WELCOME TO NOSS

DEVELOPMENT
FACILITATION TRAINING
1
NOSS FAMILIARIZATION
 Job Profile Chart
 Duty
 Task

2
NOSS FAMILIARIZATION cont…

Task Profile Chart

Steps
Enabling Requirement
Knowledge
Related Skills
Attitude
Safety
 Tools, Equipments & Materials

3
NOSS FAMILIARIZATION cont…
 Performance Standard
 Action
 Condition
 Criteria

4
NOSS DEVELOPMENT
 Occupational Analysis
 Job Analysis
 Task Analysis

5
Phases of NOSS Development
Three phases
Phase One – Planning NOSS
Development Session

Phase Two – Conducting NOSS

Development Session

Phase Three – Compilation and

Validation of Findings.

6
 PHASE ONE

Planning a NOSS Development

Session
 Funding
 Facilitators
 Recorder
 Panel of expert workers
 Facilities
7
Session Logistics and
Preparations

Human Resource Issues

Identification of Dacum facilitation team

Identification of Primary contact /

Coordinator

Confirmation of Participants

Travel and Accommodation Arrangements

8
Session Logistics and
Preparations

Facilities and Supplies

Location and Room Arrangements

Meal Arrangements and Refreshments

Supplies

Equipment / Materials

9
Session Logistics and
Preparations

Team Preparation
Client Expectations

Existing Documents

Job Familiarity

Contingency Plans
10
Session Logistics and
Preparations

Final Review / Audit

 Confirmation of the participants

 Facilities

 Supplies

11
Strategies for finding
participants

contacting former students who are now the expert workers

using advisory board members

contacting professional agencies / association

association directories

12
Strategies for finding
participants cont……

purchasing business directories and

database

utilizing institutional contacts and

networks – work with program faculty
and resources

federal employment and immigration

offices and public telephone directories

13
 NOSS Facilitation
Requirements

facilitator trained in the process

facilitator excellent group facilitation
skills
requires a recorder
group consensus

14
 PHASE TWO

Conducting NOSS
Development Session
Session Start-Up
Introduction

Overview of session

Clarify roles

Review agenda and logistics

15
Conducting NOSS Development
Session
Orientation and Panel Training Session
Clarify Dacum acronym

Review steps associated in the development

Clarify NOSS requirements

Provide sample(s) of Job Profile charts

Review group expectations and interaction

16
 Conducting NOSS
Development Session

Review Job Title

Clarify job title to panel

Review the job title with other jobs

Solicit panel agreement

Post job scope

17
Conducting NOSS Development
Session

Brainstorming
Compilation of job responsibilities

Probe the group

Clarify language used

Summarized statements

Document responses

18
ORIENTATION TO PRESENTATION
SLIDES
 Panel Orientation
 MLVK in Brief
 NOSS
 MSC
 Process of Development

19
PRESENTATION KIT FOR NOSS
DEVELOPMENT SESSION

@ malam taklimat

20
 BENGKEL
PEMBANGUNAN NOSS

MLVK / NVTC

SELAMAT DATANG
WELCOME 21
 INTRODUCTION

• NAME
( PREFER TO BE CALLED )
• AGENCY
• JOB TITLE
• YEARS OF SERVICE
• YEARS ON THIS JOB

22
 CONTENT

1. DEPARTMENT OF SKILL
DEVELOPMENT (DSD)
2. NATIONAL OCCUPATIONAL
SKILL STANDARD (NOSS)

3. MALAYSIAN SKILL
CERTIFICATE (MSC)

MLVK
23
BRIEF BACKGROUND

24
 BRIEF BACKGROUND

DEPARTMENT OF SKILL DEVELOPMENT

JABATAN PEMBANGUNAN KEMAHIRAN

(JPK)

25
BRIEF HISTORY…..

 Starting from 1 September 2006 known as

Department of Skill Development (JPK)
 National Development Act was approved
(NASDA)

 NVTC (MLVK) was established through re-

organization of the National Industrial Trade
Testing & Certification Board
(NITTCB/LLPPKK) on 02 May 1989.

 …NITTCB/LLPPKK was established in 1971.

26
DSD - Purpose

The main purpose of DSD -

Formulate
Coordinate
Promote
strategies and implementation of skill training in
the country.

source : Perlembagaan MLVK,1989

27
 PROFIL JABATAN
 VISI JPK
– Peneraju dalam pembangunan sumber manusia mahir bertaraf
dunia

 MISI JPK
– Membangunkan sumber manusia yang berpengetahuan (k-
pekerja) dan berdaya saing

 FUNGSI JPK
– Menilai keperluan latihan
– Membangunkan, meluluskan dan menyemak Standard Kemahiran
Pekerjaan Kebangsaan (SKPK)
– Mempromosi sistem latihan kemahiran
– Membantu dan meningkatkan keupayaan kemahiran individu
– Membimbing pembelajaran / penyelidikan berkenaan latihan
kemahiran

