
Safeguarding tools (such as credit insurance, export insurance,
23
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria hedging, factoring, bank guarantee) are applied in accordance with company finance procedures
4.
Human
Human Resource
1. Identify training &
1.1
Resource
Development focuses on
Development
developing excellent
groups and company are
&
workforce so that the
identified through consultation
Management
organisation and individual
with key stakeholders
development needs
employees can accomplish
Training & development needs of individuals, specific occupational
1.2
Medium and long-term manpower
their work goals in service to
requirements are identified in
customers. It includes the
accordance with company goals
identification of training and
1.3
Information from training needs
development needs as well
analysis and other sources is
as the development of
applied to identify required
strategies to cater to these
competencies required for human
needs.
resource development
The person who is
1.4
Training & development needs
competent in this CU shall
are linked to other initiatives and
be able to identify training
prioritised in accordance with
and development needs,
company’s strategic plans
24
CU Title
CU Code
CU Descriptor
CU Work Activities
develop strategies for
2. Develop strategies for
Performance Criteria 2.1
Systems and policies are
human resource
human resource
established to support human
development and manage
development
resource development in
implementation of strategies
accordance with company’s
and programmes.
strategic directions and business
The outcome of this
goals
competency is effective and
2.2
Strategic networks are
efficient development of
established and maintained with
human capital.
industry, similar organisations and providers of learning and development programmes 2.3
Programmes are developed to address identified training & development needs in accordance with company policy and procedures
2.4
Resources for training & development needs are allocated and managed in accordance with company priorities
2.5
Public funding and institutional support for training &
25
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria development needs are identified
3. Manage implementation of
3.1
Training & development strategies
training & development
and programmes are
strategies and programmes
implemented in accordance with company policy and procedures 3.2
Strategies and programmes are monitored to gauge their effectiveness in addressing development needs
3.3
Adjustments to strategies and programmes are implemented as a result of monitoring and changes to development needs
3.4
Recommendations for improvement are proposed to management for continuous improvement
5. Business
Business process
1.
Analyse business
1.1
Key business processes including
Process
management (BPM) refers
processes and
their sub-processes, activities and
Management
to the optimisation of
organisation
steps are identified and
business processes to
documented
26
CU Title
CU Code
CU Descriptor
CU Work Activities
enhance business
Performance Criteria 1.2
Organisational structures and
effectiveness and facilitate
decision making processes are
continuous improvement. It
identified
promotes innovation,
1.3
Influences of information and
flexibility, and integration
communication systems on
with technology.
business processes, operating
The person who is
procedures and workplace are
competent in this CU shall
analysed
be able to analyse business
1.4
Information is gathered from
processes and organisation,
process users, owners and
as well as plan, implement
experts to ensure reliability and
and evaluate business
accuracy of information
process improvement
1.5
Business process is analysed and
strategies.
measured to identify costs and
The outcome of this
lead time
competency is the overall enhancement of business efficiency.
2.
Plan business process
2.1
improvement strategies
Opportunities for improvement within own area of accountability are considered and any anticipated problem areas are identified
2.2
27
Clear and measureable targets for
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria improvement are set 2.3
Rules for functional and ergonomic set up of workplace are considered
2.4
Strategies for optimising resources, promoting efficiency, reducing costs and improving lead time are proposed in accordance with company business goals
2.5
Commitment is obtained from both management and process owners to ensure buy-in at all levels of the organisation
2.6
Relevant planning and controlling tools and technology are applied in accordance with company policy
3.
Implement business
3.1
Constraints to effective
process improvement
functioning are identified and
strategies
removed 3.2
28
Process improvement is
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria implemented within timeframe in accordance with relevant industrial standards 3.3
Process improvement implementation is monitored to ensure target is met
3.4
Open communication is applied to help foster trust, involvement and commitment
4.
Evaluate business process
4.1
improvement strategies
Feedback is collected from business units and analysed to measure process improvement effectiveness
4.2
Outcomes of process improvement are measured against specified targets
4.3
Process improvement evaluation findings are documented and reported to stakeholders in accordance with company procedures
29
CU Title
CU Code
CU Descriptor
CU Work Activities
Performance Criteria 4.4
Outcomes of process improvement are reviewed to promote further learning and continuous improvement in the company.
