Overseeing manufacturing processes to ensure that performance output meets customer expectations.
This occupation is found in manufacturing sectors including food and drink, consumer goods, pharmaceuticals, chemicals, automotive and aeronautical.
The broad purpose of the occupation is oversee the manufacturing process to make sure that performance output meets customer expectations and is cost-effective. This will include planning manufacturing schedules, monitoring operations and quality assurance. Manufacturing Managers may work for organisations of all sizes, overseeing an entire manufacturing plant or a specific area of production; producing one or multiple products, products of high or low value, bespoke items or items produced at scale. Production may be within a fast-paced environment, for example production of sandwiches with a short shelf life. Products may be sold to consumers in the UK and/or exported abroad. The manufacturing industry is increasing becoming more automated, making it an innovative environment to work in.
Manufacturing managers will spend time in the production area and an office. Manufacturing managers may be required to work shifts over a 24-hour basis, weekend shifts and be on call to deal with emergencies.
In their daily work, an employee in this occupation interacts with manufacturing personnel and managers from other departments, for example, commercial, marketing, research and design, technical, quality, human resources and engineering. They may also interact with customers.
An employee in this occupation will be responsible for management of manufacturing personnel, budgets, manufacturing equipment and the manufacturing facility – quantity and value of which will vary depending on the size and type of manufacturing. They are ultimately responsible for the manufacture of safe goods in a safe environment. They will typically report to a senior manager, for example the Operations Director or General Manager.
Manufacturing managers will complete core duties and duties relating to one option specific to the manufacturing sector.
| Duty | Criteria for measuring performance | KSBs |
|---|---|---|
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Duty 1 Pre-production planning, including staffing for multi-disciplinary teams, raw materials and equipment to meet manufacturing goals |
Meeting manufacturing performance indicators: output, quality, timescales, cost, environmental | |
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Duty 2 Managing production to ensure achievement of the overall operating and financial targets ensuring timely onward distribution to customers |
Meeting key performance indicators: output, quality ,timescales, cost, environmental |
K1 K2 K3 K6 K7 K8 K10 K13 K14 K15 K16 K17 K19 K21 K25 |
|
Duty 3 Overseeing post-production quality checks and monitoring results |
Consistent quality of product Health & Safety compliance Environmental compliance |
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Duty 4 Providing reports to senior managers |
Correct, complete and clear information Timely reports |
|
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Duty 5 Hiring and training of core employees and agency workers |
Sufficient competent personnel | |
|
Duty 6 Monitoring workers to ensure they meet performance and safety requirements |
Meeting performance indicators Compliance with Health & Safety |
|
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Duty 7 Reviewing production costs to ensure that gross margin percentage is maintained |
Meeting financial performance indicators | |
|
Duty 8 Supporting commercial/procurement team in negotiations with customers and suppliers |
Effective relationships Evidence based negotiations |
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Duty 9 Ensuring that Health and Safety (H&S) is managed effectively in their area of responsibility, by means of internal audits, toolkits, safe systems of work, risk assessments and support from managers responsible for H&S |
Health & Safety compliance Positive Health & Safety culture Low levels of accidents |
K3 K4 K5 K6 K7 K13 K14 K15 K16 K17 K18 K20 K21 K22 K24 K25 |
|
Duty 10 Ensuring that environmental policy and procedures are implemented |
Environmental compliance Positive environmental culture Re-use, re-cycling of waste maximised |
K5 K6 K7 K10 K13 K14 K15 K17 K21 |
|
Duty 11 Asset management; planning preventative maintenance and providing a business case for capital expenditure |
Fit for duty assets Low levels of reactive maintenance Business case - evidenced based |
K4 K5 K6 K7 K9 K10 K12 K13 K14 K18 K20 K21 |
|
Duty 12 Liaising and working in partnership with Union representatives |
Constructive relationships | |
|