28
 CARTA ORGANISASI JPK
KETUA
KETUAPENGARAH
PENGARAH
PEMBANGUNAN
PEMBANGUNANKEMAHIRAN
KEMAHIRAN

TIMBALAN KETUA PENGARAH

TIMBALAN KETUA PENGARAH

BAHAGIAN BAHAGIAN BAHAGIAN BAHAGIAN BAHAGIAN BAHAGIAN

BAHAGIAN BAHAGIAN BAHAGIAN BAHAGIAN BAHAGIAN BAHAGIAN CIAST
KPSM NOSS MOSQ PK PP&P SLDN CIAST
KPSM NOSS MOSQ PK PP&P SLDN

WILAYAH WILAYAH WILAYAH WILAYAH WILAYAH WILAYAH

WILAYAH WILAYAH WILAYAH WILAYAH WILAYAH WILAYAH
UTARA TENGAH SELATAN TIMUR SABAH SARAWAK
UTARA TENGAH SELATAN TIMUR SABAH SARAWAK

30
JPK
 EDUCATION & TRAINING SYSTEM IN
MALAYSIA

Age Years World of Work

Edu.
26
Academic Education Training Skill
25 Qualification Qualification

24

23 Ph.D
Universities & SKM L5
Masters • JTM
22 Other Tertiary
Degree • MARA
Education SKM L4
21 15 Diploma • KBS
• KP
• SKM L3
20 14 STATE GOV”T
• Other Training
19 13 Providers SKM L2
STPM Form 6
Academic Schools
Form 5
18 12 SKM L1
Form 4 Sec. Academic Sec. Tech. Voc. Ed. Skill Training
17 11 SPM
Form 3
Form 2 Schools Schools Sec. Voc. Schools
16 10
Form 1
PMR
15 9
Lower Secondary Schools
14 8

13 7
31
 PERSIJILAN
PERSIJILAN
KEMAHIRAN
KEMAHIRAN
MALAYSIA
MALAYSIA

MAJLIS LATIHAN VOKASIONAL KEBANGSAAN

(MLVK)
(KEMENTERIAN SUMBER MANUSIA) 32
 PERSIJILAN KEMAHIRAN MALAYSIA
MELALUI SISTEM PENTAULIAHAN

Dilancarkan oleh Y.B. Menteri Sumber

Manusia pada 27 Mei 1993.

Projek perintis dimulakan Jun 1993.

STRUKTUR PERSIJILAN YANG BARU

• Sijil Kemahiran Malaysia (SKM)

Tahap 1, 2, 3, 4 & 5.
• Berasaskan NOSS

MLVK
33
 SIJIL
KEMAHIRAN
MALAYSIA
( SKM )

34
 PENYATA
PENCAPAIAN

35
 MALAYSIAN SKILL
CERTIFICATION STRUCTURE
Academic Skill
Qualification Qualification

Management Dip. Lanjutan DLKM

& Design (TAHAP 5)
Knowledge

DKM
Diploma (TAHAP 4)
Supervisory
SKM
(TAHAP 3)
SKM
Operation & (TAHAP 2)
Production SKM
(TAHAP 1)

Knowledge & Technology

Core Abilities
Skill & Job Abilities Development
36
JPK
 SISTEM PENTAULIAHAN :
KONSEP ASAS

 Menggantikan SISTEM UJIAN.

 Satu PENDEKATAN BARU dalam

Persijilan Kemahiran Malaysia.

 MLVK mentauliahkan sesuatu organisasi,

awam atau swasta, sebagai PUSAT BERTAULIAH
untuk menawar, mentadbir dan mengekalkan
mutu SKM.

MLVK

37
 KRITERIA PUSAT BERTAULIAH

 Organisasi ditubuhkan secara sah.

 Dapat sediakan kemudahan fizikal.

 Dapat sediakan tenaga pengajar

yang layak.

 Dapat menjalankan latihan dan penilaian

berasaskan SKPK (NOSS).
 Dapat memenuhi prosedur jaminan mutu,
termasuk mempunyai Pegawai Penilai (PP) dan
Pegawai Pengesah Dalaman (PPD).
 Dapat memberi khidmat nasihat dan
sokongan kepada calon.

38
MLVK
 JAMINAN MUTU

JPK

PUSAT
Ibu pejabat Pegawai
BERTAULIAH
Pengesah Luaran
(PPL)
Pengurus Pusat

PPD Pegawai Pengesah Dalam PPD

(PPD)

PP PP Pegawai Penilai (PP) PP

PP

Calon Calon Calon Calon Calon

Calon
39
MLVK
 Mengapa tak
terfikir dulu ?...

KEBAIKAN
PERSIJILAN KEMAHIRAN MALAYSIA
MELALUI SISTEM PENTAULIAHAN

 Laluan kerjaya kemahiran …selari dengan

akademik.
 Tenaga kerja mahir diiktiraf …melalui SKM.

 Penilaian yang menyeluruh … dan berterusan.

 Fleksibel dan mudah disertai ..di pusat latihan

dan tempat kerja.

 Menjimatkan …berbanding dengan sistem ujian.