30
CURRICULUM of COMPETENCY UNIT (CoCU) FOR:
NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR:
INDUSTRIAL MANAGEMENT LEVEL 5
31
CURRICULUM of COMPETENCY UNIT (CoCU)
Sub Sector
Business & Finance
Job Area
Industrial Management
Competency Unit Title
Professional & Functional Tasks Management The person who is competent in this CU shall be able to manage professional and functional tasks. Upon completion of this competency unit, trainees will be able to:-
Learning Outcomes
Analyse functional task operation processes Optimise functional task operation Plan quality assurance
Competency Unit ID
Work Activities 1.
Analyse
Level
Related Knowledge
5
Applied Skills
i Business core tasks
Training Duration
720 hours
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
120
Credit Hours
Lecture
72
i
Relationship
functional task
Areas of operation
Discussion
between areas
operation
Correlation and
Problem-based
of operation,
processes
interdependencies of
Learning
specific tasks, products,
areas of operation
services and
ii Areas of operation Work processes and
processes to
sub-processes
company core
32
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Work flow and
tasks
techniques
established ii
iii Use of resources
Relevance,
Optimisation
correlations and
Economical
interdependenci
requirements
es of key processes and
iv Internal and external
sub-processes
partners i
Relate areas of
i. Demonstrate
of areas of
analytical
Simulation
operation
tasks, products,
thinking
Project
assessed
ii. Practise waste
to company core tasks
prevention and
Assess relevance,
optimisation
On-the-job training
iii
Ways to optimise utilisation of
correlations and
resources
interdependencies of
identified
key processes and subprocesses of areas of operation iii
Demonstration
operation, specific
services and processes
ii
120
Identify ways to optimise utilisation of resources
33
Work Activities 2.
Optimise
Related Knowledge i
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Areas of operation
120
Lecture
i
Methods to
functional task
Work processes and
Discussion
optimise usage
operation
sub-processes
Problem-based
of resources
Work flow and
Learning
determined ii
techniques
Existing solutions in
ii Use of resources Optimisation
area of
Wastage prevention
operation
Recycling
determined and transferability
iii Problem solving
and profitability
techniques i
Determine methods to optimise usage of resources
ii
Apply problem solving skills
ii. Practise waste
120
Demonstration
to tasks
Simulation
adjusted
Project
iii
Solutions to
Determine existing
prevention and
On-the-job
overcome
solutions in area of
recycling
training
constraints or
operation and adjust
problems
their transferability
developed
and profitability to tasks iii
i.
Develop solutions to overcome constraints or problems
34
Work Activities 3.
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Perform quality
i. Quality assurance policy
120
assurance
ii. Continuous improvement
Discussion
improvement
iii. Quality improvement
Problem-based
instruments
Learning
and tools
instruments and tools
Lecture
i.
Quality
applied i.
ii.
iii.
iv.
Apply quality
i. Emphasise
120
Demonstration
ii.
Measures to
improvement
quality
Simulation
prevent
instruments and tools
compliance
Project
disruptions
On-the-job
and errors
training
initiated
Initiate measures to
ii. Practise
prevent disruptions
continuous
and errors
improvement
Rectify non-
culture
iii.
Noncompliance in
compliance in areas of
areas of
operation
operation
Propose
rectified
recommendations for
iv.
Recommendat ions for
improvement
improvement proposed
35
Employability Skills Core Abilities
Social Skills 1.
Communication skills
2.
Conceptual skills
3.
Interpersonal skills
4.
Learning skills
5.
Leadership skills
6.
Multitasking and prioritising
7.
Self-discipline
8.
Teamwork
Tools, Equipment and Materials (TEM) ITEMS
RATIO (TEM : Trainees)
1.
Production plan
1:1
2.
Flowcharts
1:1
3.
Production Reports
1:1
4.
IT solutions
1:1
5.
ERP software
1:1
REFERENCES 1.