Duty 13 Ensure hygienic design of food manufacturing machinery and premises, in conjunction with engineers and food technologists |
Food safety compliance Collaborative working |
K3 K4 K5 K6 K7 K9 K10 K12 K13 K14 K16 K17 K18 K19 K20 K21 |
|
Duty 14 F&D. Ensuring food safety standards are maintained during manufacture to meet customer and regulatory requirements |
Food safety compliance |
K2 K3 K4 K5 K6 K7 K10 K13 K14 K16 K17 K18 K19 K20 K21 K24 K25 |
|
Duty 15 Monitoring cleaning operations to maintain hygiene standards within food manufacturing facility |
Food hygiene compliance | |
|
Duty 16 Leading third party food safety audits, for example food standards agency, retailer, British Retail Consortium (BRC) |
Constructive relationships Audit compliance |
K1 K3 K5 K6 K7 K10 K12 K16 K17 K20 K21 K22 K25 |
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Duty 17 Developing and agreeing a project plan with the Planning Manager on acceptance of customer order; responding to seasonal needs and shelf life requirements |
Meeting production performance indicators | |
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Duty 18 Creating and maintaining a positive food safety culture with consumer safety focus |
Compliance with food safety policy and procedures |
K3 K6 K7 K10 K13 K14 K16 K17 K18 K20 K21 K22 K24 K25 |
|
Duty 19 Participating in quality checks including taste panels |
Correct analysis |
S2 S3 S4 S5 S6 S10 S19 S21 S22
|
K1: Product and Employment Legislation – including Equal Opportunities, Employment Rights Act, Modern Slavery, Competition Law, Bribery and Corruption
Back to Duty
K2: Product Supply Chain – the relationship between the supplier and customer; how to accurately forecast and schedule product demand; the impact of fraud and how traceability systems can be used to identify criminal activity
Back to Duty
K3: Quality Assurance – Total Quality Management, how product safety and product safety management systems are used to meet legal requirements and codes of practice to produce safe products of the required specification
Back to Duty
K4: Principles of Processing Controls and Factory Design – construction of factories including segregation, drainage, construction of walls and floors and utilisation of equipment and its impact on process control; linear workflow
Back to Duty
K5: Principles of Engineering – the impact of machinery design on safety, compliance and routing of services and work in progress; use of automation and its impact on resource and profitability
Back to Duty
K6: Health & Safety – Health & Safety at Work Act, health and safety risks and risk assessment practices, Control of Substances Hazardous to Health (COSHH), Registration, Evaluation, Authorisation and Restriction of Chemicals (REACH)
Back to Duty
K7: Environmental – environmental controls, Safe Disposal of Waste regulations, recycling, emissions (noise and smell)
Back to Duty
K8: Markets – domestic and international dimensions which impact on the manufacture of goods, for example exchange rates, border controls, movement of goods
Back to Duty
K9: Business and Financial Awareness – organisation ‘big picture’; how key functions interact; key business systems, performance data, financial statements, principles of costing and budgeting
Back to Duty
K10: Managing People and Change – leadership and management tools, including delegation, motivation, union consultation and negotiation, communication, persuading and influencing, change management, time management and leadership skills
Back to Duty
K11: Customer Relationship Management – tools and techniques, including product management techniques, customer requirements/value perception, customer segmentation, customer insights, complaint management in order to achieve customer excellence and ensure adherence to customer/industry standards
Back to Duty
K12: Critical Thinking and Analysis – how to research, evaluate and present business information; utilising statistical/analytical skills to interpret primary/complex data which will include a diverse range from overall equipment efficiency and financial key performance indicators to customer complaints
Back to Duty
K13: Problem solving techniques – for example mind mapping, root cause analysis, six thinking hats
Back to Duty
K14: Continuous Improvement (CI) techniques – 6 Sigma, LEAN, Kaizen
Back to Duty
K15: Crisis Management and Continuity Planning – how to lead and manage site incidents
Back to Duty
K16: Management Information Systems – knowledge of management information systems to store and record data, present information and identify trends
Back to Duty
K17: F&D. Food Safety – allergen management and labelling; food safety standards: Food Safety Act, Animal Welfare Standards, European Food Regulations, Food Hygiene England Regulations; contamination and cross contamination of food by physical, chemical, micro-biological and allergenic materials and substances