MLVK
40
 STANDARD
STANDARD KEMAHIRAN
KEMAHIRAN
PEKERJAAN
PEKERJAAN KEBANGSAAN
KEBANGSAAN
(NATIONAL
(NATIONAL OCCUPATIONAL
OCCUPATIONAL
SKILL
SKILL STANDARD,
STANDARD, NOSS)
NOSS)

JABATAN PEMBANGUNAN KEMAHIRAN (JPK)

(KEMENTERIAN SUMBER MANUSIA)

41
 TAKRIF SKPK (Versi Baru)

SKPK ...menggariskan keterampilan yang

perlu dimiliki oleh pekerja mahir yang bekerja
di Malaysia bagi sesuatu bidang & tahap
pekerjaan serta laluan untuk mencapai
keterampilan tersebut.

NOSS ...defined as a specifications of the

competencies expected of a skilled worker, who is
gainfully employed in Malaysia for an
occupational area & level also the pathway to
achieve the standard
MLVK
42
 SEKTOR INDUSTRI
YANG MEMPUNYAI NOSS
1. Lukisan Pelan
2. Industri Pembinaan
3. Kerja Kayu & Perabot
4. Pelancongan & Pengembaraan
5. Pelancongan & Pengembaraan Taman
Tema
6. Perhotelan
7. Teknologi Kimpalan & Fabrikasi Logam
8. Ujian Tanpa Musnah
9. Jentera & Pengangkutan Darat
10. Pemasangan Kenderaan Bermotor
11. Maritim
12. Jentera & Pengangkutan Darat
-Operator Kren
13. Pemasangan Motosikal
14. Penerbangan
15. Teknologi Percetakan
16. Perkhidmatan Personel
17. Perniagaan & Kewangan
MLVK
18.Tekstil & Pakaian
19. Kraftangan
20. Elektrik
21. Elektronik, Audio & Video
22. Alatan Kepersisan
23. Teknologi Maklumat
24. Telekomunikasi
25. Industri Plastik
26. Teknologi Pemesinan Logam
27. Penyenggaraan Mekanikal
28. Pembuat Acuan & Alat Pemotong
29. Pembuatan Keluli & Foundri
30. Mekatronik
31. Teknologi Senjata
32. Ukur Tanah
33. Penyelaman Skuba-Rekreasi
34. Industri Pertanian
35. Tambahan
43
 THE APPLICATION OF NATIONAL
OCCUPATIONAL SKILL STANDARD
(NOSS)

IN TRAINING WORLD IN WORLD OF WORK

Training Standard Worker Performance
Evaluation
Training Curriculum
Job Modification
Training Materials/
Job Description
Learning Resources
Career Development/
Tools & Equipment Planning
Basis for Wage
Structure

44
NOSS PACKAGE

I. Standard Practice (SP)

I. Standard Content (SC)

I. Training Manual (TM)

I. Internship Manual (IM)

45
 NOSS Component

I. Standard Practice (SP)

I. Standard Content (SC)

- Job Profile
- Task Profile

46
 Content Of Standard Practice

Introduction
Occupational Definition
Malaysian Skill
Qualification Employment Prospect
Qualification For Job Outlook
Professionals Training, Other Qualifications &
Nature Of Work
Working Condition Advancement
Related Occupation
Related Industries
Sources Of Additional
Information
47
Standard Practice

48
 Standard Content (Job Profile Chart)
Job Title :
DUTY TASK
Duty Task Task Task Task Task Task Task Task

01 01.01 L1 01.02 L1 01.03 L1 01.04 L2 01.05 L2 01.06 L2 01.07 L3 01.01 L3

Duty Task Task Task Task Task Task Task Task

02 02.01 L1 02.02 L1 02.03 L2 02.04 L2 02.05 L2 02.06 L3 02.07 L3 02.08 L3

Duty Task Task Task Task Task Task Task Task

03 03.01 L1 03.02 L1 03.03 L1 03.04 L1 03.05 L2 03.06 L2 03.07 L3 03.08 L3

Duty Task Task Task Task Task Task Task Task

04 04.01 L1 04.02 L1 04.03 L1 04.04 L2 04.05 L2 04.06 L2 04.07 L3 04.08 L3

Duty Task Task Task Task Task Task Task Task

05 05.01 L105.02 L1 05.03 L1 05.04 L1 05.05 L2 05.06 L2 05.07 L2 05.08 L3

Duty Task Task Task Task Task Task Task Task
49
06 06.01 L1 06.02 L1 06.03 L2 06.04 L2 06.05 L2 06.06 L2 06.07 L3 06.08 L3
 Job Profile Chart
JOB PROFILE CHART FOR : i. STEEL MAKING EXECUTIVE - LEVEL 4
ii. STEEL MAKING MANAGER - LEVEL 5

DUTY
TASK
PERFORM ADMINISTRATIVE PLAN MANPOWER REVIEW MANPOWER CONDUCT APPROVE HANDLE
AND MANAGERIAL DEVELOPMENT PERFORMANCE DISCIPLINARY MANPOWER DISCIPLINARY
FUNCTION PROGRAMME ENQUIRES DEVELOPMENT ACTIONS
PROGRAMME
01 01.01 L4 01.02 L4 01.03 L4 01.04 L5 01.05 L5

