DOCUMENT NO: 2.02.

00
COMPETENCE GUIDE:
REVISION NO: 0
MANUFACTURING DEVELOPMENT
SPECIALIST DATE ISSUED: FEBRUARY 2009

LEARNER: MANAGER: DATE:

PURPOSE STATEMENT: To identify, co-ordinate and actively participate in strategic and systemic level SIGNED SIGNED
C NYC
departmental improvement initiatives to achieve the Business Strategy LEARNER MANAGER
UNIT 1: FACILITATE DEPARTMENTAL ACHIEVEMENT OF THE MANUFACTURING STRATEGY
1.1 IMPLEMENT DEPARTMENTAL PLANS TO SUPPORT THE MANUFACTURING WAY
1.2 IMPLEMENT MANUFACTURING WORK PRACTICES/PRINCIPLES
1.3 PROVIDE LEADERSHIP FOR ONGOING MANUFACTURING DEVELOPMENT STRATEGIES
1.4 PROMOTE KNOWLEDGE MANAGEMENT PROCESSES

UNIT 2 : FACILITATE THE IDENTIFICATION AND IMPLEMENTATION OF DEPARTMENTS IMPROVEMENT PROJECTS

2.1 VALUE CHAIN AND IMPROVEMENT TOOLS APPLIED
2.2 EVALUATE APPLICABLE CRITICAL TO CUSTOMER REUIREMENTS
2.3 CONDUCT APPROPRIATE BENCHMARKING
2.4 FACILITATE & CO-ORDINATE THE DEPARTMENTAL PROJECT SELECTION PROCESS

UNIT 3 : FACILITATE, CO-ORDINATE AND/OR LEAD DEPARTMENTAL IMPROVEMENT PROJECTS

3.1 ENSURE INTEGRITY OF THE DMAIC PROBLEM SOLVING PROCESS
3.2 LEAD PROJECTS
3.3 FACILITATE THE SOP LEARNING PROCESS
3.4 PROVIDE INDUSTRIAL ENGINEERING SUPPORT
3.5 CONDUCT ADMINISTRATION

Date of Issue: February 2009  2009 SABMiller Africa & Asia

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 DOCUMENT NO: 2.02.00
COMPETENCE GUIDE:
REVISION NO: 0
MANUFACTURING DEVELOPMENT
SPECIALIST DATE ISSUED: FEBRUARY 2009

UNIT 1: FACILITATE DEPARTMENTAL ACHIEVEMENT OF THE MANUFACTURING STRATEGY

OUTCOME 1.1: IMPLEMENT DEPARTMENTAL PLANS / STRATEGIES TO SUPPORT THE MANUFACTURING WAY

ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC

1.1.1 Departmental strategies are implemented and
their progress monitored to track progress
1.1.2 Departmental goals are developed in line with • The Manufacturing 1. Explain how departmental plans are monitored
the strategy and reviewed regularly to ensure Way 2. Describe the process used to develop
ongoing alignment • Performance departmental goals
1.1.3 Accountability for the successful implementation Management
of the plan is documented and agreed to by all
team members
OUTCOME 1.2 : IMPLEMENT MANUFACTURING WORK PRACTICES / PRINCIPLES
ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC
1.2.1 Team leaders and team members are coached
on WCM principles and work practices to • CCI 1. Explain how work practices are communicated
ensure effective application thereof • TRACC 2. Demonstrate how you would coach a team
1.2.2 Development of appropriate work practices, member
roles and responsibilities relating to 3. Discuss how you would facilitate manufacturing
manufacturing change initiatives are change initiatives
implemented and tracked for successful 4. Provide evidence of an audit
application 5. Explain how you would ensure that work
1.2.3 Application of WCM principles and work instructions are valid
practices are audited to identify compliance and
improvement opportunities
1.2.4 Work Instructions and SOP’s are regularly
reviewed to ensure relevance, accuracy and
compliance
1.2.5 New staff are inducted on the manufacturing
strategy to ensure alignment

Date of Issue: February 2009  2009 SABMiller Africa & Asia

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 DOCUMENT NO: 2.02.00
COMPETENCE GUIDE:
REVISION NO: 0
MANUFACTURING DEVELOPMENT
SPECIALIST DATE ISSUED: FEBRUARY 2009