Wilson, R. 2000. The new manufacturing standard. 2nd edition. Hanser Gardner Publications.Cincinnati
2.
Hanna, M. 2001.. Integrated Operations Management. Prentice Hall.
3.
Brennan, L. 2011, 36-hour course, Operations management. McGraw-Hill New York
36
CURRICULUM of COMPETENCY UNIT (CoCU)
Sub Sector
Business & Finance
Job Area
Industrial Management
Competency Unit Title
Marketing & Sales Development and Planning The person who is competent in this CU shall be able to manage and develop marketing and sales strategies. Upon completion of this competency unit, trainees will be able to:Analyse trends and market developments Prepare market analysis Develop market position strategies
Learning Outcomes
Develop promotion strategies Develop competitive pricing structures Evaluate marketing and sales strategies performance
Competency Unit ID
Level
Work Activities 1. Analyse trends
Related Knowledge i
and market
4
Applied Skills
Market trends and
ii
360 Hours
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
30
developments
developments
Training Duration
Credit Hours
Lecture
36
i
Local market
Discussion
trends and
Local
Problem-based
developments
International
Learning
analysed ii
Changes of supply and
International market trends
demand
37
Work Activities
Related Knowledge
Applied Skills i
Analyse local market
ii
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
i. Demonstrate
30
Demonstration
and
trends and
analytical
Simulation
developments
developments
thinking
Project
analysed
Analyse international
iii
Attitude / Safety /
ii. Keep abreast
On-the-job
iii
training
Implications of
market trends and
with information
changes in
developments
on market
supply and
Assess implications of
trends
demand
changes in supply and
assessed
demand 2. Prepare market analysis
i
Market analysis methods
30
Lecture
ii
Emerging market needs
Discussion
iii
Market analysis report
Problem-based
i.
analysed ii.
Learning
market needs analysed
Analyse market data
ii.
Analyse existing
analysing
Simulation
market needs
information
Project
market needs
On-the-job
forecast
iv.
Forecast emerging
ii. Prepare report
market needs
in a timely
Prepare market
manner
30
Existing
i.
iii.
i. Objective in
Market data
Demonstration
training
iii.
iv.
Emerging
Market analysis report prepared in an
analysis report
accurate and timely manner
38
Work Activities 3. Develop market
Related Knowledge i
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Market position
30
Lecture
i.
Market position
position
Product/service
Discussion
benchmarked
strategies
performance
Problem-based
against
Image
Learning
competitors ii. Market
Range
positioning
Branding ii
strategies
Marketing planning tools
developed
BCG matrix iii
iv
iii. Marketing
Customer retention strategies
planning tools
Competition Act 2010
applied i. Comply with fair
position against
competition
Simulation
retention
competitors
regulations
Project
strategies
ii. Develop market
ii. Apply creative
On-the-job
developed
positioning strategies iii. Apply marketing planning tools iv. Develop customer retention strategies
39
thinking
30
Demonstration
iv. Customer
i. Benchmark market
training
Work Activities 4. Develop
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
i. Target market
30
Lecture
i.
Promotion
promotion
ii. Marketing plan
Discussion
strategies
strategies
iii. Marketing and promotion
Problem-based
developed
strategies
Learning
ii.
iv. Competition Act 2010
materials i.
ii.
Develop promotion
i.
Comply with fair
30
competition
Simulation
Develop promotion
regulations
Project
ii. Apply creative
developed
Demonstration
strategies
materials
On-the-job
thinking
5. Develop
Promotion
training
i.
Price positioning
30
Lecture
i.
competitive
ii.
Minimum price
Discussion
positioning
pricing structures
iii.
Competition Act 2010
Problem-based
strategy
iv.
Competitive strategies
Learning
determined ii.
Cash discounts
Price
Minimum price
Payment terms
for product/
Contribution margin
service
based pricing
calculated
40
Work Activities
Related Knowledge
Applied Skills i.
ii.
Determine price
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
i. Comply with fair
30
Demonstration
iii.
Competitive
positioning strategy
competition
Simulation
strategies
Calculate minimum
regulations
Project
identified
price for product/ service iii.
