Process Leader
Occupation Overview
Directing production activities and operations
Occupation summary
Process Leaders are found in organisations with high volume manufacturing or advanced manufacturing processes in which large volumes of products are made in assembly, moulding, metal processing, chemical processing, pharmaceutical, textiles, food and drink, or similar processes.
They are also found in organisations with engineering operations or low volume manufacturing processes in which lower volumes of products are made in a bespoke or workshop type environment. The core knowledge, skills and behaviours of this apprenticeship will be developed and demonstrated in a specific manufacturing context and are broadly transferable to other manufacturing sectors.
The broad purpose of this occupation is to undertake and direct production activities and operations and deliver against core production Key Performance Indicators (KPIs). Process Leaders effectively lead and manage large teams as well as providing technical/specialist input and direction to their own team and to others. Process Leader are responsible for determining and managing budgets and resources. They use core production KPIs as the basis of the continuous improvement cycle and undertake and manage quality resolutions. Process leaders manage health, safety and environment within their area of responsibility, ensuring staff are compliant with all requirements and driving improvements and use project management tools to plan, organise and manage resources, monitor progress, identify risks and mitigation. They develop, build and motivate team members as well as manage performance and industrial relations. As well as providing clear direction and leadership to their own team and others, Process Leaders build and maintain strong relationships across different disciplines, to ensure that the activities of functions such as HR, Purchasing, Planning, Finance focus on core production KPIs. Effective communication is a core responsibility of the Process Leader role, whether this be communication corporate vision and strategy or using data and information to create compelling presentations and drive management decisions
In their daily work, an employee in this occupation interacts with:
- Team leaders and their wider team
- Quality Managers
- Health and Safety Managers
- HR Managers
- Finance Managers
- Quality Improvement Manager
- Operational Directors
- Directors
- Managing Director/CEO
Process Leaders act autonomously as part of a wider production team and are responsible for the delivery of core production KPIs, people, budgets, equipment, materials, supplies, health, safety, environment and risk.
Occupation duties
Duty
Duty 1 Work autonomously as part of a wider production team to undertake and direct production activities, plant operations, maintenance and performance against KPIs. Provide technical/specialist input and direction to own team and to others
Criteria for measuring performance
Follow organisational procedures
Work effectively across teams
Accuracy
Quality
KSBs
K1
S1, S2, S3
B1, B6
Duty 2 Manage resources effectively to ensure the efficient running of their department in line with organisational procedures and budgets
Criteria for measuring performance
Use of data and information
Accuracy
Planned approach
KSBs
K2, K3
S4, S5, S6
B1, B2, B4
Duty 3 Use KPIs as the basis of the continuous improvement cycle for quality, cost and volume, using lean, operational excellence and production improvement techniques
Criteria for measuring performance
Accuracy
Analytical approach
KSBs
K4
S7
B2, B6
Duty 4 Undertake and manage quality resolutions as well as volume problem resolution
Criteria for measuring performance
Accuracy
Speed
Analytical approach
KSBs
K5, K6, S8
B5, B6
Duty 5 Manage health, safety and environment within their area of responsibility, ensuring staff are compliant with all requirements and driving improvements
Criteria for measuring performance
Follows organisational procedures for health, safety, environment and risk
Applies health, safety, environment, and risk guidance
KSBs
Accuracy
K7, K8
S9, S10
B4, B5, B6
Duty 6 Use project management tools to plan, organise and manage resources, monitor progress, identify risks and mitigation
Criteria for measuring performance
Following organisational procedures
KSBs
K9
S11
B2, B3, B6
Duty 7 Develop, build and motivate team members as manage performance and industrial relations to achieve production, quality and cost targets
Criteria for measuring performance
Fairness
KSBs
K10, K11
S12, S13, S14, S15
B3, B4, B5
Duty 8 Provide clear direction and leadership to own team and others, giving open and honest feedback
Criteria for measuring performance
Demonstration of fairness
KSBs
K12, K13, K14
S16, S17, S18, S19
B1, B3, B5
Duty 9 Build and maintain strong relationships across different disciplines, to ensure that the activities of functions such as HR, Purchasing, Planning, Finance focus on core production KPIs
Criteria for measuring performance
Work effectively across teams
Follow relevant legislation
Follow relevant organisational policies
KSBs
K15
S20, S21, S22
B2, B3, B5
Duty 10 Lead the communication of corporate vision and strategy to own team. Use data/information to create compelling presentations and drive management decisions
Criteria for measuring performance
Accurate analysis of data and information
KSBs
K16, K17, K18
S23, S24, S25
B3, B4, B5, B6
Skills
S1 Undertake and direct production activities and operations
S2 Propose, undertake, manage and coordinate changes to the product, production operations, processes and equipment, to improve productivity, efficiency and quality
S3 Solve problems - predict and prevent failures through the analysis of data and information
S4 Manage resources effectively to ensure their availability and the efficient running of department in line with organisational procedures
S5 Deliver cost achievements against budget targets
S6 Plan resources to support variations in production schedules
S7 Use KPIs as the basis of the continuous improvement cycle for quality, cost and volume achievement using lean operational and product improvement techniques
S8 Undertake and manage quality resolutions as well as volume problem resolution