OUTCOME 1.3 : PROVIDE LEADERSHIP FOR ONGOING MANUFACTURING DEVELOPMENT STRATEGIES

ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC
1.3.1 Conceptual frameworks are integrated and 1. Provide evidence of how communication of
communicated to all levels to ensure common • Communication conceptual frameworks are undertaken
understanding and acceptance principles 2. Discuss how you ensure that the Manufacturing
1.3.2 WCM and related philosophies are promoted • Decision making Way philosophy is promoted
through structured meetings and decision
making processes with the departmental team

OUTCOME 1.4: PROMOTE KNOWLEDGE MANAGEMENT PROCESSES

ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC
1.4.1 Manufacturing development initiatives are 1. Demonstrate how information is disseminated
shared using appropriate channels 2. Discuss how shared learnings are implemented
1.4.2 Shared learning processes are promoted and
driven in the region

Date of Issue: February 2009  2009 SABMiller Africa & Asia

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 DOCUMENT NO: 2.02.00
COMPETENCE GUIDE:
REVISION NO: 0
MANUFACTURING DEVELOPMENT
SPECIALIST DATE ISSUED: FEBRUARY 2009

UNIT 2: IDENTIFY DEPARTMENTS IMPROVEMENT PROJECTS

OUTCOME 2.1: VALUE CHAIN AND IMPROVEMENT TOOLS APPLIED
ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC
2.1.1 Department understanding of the value chain is 1. Demonstrate how you would facilitate an
facilitated by using tools such as Value Stream understanding of the value chain
Mapping (VSM) 2. Provide examples of where you have used the
2.1.2 Theory of Constraints as it relates to the value Theory of Constraints to improve process/s in the
chain are identified and initiatives to value chain
reduce/remove them are implemented and 3. Explain how you would use ‘Lean Manufacturing’
monitored philosophies and principles to improve process
2.1.3 Lean Manufacturing’ philosophies and principles
are appropriately applied to ensure ongoing
improvement in operating efficiencies
2.1.4 Six sigma principles are applied to improve
process constraints

OUTCOME 2.2: CUSTOMER REQUIREMENTS EVALUATED

ASSESSMENT CRITERIA
2.2.1 Factors that are critical to quality, delivery and
cost are evaluated for improvement and
solutions formulated
2.2.2 Critical to customer parameters are monitored
to ensure improved and sustained capability
LEARNER GUIDE LEARNING OBJECTIVES C NYC
1. Provide examples of where solutions to customer
requirements have been formulated
2. Demonstrate how critical to customer parameters
are determined and monitored

OUTCOME 2.3: CONDUCT APPROPRIATE BENCHMARKING

ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC
2.3.1 Benchmarking against ‘best in class’ is 1. Conduct a benchmarking exercise and make
conducted for a value stream or process to recommendations for gap closure
identify improvement opportunities
2.3.2 Benchmarking against other industries is
conducted to ensure ongoing alignment of the
business strategy

Date of Issue: February 2009  2009 SABMiller Africa & Asia

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 DOCUMENT NO: 2.02.00
COMPETENCE GUIDE:
REVISION NO: 0
MANUFACTURING DEVELOPMENT
SPECIALIST DATE ISSUED: FEBRUARY 2009

OUTCOME 2.4: FACILITATE AND CO-ORDINATE THE DEPARTMENTAL PROJECT SELECTION PROCESS
ASSESSMENT CRITERIA
2.4.1 Identification of potential projects is facilitated
through the application of Value stream
mapping, brain storming and other appropriate
methods to ensure comprehensive analysis
2.4.2 Impact on organisational goals and financial
issues based on NPV/EVA calculations are
determined and analysed for the purpose of
assessing risk.
2.4.3 Short-listed projects are managed and
motivated for input into the regional project
hopper process through a formal process
LEARNER GUIDE LEARNING OBJECTIVES C NYC
1. Demonstrate how you would facilitate the
identification of potential projects
2. Provide evidence of where risk assessment has
been done for each potential project in the
following areas:
- Strategic: Impact on organisational goals
- Customer focussed: Impact on ‘critical to’ factor
- Value: Financial impact based on NPV/EVA
calculations
3. Explain how you would motivate a particular project

Date of Issue: February 2009  2009 SABMiller Africa & Asia

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 DOCUMENT NO: 2.02.00
COMPETENCE GUIDE:
REVISION NO: 0
MANUFACTURING DEVELOPMENT
SPECIALIST DATE ISSUED: FEBRUARY 2009