Attitude / Safety /
ii. Apply creative
On-the-job
thinking
training
Identify competitive strategies
6. Evaluate
i.
Continuous improvement
ii.
Performance indicators
Discussion
of marketing
sales strategies
for measuring marketing
Problem-based
and sales
performance
and sales strategies
Learning
strategies
marketing and
30
Lecture
i
implementation
Performance
analysed
iii.
Results analysis methods
ii
iv.
Preparation of marketing
plan for
and sales report
marketing and i
ii
iii
Demonstration
sales
analytical
Simulation
proposed
thinking
Project
Analyse performance
i. Demonstrate
of marketing and sales strategies Propose improvement
ii. Objective in
plan for marketing and
making
sales
evaluation
Prepare marketing
iii. Prepare report
and sales reports
in a timely manner
41
Improvement
30
iii
Marketing and
On-the-job
sales reports
training
prepared
Employability Skills Core Abilities
Social Skills 1. Communication skills 2. Conceptual skills 3. Interpersonal skills 4. Learning skills 5. Leadership skills 6. Multitasking and prioritising 7. Self-discipline 8. Teamwork
Tools, Equipment and Materials (TEM) ITEMS
RATIO (TEM : Trainees)
1.
Marketing plan
1:1
2.
Business Plan
1:1
3.
Marketing Planning Tool (such as Boston Consultant Group (BCG)
1:1
Matrix, Ansoff Matrix) 4.
Sample Customer List
!:1
5.
Promotional materials
1:1
REFERENCES 1.
Malaysian Institute of Management. 2003. Management in Malaysia. 2nd Edition. Kuala Lumpur
2.
Kotler, Philip. 2002. Principles of Marketing. England: Prentice Hall.
42
CURRICULUM of COMPETENCY UNIT (CoCU)
Sub Sector
Business & Finance
Job Area
Industrial Management
Competency Unit Title
Financial Planning & Controlling The person who is competent in this CU shall be able to manage finance and control. Upon completion of this competency unit, trainees will be able to:Evaluate financial accounts and key performance indicators (KPI) Plan investments, projects and financial processes
Learning Outcomes
Perform financial compliance and risk controlling Implement credit safeguarding
Competency Unit ID
Level
Work Activities 1. Evaluate financial accounts and KPI
Related Knowledge i
5
Applied Skills
Key performance indicators
Training Duration
300 Hours
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
40
(KPI)
Credit Hours
30
Lecture
i
KPI analysed
Discussion
ii
Financial
Working capital
Problem-based
statistics
Cash Flow
Learning
prepared iii
Profit & Loss
Financial control
Balance Sheet
43
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Return of Investment
strategies
Quick ratio
proposed
Liquidity ratio ii
Financial control strategies
iii
Financial statistics i
Analyse KPI
i.
ii
Prepare financial
analytical
Simulation
statistics based on KPI
thinking
Project
analysis iii
Demonstrate
40
ii. Prepare true
Propose financial
and fair
control strategies
statistics
Demonstration
On-the-job training
iii. Apply creative thinking 2. Plan investments,
i.
projects and financial
ii.
processes iii.
Investment and financing
40
Lecture
i.
Financing
purposes
Discussion
costs for
Static investment
Problem-based
investment
calculations
Learning
and projects
Dynamic investment
determined
calculations
ii.
Appropriate
iv.
Capital investment
financing tools
v.
Long-term financing
selected
methods vi.
iii.
Financing tools
Financing for investment
44
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Bonds
and projects
Shares
organised
Loan Credit lines Revolving credit vii. Fiscal and monetory policy instruments viii. Legislative requirements Bursa Malaysia i.
ii.
iii.
Determine financing
i.
Demonstrate
40
Demonstration
costs for investment
analytical
Simulation
and projects
thinking
Project
Select appropriate
ii. Comply with
financing tools
financial related
Organise financing for
legislative
investment and
requirements
On-the-job training
projects 3. Perform financial compliance and
i.
Financial Control
ii.