Back to Duty
K18: F&D. Environment – food waste reduction, recycling, safe water source and disposal
Back to Duty
K19: F&D. Principles of Processing Controls and Factory Design – hygienic design of food manufacturing machinery and premises
Back to Duty
K20: F&D. Food processing techniques – for example thermal processing, chilling, canning, irradiation
Back to Duty
K21: F&D. Maintenance in food manufacturing environment – requirements including food grade oils, captive tools
Back to Duty
K22: F&D. Safe cleaning in a food manufacturing environment – separate storage of cleaning materials, cleaning in place procedures
Back to Duty
K23: F&D. Third party food safety audits – for example Food Standards Agency, retailer, British Retail Consortium (BRC); underpinning standards, when and how they are conducted
Back to Duty
K24: F&D. Food planning considerations and implications – including seasonal needs, shelf life requirements, cancellations, promotions, consumer trends, healthy eating
Back to Duty
K25: F&D. Organoleptic quality testing – five senses to check quality of product: smell, sight, taste, hearing, texture; customer specifications
Back to Duty
K26: F&D. Food supply chain – supplier assurance and integrity of raw materials: origin of raw materials; food fraud and raw materials vulnerability
Back to Duty
S1: Identifying, forecasting, planning and scheduling resource requirements
Back to Duty
S2: Identifying data requirements; data analysis and interpretation
Back to Duty
S3: Using information technology
Back to Duty
S4: Reporting, for example manufacturing performance data
Back to Duty
S5: Communicating using different techniques, for example verbal, written, visual
Back to Duty
S6: Building and sustaining collaborative relationships to influence internal and external stakeholders
Back to Duty
S7: Presenting information, for example in staff briefings, customer meetings, management meetings
Back to Duty
S8: Managing people, for example recruiting, leading, coaching and motivating a team
Back to Duty
S9: Partnership working with local and/or regional union representation
Back to Duty
S10: Driving compliance with legal, customer and product standards on site
Back to Duty
S11: Devising, implementing and maintaining health & safety and environmental standards to achieve a harm free culture
Back to Duty
S12: Producing budget proposals; negotiating budgets with senior managers
Back to Duty
S13: Planning site based projects, for example for new capital investment, construction on site, new product lines and new equipment
Back to Duty
S14: Managing change
Back to Duty
S15: Conducting Continuous Improvement techniques within manufacturing environment
Back to Duty
S16: Problem solving/trouble shooting within manufacturing environment
Back to Duty
S17: Crisis management; agreeing, leading and implementing a site based disaster recovery plan
Back to Duty
S18: Responding to third party audits; managing relationships with audit personnel
Back to Duty
S19: F&D. Analysing food safety data, for example cooking/chilling temperatures, metal detection checks, storage and segregation
Back to Duty
S20: F&D. Responsive production planning to adjust to customer orders
Back to Duty
S21: F&D. Organoleptic testing of food and drink products
Back to Duty
S22: F&D. Promoting food safety culture
Back to Duty
B1: Ownership of work: decisive; effectively balances short term requirements with long term objectives to achieve goals; puts the customer at the heart of the decision making process to achieve ‘win-win’ commercial deals; plans and prioritises effectively
Back to Duty
B2: Integrity and respect: listens to others and seeks to build understanding; embraces the diversity of colleagues and makes complex issues easy for others to understand
Back to Duty
B3: Influence and persuasion: inspires others to achieve business goals; adapts language and communication medium to effectively win others over; proactively communicates clearly, concisely and on a timely basis; effectively influences key decision makers
Back to Duty
B4: Responsiveness to change: flexible to changing demands; resilient under pressure
Back to Duty
B5: Innovation: demonstrates curiosity to foster new ways of thinking and working; seeks out opportunities to drive forward change and improvements for the business
Back to Duty
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.
Level: 6 (integrated degree)
6
42
This standard will be reviewed after three years.
Contact us about this apprenticeship
| Version | Change detail | Earliest start date | Latest start date | Latest end date |
|---|---|---|---|---|
| 1.0 | Approved for delivery | 22/02/2019 | Not set | Not set |
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