MANAGE HUMAN HANDLE STAFF RESOLVE INTER- CONDUCT STAFF ESTABLISH

RELATIONSHIP GRIEVANCES PERSONAL CONFLICT COUNSELLING AUTHORITIES
RELATIONSHIP

02 02.01 L4 02.02 L5 02.03 L5 02.04 L5

PLAN PROJECT PLAN PROJECT PREPARE MONITOR PROJECT OPTIMISE PROJECT MANAGE CONTROL STUDY PROJECT
MANAGEMENT SCHEDULE PROCUREMENT STATUS RESOURCES PROCUREMENT PROJECT COST FEASIBILITY
RECOMMENDATION PROCESS

03 03.01 L4 03.02 L4 03.03 L4 03.04 L5 03.05 L5 03.06 L5 03.07 L5

MANAGE PRODUCTION PLAN PRODUCTION CONTROL MATERIAL CONTROL MATERIAL CONTROL PRODUCT HANDLE CRISIS COORDINATE IN-
OPERATION SCHEDULE INVENTORIES SPECIFICATION INVENTORY AFFECTING HOUSE LOGISTIC
PRODUCTION

04 04.01 L4 04.02 L4 04.03 L4 04.04 L4 04.05 L4 04.06 L4

EVALUATE IMPLEMENT COMPANY EVALUATE CRISIS

PRODUCTION HOUSEKEEPING AFFECTING
PERFORMANCE REGULATIONS PRODUCTION

04.07 L5 04.08 L5 04.09 L5

50
 PROFIL TUGASAN CONTOH
TASK PROFILE (TP) CONTOH

A
C
STANDARD PRESTASI
PERFORMANCE STANDARD (PS) PERKAKASAN/PERALATAN & BAHAN
Action, Condition& Criteria
TOOLS/EQUIPMENT & MATERIALS

B D
LANGKAH-LANGKAH
STEPS KEPERLUAN MEMBOLEH
ENABLING REQUIREMENTS
Knowledge, Skill, Attitude & Safety

E
PROGRAM PEMBELAJARAN TERAS
CORE ABILITIES

51
JPK
TASK PROFILE

52
 TRAINING MANUAL

LEARNING GUIDE & WIM

Instructions (Learning  Information Sheets

Experience / Activities)  Work Sheets
Self Assessment  Assignment Sheets
Real Assessment

53
 TRAINING MANUAL (cont..)

COURSE OF STUDY & WIM

Module title  Information Sheets

Module description  Work Sheets
Module objective
 Assignment Sheets
Module content
Selected references &
AVA material
Tool equipment supplies
material & facilities 54
 INTERNSHIP MANUAL

Documents prepared to provide The ON-THE-

JOB TRAINING Requirements

Informations of ON-THE- JOB TRAINING

Informations of Employer/Employee
Agreements/Contracts
Workplace Assessment Sheet

55
TAKLIMAT PAGI MEMULAKAN
BENGKEL PEMBANGUNAN NOSS

56
WELCOME TO NOSS
DEVELOPMENT
57
58
Skill Training In Malaysia
(Industrial Participation in Curriculum Development)

Need NOSS
Development Analysis Development
Policy
Labour Market
Analysis
Occupational
Analysis
Industries & - STANDARD PRACTICE (SP)
Business - STANDARD CONTENT (SC)

Skill
Advisory
Committee - TRAINING MANUAL (TM)
Employers/ - INTERNSHIP MANUAL (IM)
Practitioners
‘Expert Worker’
Training
Competent Verification & Implementation
Graduates & Certification (Delivery &
Workers (MLVK) Assessment)
59
OCCUPATIONAL
ANALYSIS

60
OCCUPATIONAL ANALYSIS

Purpose to...

Identify Job Title

Identify Career Structure
Level / Position of Job Title
Based on Industrial Input i.e. Skill Advisory
Committee (SAC) or Ad-hoc Commitee

61
 ANALISIS BIDANG PEKERJAAN (OA)
SEKTOR TEKNOLOGI MAKLUMAT

PERSIJILAN TAHAP COMPUTER COMPUTER INFORMATION APPLICATION

SYSTEM NETWORK SYSTEMS DEVELOPMENT

DIPLOMA 5 COMPUTER SYSTEM COMPUTER INFORMATION APPLICATION DEV.

KEMAHIRAN ENGINEER NETWORK SYSTEMS MANAGER SYSTEMS ANALYST
LANJUTAN ENGINEER
COMPUTER SYSTEM COMPUTER INFORMATION APPLICATION DEV.
DIPLOMA 4 ASSISTANT NETWORK SYSTEMS EXECUTIVE ANALYST
KEMAHIRAN ENGINEER ASSISTANT PROGRAMMER
ENGNEER

SIJIL KEMAHIRAN COMPUTER SYSTEM COMPUTER INFORMATION APPLICATION DEV.

MALAYSIA TAHAP 3 TECHNICIAN NETWORK SYSTEMS LEAD
3 TECHNICIAN SUPERVISOR PROGRAMMER

SIJIL KEMAHIRAN COMPUTER SYSTEM COMPUTER INFORMATION APPLICATION DEV.