Financial risks
risk controlling
40
Lecture
i
Discussion
Negligence
Problem-based
Fraud
Learning
verified ii
Financial resources controlled
Misappropriation iii.
Accounts
iii
Risks mitigation methods
45
Financial
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
iv.
Liquidity planning
variances and
v.
Legislative requirements
noni
Verify accounts
i. Demonstrate
ii
Control financial
analytical
Simulation
resources
thinking
Project
iii
Identify and report
40
ii. Comply with
financial variances
financial related
and non-conformities
legislative
iv
Identify financial risks
requirements
v
Perform liquidity
conformities
Demonstration
On-the-job
identified and reported iv
identified
training v
risks mitigation performed
mitigation i. Credit requests
safeguarding
assessment
Liquidity planning and
planning and risks
4. Implement credit
Financial risks
30
ii. Credit safeguarding tools Credit insurance
Lecture
i
Discussion
credit
Problem-based
performance
Learning
assessed ii
Export insurance
Suppliers
Safeguarding
Hedging
tools
Factoring
proposed
Bank guarantee
46
Work Activities
Related Knowledge
Applied Skills i
Assess suppliers credit performance
ii
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
i. Take calculated
30
risks
Demonstration Simulation
Propose credit
Project
safeguarding tools
On-the-job training
Employability Skills Core Abilities
Social Skills 1.
Communication skills
2.
Conceptual skills
3.
Interpersonal skills
4.
Learning skills
5.
Leadership skills
6.
Multitasking and prioritising
7.
Self-discipline
47
Tools, Equipment and Materials (TEM) ITEMS
RATIO (TEM : Trainees)
1.
Sample Balance Sheet
1:1
2.
Sample Profit & Loss (P&L) Statement
1:1
3.
Sample Aging List Statement
1:1
4.
Sample Cash Flow
1:1
5.
Sample Assets Register
1:1
6.
Sample Bank statements
1:1
7.
Sample Bank Cheque
As required
8.
Banking software
1:1
9.
Enterprise Resource Planning (ERP) software
1:1
REFERENCES 1. Laurie, D.L. 2001. Venture catalyst : the five strategies for accelerating growth and profit. Nicholas Brealey, 2.
Cohen, A.R. 2002 The Portable MBA in management. 2nd. John Wiley
3.
Anthony, R.N. 2001. Management Control Systems. 10th Edition. McGraw-Hill New York.
4.
Nicholas, J. M and Steyn, H. 2012. Project management for engineering business and technology. 4th ed. Routledge Abingdon, Oxon, New York.
48
CURRICULUM of COMPETENCY UNIT (CoCU)
Sub Sector
Business & Finance
Job Area
Industrial Management
Competency Unit Title
Human Resource Development & Management The person who is competent in this CU shall be able to manage human resource development. Upon completion of this competency unit, trainees will be able to:Identify development needs
Learning Outcomes
Develop strategies for human resource development Manage implementation of human resource strategies and programmes
Competency Unit ID
Level
Work Activities 1. Identify training
Related Knowledge i
and development needs
5
Applied Skills
Corporate philosophy and
Training Duration
300 Hours
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
40
Credit Hours
Lecture
30
i
Training needs
strategy
Discussion
analysis
ii
Workforce analysis
Problem-based
conducted
iii
Human resource allocation
Learning
iv
Personnel management
TNA findings analysed
and development v
ii
iii
Staff training
Training needs analysis
and
(TNA)
development
49
Work Activities
Related Knowledge
Applied Skills i
Conduct training needs
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Demonstrate
40
i.
Demonstration
analysis
analytical
Simulation
ii
Analyse TNA findings
thinking
Project
iii
Identify staff training and development needs
ii. Committed to
needs identified
On-the-job
staff
training
development and advancement 2. Develop
i
strategies for
Corporate philosophy and
60
Lecture
i
Training and
strategy
Discussion
development
human resource
ii
Training needs analysis
Problem-based
strategies
development
iii
Training and development
Learning
developed
plan
ii
Training and
iv
Training cost
development
v
Funding opportunities
systems and
Government funding
policies
HRDF
established
vi
Training providers
vii
Negotiating skills
iii
Liaison and negotiation with
50
Work Activities
Related Knowledge
Applied Skills i
ii
Develop training and
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Demonstrate
60
i.
training
development strategies
analytical
providers to
Establish training and
thinking
identify
development systems
iii
Attitude / Safety /
ii. Committed to
appropriate
and policies
staff
training and
Liaise and negotiate
development
development
with training providers
and
programmes
to identify appropriate
advancement
carried out
training and
iv
iv
Sources of
development
funding for
programmes
training and
Identify possible
development
sources of funding for
identified
training and development 3. Manage
i.
