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Overview of the role

Overseeing manufacturing processes to ensure that performance output meets customer expectations

Manufacturing manager (integrated degree)

Details of standard

This standard has options. Display duties and KSBs for:

Occupation summary

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.

Typical job titles include:

Factory Manager Operations Manager Production Manager Manufacturing Manager Business Unit Manager and Site General Manager

Core occupation duties

Duty

Criteria for measuring performance

KSBs

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

K1 K2 K3 K6 K7 K8 K9 K10 K13 K15 K23 K25

S1 S2 S3 S4 S16 S20

B1 B4 B5

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

S2 S3 S4 S5 S6 S7 S8 S10 S11 S15 S16 S17 S19 S20 S22

B1 B2 B3 B4 B5

Duty 3 Overseeing post-production quality checks and monitoring results

Consistent quality of product

Health & Safety compliance

Environmental compliance

K1 K3 K6 K7 K16 K22 K24 K25

S2 S3 S4 S5 S7 S10 S11 S19 S21 S22

B1

Duty 4 Providing reports to senior managers

Correct, complete and clear information

Timely reports

K9 K12

S2 S3 S4 S5 S6 S7 S12 S13 S14

B1 B2 B3 B5

Duty 5 Hiring and training of core employees and agency workers

Sufficient competent personnel

K1 K10

S5 S7 S8 S10

B1 B2 B3

Duty 6 Monitoring workers to ensure they meet performance and safety requirements

Meeting performance indicators

Compliance with Health & Safety

K1 K3 K6 K7 K10

S2 S3 S5 S8 S10 S19 S22

B1 B2 B3

Duty 7 Reviewing production costs to ensure that gross margin percentage is maintained

Meeting financial performance indicators

K1 K2 K8 K9 K12 K13 K14 K23

S2 S3 S4 S5 S7 S12 S15 S16

B1 B2 B5

Duty 8 Supporting commercial/procurement team in negotiations with customers and suppliers

Effective relationships

Evidence based negotiations

K1 K2 K3 K8 K9 K10 K11 K12 K13 K16 K19 K23 K25

S1 S2 S3 S4 S5 S6 S7 S8 S20

B1 B2 B3 B4 B5

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

S2 S3 S4 S5 S7 S8 S10 S11 S15 S16 S17 S18 S19 S21 S22

B1 B3

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

S2 S3 S4 S5 S7 S8 S10 S11 S15 S16 S17

B1 B3 B5

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

S1 S2 S3 S4 S5 S7 S12 S13 S14 S15

B1 B2 B3 B5

Duty 12 Liaising and working in partnership with Union representatives

Constructive relationships

K1 K6 K7 K10 K13

S2 S4 S5 S6 S7 S8 S9 S14

B1 B2 B3 B4 B5

Option Duties


Food and drink duties

Duty

Criteria for measuring performance

KSBs

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

S2 S5 S6 S7 S8 S10 S11 S15 S16 S19 S22

B1 B2 B3 B5

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

S2 S4 S5 S6 S7 S8 S10 S11 S16 S19 S21 S22

B1 B2 B3 B5

Duty 15 Monitoring cleaning operations to maintain hygiene standards within food manufacturing facility

Food hygiene compliance

K3 K6 K7 K10 K18 K21

S5 S6 S7 S8 S10 S11 S22

B1 B2 B3

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

S2 S4 S5 S6 S7 S8 S10 S11 S16 S17 S18 S22

B1 B2 B3 B4 B5

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

K2 K8 K9 K10 K12 K13 K23 K25

S1 S2 S3 S4 S5 S6 S8 S14 S20

B1 B2 B3 B4 B5

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

S4 S5 S6 S7 S8 S10 S11 S15 S18 S19 S21 S22

B1 B2 B3 B5

Duty 19 Participating in quality checks including taste panels

Correct analysis

K3 K6 K7 K16 K19 K24

S2 S3 S4 S5 S6 S10 S19 S21 S22


KSBs

Knowledge

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

Skills

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

Behaviours

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


Qualifications

English & Maths

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.

Other mandatory qualifications

Manufacturing manager

Level: 6 (integrated degree)


Additional details

Occupational Level:

6

Duration (months):

42

Review

This standard will be reviewed after three years.

Status: Approved for delivery
Level: 6
Degree: integrated degree
Reference: ST0515
Version: 1.0
Approved for delivery: 22 February 2019
Route: Engineering and manufacturing
Typical duration to gateway: 42 months (this does not include EPA period)
Maximum funding: £24000
Options: Food and drink
Trailblazer contact(s): secretariat@nsafd.co.uk
Employers involved in creating the standard: 2 Sisters, AB Foods, ABP, Bakkavor, Branstons, Cargill, Flipside Brewery, Greencore, Nestle, Warburtons
LARS Code: 417
EQA Provider: Quality Assurance Agency (QAA) (TBC)
This EQA provider is currently going through the approval process with the Institute for Apprenticeships so is unable to help with any queries relating to this standard at the present time. If you need support in relation to any of the content on this page please contact the Institute for Apprenticeships.

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