MALAYSIA TAHAP 2 ASSISTANT NETWORK SYSTEMS PROGRAMMER
2 TECHNICIAN ASSISTANT ADMINISTRATIVE
TECHNICIAN ASSISTANT.
SIJIL KEMAHIRAN
MALAYSIA TAHAP 1 TIADA TIADA TIADA TIADA
1

62
 ANALISIS BIDANG PEKERJAAN (OA) BAHAGIAN
KAUNTER HADAPAN INDUSTRI PERHOTELAN
TAHAP
PENGURUS KAUNTER
5 HADAPAN

PENGURUS BERTUGAS
4 KAUNTER HADAPAN

PENYELIA PENYELIA PENYELIA PENYELIA

3 PERHUBUNGAN TEMPAHAN KAUNTER PABX
TETAMU HADAPAN

PEMBANTU
KAUNTER
2 HADAPAN

• BELLMAN KERANI PEGAWAI

1 PERHUBUNGAN
• CAR JOCKEY
TETAMU
• DOORMAN
• JUNIOR SECRETARY 63
 Definition of Levels (1-3)

 Level 1 : ‘Competent in performing a range of varied

work activities, most of which are routine and
predictable’
 Level 2 : ‘Competent in performing a significant range of
varied work activities, performed in a variety of
context. Some of the activity are non-routine and
required individual responsibility and autonomy’

 Level 3 : ‘Competent in performing a broad range of varied

work activities, performed in a variety of context,
most of which are complex and non-routine. There is
considerable responsibility and autonomy and
control or guidance of others is often required’

64
 Definition of Levels (4-5)

 Level 4 : ‘Competent in performing a broad range of complex

technical or professional work activities performed in a
wide variety of context and with a substantial degree
of personnel responsibility and autonomy.
Responsibility for the work of others and allocation of
resources is often present’

 Level 5 : ‘Competent in applying a significant range of

fundamental principles and complex techniques
across a wide and often unpredictable variety of
context. Very substantial personal autonomy and often
significant responsibility for the work of others and for
the allocation of substantial resources feature
strongly, as do personal accountabilities for analysis
and diagnosis, design, planning, execution and
evaluation’

65
JOB ANALYSIS:
HOW IT IS DONE ?

66
 JOB ANALYSIS : METHODS

 Questionnaires/surveys
 Face to face - interview
 Observation
 Log book
 Consensus group -
committee process (DACUM)

67
JOB ANALYSIS: PROCESS

 Orientation of panel / committee

 Review of job and job title
 Identification of DUTIES ( General areas of responsibilities
)
 Identification of TASKS associated with each duty
 Sequencing of duties
 Leveling of tasks
 Sequencing of tasks according to level

68
 JOB ANALYSIS

INDUSTRY MLVK

DACUM
“EXPERT WORKERS” FACILITATOR

JOB ANALYSIS
SESSION
DUTIES TASKS

JOB PROFILE CHART

69
 Job Profile Chart
Job Title :
DUTY TASK
Duty Task Task Task Task Task Task Task Task

01 01.01 L1 01.02 L1 01.03 L1 01.04 L2 01.05 L2 01.06 L2 01.07 L3 01.01 L3

Duty Task Task Task Task Task Task Task Task

02 02.01 L1 02.02 L1 02.03 L2 02.04 L2 02.05 L2 02.06 L3 02.07 L3 02.08 L3

Duty Task Task Task Task Task Task Task Task

03 03.01 L1 03.02 L1 03.03 L1 03.04 L1 03.05 L2 03.06 L2 03.07 L3 03.08 L3

Duty Task Task Task Task Task Task Task Task

04 04.01 L1 04.02 L1 04.03 L1 04.04 L2 04.05 L2 04.06 L2 04.07 L3 04.08 L3

Duty Task Task Task Task Task Task Task Task

05 05.01 L105.02 L1 05.03 L1 05.04 L1 05.05 L2 05.06 L2 05.07 L2 05.08 L3

Duty Task Task Task Task Task Task Task Task
70
06 06.01 L1 06.02 L1 06.03 L2 06.04 L2 06.05 L2 06.06 L2 06.07 L3 06.08 L3
 Job Profile Chart
JOB PROFILE CHART FOR : i. STEEL MAKING EXECUTIVE - LEVEL 4
ii. STEEL MAKING MANAGER - LEVEL 5

DUTY
TASK
PERFORM ADMINISTRATIVE PLAN MANPOWER REVIEW MANPOWER CONDUCT APPROVE HANDLE
AND MANAGERIAL DEVELOPMENT PERFORMANCE DISCIPLINARY MANPOWER DISCIPLINARY
FUNCTION PROGRAMME ENQUIRES DEVELOPMENT ACTIONS
PROGRAMME
01 01.01 L4 01.02 L4 01.03 L4 01.04 L5 01.05 L5

MANAGE HUMAN HANDLE STAFF RESOLVE INTER- CONDUCT STAFF ESTABLISH

RELATIONSHIP GRIEVANCES PERSONAL CONFLICT COUNSELLING AUTHORITIES
RELATIONSHIP

02 02.01 L4 02.02 L5 02.03 L5 02.04 L5

PLAN PROJECT PLAN PROJECT PREPARE MONITOR PROJECT OPTIMISE PROJECT MANAGE CONTROL STUDY PROJECT
MANAGEMENT SCHEDULE PROCUREMENT STATUS RESOURCES PROCUREMENT PROJECT COST FEASIBILITY
RECOMMENDATION PROCESS