Training and development
50
Lecture
i
Effectiveness of
implementation of
programmes
Discussion
training and
strategies and
implementation procedures
Problem-based
development
Learning
programmes
programmes
ii. Performance indicators for measuring training and
assessed
development programmes
ii
effectiveness
Compliance of training and
iii. Training and development
development
effectiveness analysis
policies
51
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
methods
supervised iii i
ii
Assess effectiveness of
Simulation
development
development
Project
programmes
and
On-the-job
Supervise compliance
advancement
training
ii. Comply with
development policies
standards and
Adjust programme
policies iii. Practise
strategies, if applicable
continuous
Propose
improvement
recommendations for
culture
programme improvement
52
implementation
Demonstration
staff
implementation
iv
50
training and
of training and
iii
i. Committed to
Programme
strategies adjusted, if applicable iv
Recommendati ons for programme improvement proposed
Employability Skills Core Abilities
Social Skills 1.
Communication skills
2.
Conceptual skills
3.
Interpersonal skills
4.
Learning skills
5.
Leadership skills
6.
Multitasking and prioritising
7.
Self-discipline
8.
Teamwork
Tools, Equipment and Materials (TEM) ITEMS
RATIO (TEM : Trainees)
1.
Employment contract
1:1
2.
Attendance report
1:1
3.
HR Forms
1:1
4.
Employee handbook
1:1
5.
HR policies
1:1
6.
Legal Framework
1:10
Employment Act Income Tax Act Employee Provident Fund Act Data Privacy Protection Act SOCSO Act Industrial Relation Act
53
ITEMS 7. Organisation chart
RATIO (TEM: Trainees) 1:1
8.
Immigration Guidelines (Expatriates & Foreigners)
1:10
9.
Statutory Deduction Documents
1:1
10. HR software
1:1
REFERENCES
1.
Rajkumar, K. 2000. Rightsizing the Malaysian organisation : strategies & implementation. Pelanduk Publications Subang Jaya, Selangor Darul Ehsan, Malaysia:
2.
Certo, S.C. 2003. Modern management. 9th Edition. Prentice Hall. New Jersey.
3.
Deresky, H. 2003. International management: Managing across borders and cultures. Prentice Hall. New Jersey
4.
Truelove, S. 2009. Training and Development: Theory & Practice. Jaico Publishing House. Mumbai.
54
CURRICULUM of COMPETENCY UNIT (CoCU) Sub Sector
Business & Finance
Job Area
Industrial Management
Competency Unit Title
Business Process Management The person who is competent in this CU shall be able to manage and improve business process strategies. Upon completion of this competency unit, trainees will be able to:Analyse business processes and organisation Plan business process improvement strategies
Learning Outcomes
Implement business process improvement strategies Evaluate business process improvement strategies
Competency Unit ID
Work Activities 1. Analyse business processes and organisation
Level
Related Knowledge
5
Applied Skills
i Trigger for focus business
Training Duration
300 Hours
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
40
processes
Credit Hours
Lecture
30
i Key business
Discussion
processes
Buyer markets
Problem-based
analysed
Seller markets
Learning
ii Key business
Globalisation
processes to sub-
ii Elements of business
processes linked iii Information on
process
55
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
Key business processes
business
Sub-processes
processes to
Decision making
compiled to assist
processes
in decision making
iii Integrated business process
iv ICT in business
iv Impact of ICT on business
analysis applied
processes v Standard operating procedures i Analyse key business processes ii Link key business
i. Demonstrate
40
Demonstration
analytical
Simulation
thinking
Project
processes to sub-
On-the-job
processes
training
iii Compile information on business processes to assist in decision making iv Apply ICT in business analysis 2. Plan business process improvement
i. Continuous improvement
40
process ii. Functional and ergonomic set-up of workplace
56
Lecture
i.