UNIT 3: FACILITATE, CO-ORDINATE AND/OR LEAD DEPARTMENTAL IMPROVEMENT PROJECTS

OUTCOMES 3.1: ENSURE INTEGRITY OF THE DMAIC PROBLEM SOLVING PROCESS
ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC
3.1.1 Project milestones are monitored to ensure
adherence to the DMAIC approach
3.1.2 Project tools, templates etc are applied
consistently to ensure a successful outcome
3.1.3 DMAIC methodology is consistently applied to
lead projects

OUTCOME 3.2: LEAD PROJECTS

ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC
3.2.1 SOP project portal protocols are adhered to by Demonstrate knowledge of
formal project teams
3.2.2 Sub-activities of the projects are co-ordinated and
corrective action taken to address any deviations
3.2.3 Appropriate change management processes are
applied to ensure
3.2.4 Team and team dynamics are managed to ensure
project success
3.2.5 Appropriate statistical techniques are consistently
applied to the DMAIC process

Date of Issue: February 2009  2009 SABMiller Africa & Asia

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COMPETENCE GUIDE:
MANUFACTURING DEVELOPMENT
SPECIALIST
OUTCOME 3.3: FACILITATE THE SOP LEARNING PROCESS
ASSESSMENT CRITERIA
3.3.1 Appropriate training methodologies are applied to
ensure successful application of the SOP learning
3.3.2 Coaching of team members occurs to facilitate the
transfer of learning
3.3.3 Evaluation (stage 5/6) of the training is done for all
team members, and any shortfalls addressed
OUTCOME 3.4: PROVIDE INDUSTRIAL ENGINEERING SUPPORT
ASSESSMENT CRITERIA
3.4.1 Production planning and scheduling systems are
evaluated for effectiveness and recommendations
for improvement provided
3.4.2 Industrial Engineering support is given through the
application of a variety of techniques such as
scheduling, materials inventory, work and time
studies, simulation and operations research to
assist in process improvements
3.4.3 Support is provided in evaluating, specifying
and/or implementing Manufacturing Information
Systems
3.4.4 Advice and recommendations are provided to
assist with the introducing of advanced
manufacturing technologies, artificial intelligence
etc
3.4.5 Departmental capacity constraints are evaluated
with respect to Regional Capacity Plans and
provide input into the Regional Capacity Planning
process.
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DOCUMENT NO: 2.02.00
REVISION NO: 0
DATE ISSUED: FEBRUARY 2009
LEARNER GUIDE LEARNING OBJECTIVES C NYC
Provide department specific examples or
input with respect to Six Sigma, Lean, TOC
and other relevant methodologies for
training and/or coaching purposes
Coach and facilitate training projects (e.g.
Green Belt Projects)
Assess effective application of the training
(e.g. Project delivery, ROI) – monitor
departmental outputs related to training,
coaching or project objectives
LEARNER GUIDE LEARNING OBJECTIVES C NYC
Department specific production planning and
scheduling systems or logistics subsystems are
evaluated and/or implemented
Provide general IE support. RofV scheduling and
materials/inventory management philosophies and
processes, work and time studies, simulation,
operations research.
Support is provided to evaluating, specifying and/or
implementing Manufacturing Information Systems
Support is provided to introducing Advanced
Manufacturing technologies as appropriate. RofV
artificial intelligence etc
Departmental capacity constraints are evaluated
with respect to Regional Capacity Plans and provide
input into the Regional Capacity Planning process.
 2009 SABMiller Africa & Asia
 DOCUMENT NO: 2.02.00
COMPETENCE GUIDE:
REVISION NO: 0
MANUFACTURING DEVELOPMENT
SPECIALIST DATE ISSUED: FEBRUARY 2009

OUTCOME 3.5: CONDUCT ADMINISTRATION

ASSESSMENT CRITERIA LEARNER GUIDE LEARNING OBJECTIVES C NYC
3.5.1 Relevant regional and divisional audits are
conducted and communicated
3.5.2 Relevant reports and scoreboards are maintained
and communicated to ensure progress, monitoring
and for future learning
3.5.3 Network capabilities both internally and externally
are developed. RofV consultant, universities and
other professional bodies.

Date of Issue: February 2009  2009 SABMiller Africa & Asia

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