03 03.01 L4 03.02 L4 03.03 L4 03.04 L5 03.05 L5 03.06 L5 03.07 L5

MANAGE PRODUCTION PLAN PRODUCTION CONTROL MATERIAL CONTROL MATERIAL CONTROL PRODUCT HANDLE CRISIS COORDINATE IN-
OPERATION SCHEDULE INVENTORIES SPECIFICATION INVENTORY AFFECTING HOUSE LOGISTIC
PRODUCTION

04 04.01 L4 04.02 L4 04.03 L4 04.04 L4 04.05 L4 04.06 L4

EVALUATE IMPLEMENT COMPANY EVALUATE CRISIS

PRODUCTION HOUSEKEEPING AFFECTING
PERFORMANCE REGULATIONS PRODUCTION

04.07 L5 04.08 L5 04.09 L5

71
 Duties

• Reflect major job functions

• Represent groups of related
tasks
• Are arbitrarily defined / grouped
72
Sample Job, Duty, Task, and Step Statements
Job: Automotive Mechanic

Duty Statements: ( partial listing – as examples only )

A. Maintain servicing records
JOB ANALYSIS B. Perform preventive maintenance.
C. Service the engine.

DUTY D. Service the cooling system.

E. Service the fuel system.
F. Service the ignition system.
G. Service the exhaust system.
H. Service the braking system.
73
….cont.
….cont.
Sample Task Statements:
Duty H: Service the braking system.
( partial listing – as examples only )

H1. Inspect master cylinder.

H2. Inspect parking/emergency brake.
JOB ANALYSIS
H3. Replace wheel cylinders.
H4. Install brake shoes.
TASK
H5. Replace master cylinder.
H6. Bleed brake system.
H7. Adjust brakes
H8. Repair power brake unit.
….cont. H9. Repair disc brake system. 74
….cont.
Sample Step Statements:
Task H5. Replace master cylinder.

H5a. Disassemble master cylinder.

TASK ANALYSIS
H5b. Hone master cylinder.
H5c. Rebuild master cylinder.
H5d. Install master cylinder.
STEPS H5e. Purge master cylinder.
H5f. Adjust pedal clearance.

75
Job Analysis : Statement Guidelines

Task Statement :

 Concisely describes a task in

performance terms.
 Consists of a verb, an object, and
usually a qualifier.
 Explicitly stated (crystal clear)

….cont.76
 ….cont.
Job Analysis : Statement Guidelines

Task Statements :

 Have a definite beginning and

ending point.
 Can be performed over a short
period of time.
 Can be performed independent
of other work.
77
 ….cont.
Job Analysis : Statement Guidelines

Task Statements :

 Consists of three or more steps.

 Can be observed and measured.
 Result in a product, service or
decision.
 Avoid references to workers
behaviors, tools, and knowledge.
78
 TASK STATEMENTS –
A Few Verbs To Avoid

• Submit - This is usually a simple action “ step “

that is done after a report or something
is written.
• Receive - This is usually a simple action “ first step”
in doing something like review a report or
send mail.
• Operate - Ask what they are doing when operating
the equipment. What is the outcome
( product / service )
• Read - A weak verb and too general, Ask why
they are reading – to study, analyse,
critique, etc. 79
 TASK STATEMENTS –
A Few Verbs To Avoid ( cont ….)

• Attend - A weak verb, participate is better.

• Sign - Usually this is the final step in
preparing a request, memo, latter,
etc.
• Use - Ask why we are using it.

80
 Ground Rules for
DACUM Session / Workshop

• Everyone participates equally.

• Share ideas freely.

• One person speaks at a time.

• Keep on track.

• Hitchhike on each other’s ideas.

….cont.
81
….cont.
Ground Rules for
DACUM Session / Workshop

• Provide constructive suggestions,

rather than criticisms.

• Consider all task statements carefully.

• Do not use references.

• Observers cannot participate.

• Have fun !
82
 VIDEO ANALISIS TUGASAN/TASK ANALYSIS >>

TASK ANALYSIS

DUTIES TASKS

Task
TaskAnalysis
Analysis
Committee:
Committee:
––Trade
Tradeexperts
experts
––Educators
Educators
––Trainers
Trainers
JOB PROFILE CHART

TASK
TASKPROFILE
PROFILE

Enabling Requirements Performance

– Knowledge (Theory/Process) Standard
Steps
to carry out task – Abilities Tools, Equipment,
– Attitudes Materials
– Safety
83
 PROFIL TUGASAN CONTOH
TASK PROFILE (TP) CONTOH

A
C
STANDARD PRESTASI
PERFORMANCE STANDARD (PS) PERKAKASAN/PERALATAN & BAHAN
Action, Condition& Criteria
TOOLS/EQUIPMENT & MATERIALS

B D
LANGKAH-LANGKAH
STEPS KEPERLUAN MEMBOLEH
ENABLING REQUIREMENTS
Knowledge, Skill, Attitude & Safety