S9 Manage health, safety and the environment within area of responsibility, ensuring staff are compliant with all requirements and driving improvements
S10 Conduct workplace risk assessments, manage near-miss or similar processes, conduct investigations as necessary
S11 Use project management tools to plan, organise and manage resources, to monitor progress, identify risks and mitigation
S12 Recruit the right people into the right job
S13 Develop, build and motivate teams by identifying strengths and enabling training and development within the workplace
S14 Recognise excellence, effectively manage performance, discipline, attendance, grievance
S15 Manage industrial relations and equality and diversity
S16 Support development through coaching and mentoring
S17 Leading and communicating the management of change
S18 Provide clear direction and leadership, giving open and honest feedback. Apply and adapt own leadership style to different production situations and people
S19 Delegate and enable delivery though others
S20 Build and maintain strong relationships across different disciplines. Negotiate and influence. Manages conflict
S21 Identify and share good practice, work collaboratively
S22 Utilise specialist advice and support to deliver plans
S23 Communicate effectively (verbal, non-verbal, written, digital) in manner relevant to the target audience
S24 Chair meetings and present (formally and informally) using a range of media. Listen actively, challenge, give feedback
S25 Analyse data/information to compellingly and succinctly present information to drive management decisions
Knowledge
K1 Principles of production/manufacturing techniques including: material handling systems, maintenance, production planning/scheduling, ergonomics, work place study, plant organisation, decommissioning, Statistical Process Control, process types such as flow and batch, product/raw material principles
K2 How to identify and procure sufficient, suitable resources (e.g. finance, staff, equipment, supplies) including use of management tools such as the Internet of Things (IoT) and Industry 4.0
K3 Budgeting, forecasting and control of direct and indirect costs, fixed and variable costs including actual, accrued and committed costs
K4 Lean operational and quality improvement practices such as workplace organisation, visual management, waste reduction and shop floor problem solving
K5 Delivery of quality management and assurance systems
K6 Problem definition: Cost of Poor Quality, problem analysis models such as Is/Is Not
K7 Safe and professional working practices including health, safety, environment and legislative requirements relevant to the sector, the organisation and own role
K8 Production procedures and regulations to meet legislative/organisational requirements
K9 Planning and project management principles, problem solving, relationship building and leading through KPIs
K10 Employment law, employee rights and responsibilities, organisation staff management policies/procedures for e.g. recruitment, performance, development, discipline, grievance, equality/diversity, industrial relations
K11 Theories of performance management and their use and organisations tools and policies for managing teams
K12 The theory of managing, motivating and developing people
K13 The purpose of organisational vision and goals and how these apply to teams
K14 Awareness of the differing strengths team members have and how these can be effectively applied in the workplace
K15 Approaches to colleague, stakeholder/ supplier relationship management including collaboration, negotiation, influencing, managing conflict, and networking [K15]
K16 How to communicate and cascade information effectively at all levels and to a diverse audience
K17 How to identify the information required for decision making, how it should be gathered and reported
K18 How to develop and present a case to management when requesting change including single page reporting
Behaviours
B1 Decision Making: Makes decisions based on personal initiative, technical knowledge, analysis and understanding of the different interests of stakeholders. Accepts responsibility for decisions and recognises limit to own authority
B2 Agile: Flexible and adaptable to the needs of the organisation. Is creative, innovative and enterprising when seeking solutions to business needs. Positive and open to new ways of working, responds well to feedback and change
B3 Inclusive: Open, approachable, authentic, and able to build trust with others. Promotes a respectful culture embracing diversity and inclusion. Seeks and provides feedback to manage continuous development of self, team and processes
B4 Responsibility, Accountability and Resilience: Drive to achieve in all aspects of work. Demonstrates resilience and accountability. Determination when managing difficult situations. Seeks new opportunities
B5 Professionalism: Sets an example, and is fair, consistent and impartial. Open and honest. Operates within organisational values. Promote and instil the values of the organisation to all colleagues
B6 Problem solver: Identifies issues quickly, enjoys solving complex problems and applies appropriate solutions. Has a strong desire to push to ensure the root cause of any problem is found and solutions identified which prevent recurrence
Qualifications
English and Maths qualifications
Apprentices without level 2 English and maths will need to achieve this level prior to taking the End-Point Assessment. For those with an education, health and care plan or a legacy statement, the apprenticeship’s English and maths minimum requirement is Entry Level 3. A British Sign Language (BSL) qualification is an alternative to the English qualification for those whose primary language is BSL.
Occupational Level:
4
Duration (months):
24
Professional recognition
Achievement of the standard is designed to be recognised by relevant Professional Engineering Institutions such as the Institute of Engineering and Technology (IET) and the Institute of Mechanical Engineers (IMechE) at the appropriate level of professional registration (EngTech). / EngTech
Additional details
Review
This standard will be reviewed after three years.
Originally published on Gov.uk, this information has been re-used under the terms of the Open Government Licence.
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