Strengths and
Discussion
limitations of
Problem-based
processes and
Learning
sub-processes
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
iii. Optimisation of resources
strategies
in operation areas reviewed
Improving efficiency
ii. Opportunities
Cost reduction Waste prevention
for improvement
Reusability
in work processes
iv. Production planning and
identified
control i. Review strengths and
i. Demonstrate
40
Demonstration
iii. Measures for
limitations of processes
analytical
Simulation
optimisation of
and sub-processes in
thinking
Project
resources
On-the-job
developed
operation areas
ii. Apply creative
ii. Identify opportunities for improvement in work processes
thinking
training
iv. Measures for production
iii. Apply problem
control
solving skills
developed
iii. Develop measures for optimisation of resources iv. Develop measures for production control 3. Implement
i
business process improvement
ii
Process improvement
40
Lecture
i. Measures for
implementation
Discussion
optimisation of
Key success factors
Problem-based
resources
Learning
initiated
strategies
57
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria ii. Measures for production
i. Initiate measures for
i. Practise
40
Demonstration
optimisation of
continuous
Simulation
resources
improvement
Project
culture
On-the-job
ii. Initiate measures for production control
ii. Communicate
iii. Identify and remove
effectively
training
control initiated iii. Constraints to effective functioning of operation area identified and removed
constraints to effective
i. Cooperation
functioning of operation
with internal
area
and external
iv. Cooperate with internal
partners
and external partners
established 4. Evaluate business process
i. Continuous improvement ii.
improvement strategies
30
Performance measurement methods
iii.
Outcomes analysis
Lecture
i. Performance of
Discussion
business
Problem-based
process
Learning
improvement
method
strategies i.
Analyse performance of
i. Practise
30
Demonstration
analysed ii. Continuous
business process
continuous
Simulation
improvement strategies
improvement
Project
improvement
culture
On-the-job
strategies
training
recommended
ii. Recommend continuous improvement strategies
58
ii. Comply with
Work Activities
Related Knowledge
Applied Skills
Attitude / Safety /
Training
Delivery
Assessment
Environmental
Hours
Mode
Criteria
quality standards
Employability Skills Core Abilities
Social Skills 1.
Communication skills
2.
Conceptual skills
3.
Interpersonal skills
4.
Learning skills
5.
Leadership skills
6.
Multitasking and prioritising
7.
Self-discipline
Tools, Equipment and Materials (TEM) ITEMS
RATIO (TEM : Trainees)
1.
Flowcharts
1:1
2.
Organisation chart
1:1
3.
Production plan
1:1
4.
Standard Operating Procedures
1:10
5.
Business plan
1:1
6.
Enterprise resource planning (ERP) software
1:1
59
REFERENCES 1. Tapping,D. 2001. Value Stream Management Eight Steps to Planning, Mapping and Sustaining Lean Improvements. Productivity Press. Shelton. 2.
Hitt, M.A. 2001. Strategic Management Competitiveness and Globalization. South-Western.
3.
James H.H. 1997. Business process improvement workbook : documentation, analysis, design and management of business process improvement. McGraw Hill, [1997].
4.
Nicholas, J.M and Steyn, H. 2012. Project management for engineering, business and technology. 4th ed. Routledge. Abingdon, Oxon ; New York, NY.
60
SUMMARY OF TRAINING HOURS
SECTOR
BUSINESS MANAGEMENT
SUB SECTOR
BUSINESS & FINANCE
JOB AREA
INDUSTRIAL MANAGEMENT
JOB LEVEL
FIVE (5)
CU ID
Competency Unit
Training Hours
Professional & Functional Tasks Management
600
Financial Planning & Controlling
300
Marketing & Sales Development and Planning
360
Human Resource Development and Management
300
Business Process Management
300
Total Training Programme Hours
1860
61