E
PROGRAM PEMBELAJARAN TERAS
CORE ABILITIES

84
JPK
 TASK ANALYSIS

LISTING THE STEPS:

 The next level of Job Breakdown
 Each TASK should consist of two or more
STEPS
 List the Steps in their normal sequence
 Should reflect all the actions (activities)
necessary to complete the TASK
 Use action verbs that describe the activity
 State steps at appropriate level of details
 Steps should represent specific teaching points

85
 QUESTIONS IN IDENTIFYING
STEPS

 WHAT STEPS ARE NECESSARY IN

PERFORMING THIS TASK?
 WHAT DO YOU DO FIRST (TO GET STARTED)?
 WHAT DO YOU DO NEXT?
 WHAT ELSE DO YOU DO?
 HOW DO YOU KNOW WHEN YOU HAVE
FINISHED THE TASK?

86
Knowledge :
Related knowledge refers to the information
that is needed to perform the task.
(What do you need to know to perform this
task?)
Related Skills :
Refers to abilities of workers which are
required to complete the task.
Attitude/Safety :
 Includes safety precautions to be complied

with when performing the task.

87
 This is a listing of the tools, equipment,
materials and reference materials which are
required to complete the task successfully.

It should include:
 Materials/supplies

 Special tools (other than common tools)

 Equipment

 Safety gear, and safety apparatus on equipment

 Standard Operating Procedures (SOP)

 Company and / or Government Policies and

Regulations
 Manuals

 Logs and reports etc.

88
 Performance Standards
‘....a statement which defines how
well someone must perform a task’
Source : A.Dean/J.Hart, Humber College, Canada, 1996

Performance Standards statement

should include :
 Action ( Task Statement )
 Condition
 Criteria

89
TEMPLATE FOR WRITING PERFORMANCE STANDARD ( PS )

TASK statement from the Job Profile Chart

Task Statement ( Action )

Identified in the Task Profile
Using
Tools and Equipment ( Condition )
so that
Which may reflect both the process
and the product criteria or the
expected outcome of the task

Performance Criteria ( Standard )

90
 Example Performance Standard :
Aircraft Maintenance Engineer

Inspect Skin of flight control surfaces

Using
flashlights, mirrors and magnifying glasses
so that
dents, scratches, cracks, holes, corrosion,
… missing or loose fasteners are identified
in accordance with manufacturer’s specifications
and tolerances.

91
 Performance Standard Development

Avoid the “ WHY “ Error

Avoid documenting “ WHY “ the task is being performed!
Instead on focusing on “ WHY “ a task is carried out,
you need to ask

“ HOW DO YOU KNOW

WHEN THE TASK HAS BEEN
PERFORMED PROPERLY “

92
Example of a WRONG Performance Standard :
Aircraft Maintenance Engineer
Inspect Skin of flight control surfaces
Using
Tools and equipment such as flashlights, mirrors and
magnifying glasses
so that
flight control can be easily read and remain in
position.
Do not use
“ WHY “
statements! 93
 EXAMPLE PERFORMANCE STANDARD ICT USER

APPROVE MANPOWER DEVELOPMENT PROGRAMME

USING

USING PERSONAL RECORDS, SOP AND

RELATED REFERENCES

SO THAT

MANPOWER TRAINING REQUEST OBTAINED, REVIEWED

AND ENDORSED IN ACCORDANCE WITH
COMPANY’S MANPOWER DEVELOPMENT POLICY.

94
 PERFORMANCE STANDARD DEVELOPMENT

Avoid the WHY Error

Avoid documenting WHY the task is being performed!

Instead on focusing on WHY

A task is carried out, you need to ask

“ HOW DO YOU KNOW WHEN THE TASK HAS BEEN

PERFORMED PROPERLY “

95
EXAMPLE PERFORMANCE STANDARD ICT USER

Manage desktop user requirement

USING

Personal computer, help files and other reference

materials such as learning cd and books

SO THAT

The desktop can be easily used

Do not use
“ WHY “
statements!
96
 PROFIL TUGASAN CONTOH
TASK PROFILE (TP) CONTOH

A
C
STANDARD PRESTASI
PERFORMANCE STANDARD (PS) PERKAKASAN/PERALATAN & BAHAN
Action, Condition& Criteria
TOOLS/EQUIPMENT & MATERIALS

B D
LANGKAH-LANGKAH
STEPS KEPERLUAN MEMBOLEH
ENABLING REQUIREMENTS
Knowledge, Skill, Attitude & Safety

E
PROGRAM PEMBELAJARAN TERAS
CORE ABILITIES

97
JPK
END OF NOSS DEVELOPMENT
PRESENTATION
MUKA SURAT
SELEPAS INI

SAMBUNGAN KEPADA
FACILITATION TRAINING

98
 SUMMARISATION

Conducting NOSS
Development Session
Identification of Job Duties and Tasks
Review brainstorming outcomes

Verify duty statements

Verify task statements

Secure group agreement

Monitor recording by recorder

99
Conducting NOSS Development
Session

Edit Job Profile Chart Findings

Check use of verbs

Check spelling

Check duplication of verbs

Address any “parking lot task”

100
Edit Job Profile Chart Findings cont……
Review duty statements

Review task statements

Sequence duties and tasks

Numbers the duties and tasks

Level the tasks

101
Conducting NOSS Development
Session
Development of
Standard Practice

Explain components of Standard Practice

Brainstorm each component

Review and get consensus

Compile input

102
Conducting NOSS Development
Session
Development of Training
Pathway
Determine task clusters

Sequence clustered task/s

Named learning packages

Review and finalized with panel

103
Conducting NOSS Development
Session
Development of NOSS Matrix

Determine standard format

Review with panel

104
Conducting NOSS Development
Session
Preparing Tools and
Equipment List

Determine format

Orient and Brainstorm with Panel

105
Conducting NOSS Development
Session
Session Conclusion

Summarized workshop activities

Respond to any question from panel

Compilation and collecting data

Thanking the Panel

106
Conducting NOSS Development
Session
General Rules of Conduct

Facilitator should review with the panel

Consensus approach

Positive suggestions from panel

Observers are not allowed to participate

107
 Phase Three

Compilation and Validation of Findings

Proofreading process

Validated by other practitioners

Editing and Compilation

Summit for approval

108
 Compilation and Validation of
Findings
Identification of Validation
any terminology not understood or commonly used

tasks statements that are too global in nature or too specific

tasks statements which do not start with measurable, transitive

verbs

new tasks that were missed in the original session

any spelling errors or general errors which appear on the

chart

109
 Documentation Tips (For
Facilitators and Recorders)
Be consistent with your letter style and size

Learn to position yourself so that the group

can see what you are writing and remember
to step away so that everyone can review
the material documented

Post completed sheets of information so that

they can be used for referral as long as
necessary

110
 Documentation Tips (For
Facilitators and Recorders)

-Keep margins by leaving blank space around

the page

-Use indentations where appropriate to show

related ideas

-Be consistent with your use of

bullets/dashes/arrows

111
 Documentation Tips (For
Facilitators and Recorders)

-Do not number ideas during brainstorming

-Use abbreviations which the group understands

-Focus on key words, usually heard at the

beginning and end of sentences, when trying to
condense someone’s ideas. Do not reconstruct
ideas into new statements without consulting
with the panel member.

112
 Documentation Tips (For
Facilitators and Recorders)
If you use a variety of colours, use them
consistently.

Check to see if any panel member is colour blind

and determine

how your use of colour will affect their

comprehension of your colour coding.

113
 Documentation Tips (For
Facilitators and Recorders)
Use non-toxic pens whenever possible to protect everyone
from noxious fumes.

Keep the chart tidy. Re-write cards so that the panel can see
them. Try to avoid writing over words and phrases. Leave
space on each card for task numbering and worker ratings.

As a final, but critical, tip for all facilitators: Wear

comfortable shoes- your back and feet will appreciate it.

114
 The Roles As A Facilitator
Moderator of a meeting
To control the dynamic and pace of the analysis as well as
control the process but not the input
Quality Controller
To explain what constitutes acceptable quality and evaluate

the quality of the input before accepting it.

Group Leader
To seek input from everyone and helping them to achieve
consensus with each activity

115
 A FACILITATOR

Must be patient

Demonstrate confidence and enthusiasm towards the

process

Exhibit sensitivity and sincerity towards committee

members

Establish rapport and built a trusting relationship with

committee members

116
Skill and Abilities Required
Listening

Observing

Remembering behavior and conversation

Communicating effectively

117
Skill and Abilities Required

Identifying similarities and differences among

statements

Understanding multiple perspectives

Analyzing and synthesizing issues

Identifying assumptions

118
Skill and Abilities Required
Diagnosing and intervening on effective and ineffective
behavior

Providing feedback without creating defensive reactions

Monitoring and changing one’s own behavior

Providing support and encouragement

Having Patience

When to lead when to follow

119
Good Facilitating Practice

Use active listening skill

Interpret and use body language

Exhibit patience

Use silence

Repress own biases

120
Good Facilitating Practice

Set and maintain a reasonable pace

Lead the discussion

Maintain group participation

Probe with questions

121
Good Facilitating Practice
Use reinforcement technique
-positive reinforcement and negative reinforcement

Resolve conflict

Seek Consensus

Store and reintroduce unused contributions

Deal with disruptive participants

122
Panel Process Stages
Forming

Storming

Norming

Performing

123
 Facilitation Techniques
1. Helpful Task Orientated Facilitator Behaviours

Questioning
Clarifying
Summarizing/ Paraphrasing
Providing Process Information
Focusing

124
 Facilitation Techniques
2. Helpful Group Process Facilitator Behaviours

Demonstrate Empathy
Encouragement
Attending to non-verbal behaviour
Time - out

125
 Facilitation Techniques
3. Helpful Task and Group Process
Facilitator Behaviours

Patience
Check for consensus
Evaluate progress
Resolve conflict
Relieve tension
Invite contribution

126
 Facilitation Techniques
4. Self – Defeating Facilitator
Behaviours
Competitive
Withdrawing
Judging
Inappropriate humour

127