Process leader
Engineering and manufacturing
Level 4 -
Directing production activities and operations
Reference: OCC0695
Status:
SOC 2020 sub unit groups:
- 1121/00 Production managers and directors in manufacturing
- 2125/03 Industrial and production engineers
- 8160/00 Production, factory and assembly supervisors
Technical Education Products
Employers involved in creating the standard:
Bath ASU, BMW, De La Rue, Mahle, Nasmyth Group, Nissan, Pektron, Rolls-Royce, Siemens, Toyota UK, WHS Plastics
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 or specialist input and direction to their own team and to others. Process leaders 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 managers
- Operational directors
- Directors
- Managing directors or CEOs
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.
Employers involved in creating the standard:
Bath ASU, BMW, De La Rue, Mahle, Nasmyth Group, Nissan, Pektron, Rolls-Royce, Siemens, Toyota UK, WHS Plastics
Typical job titles include:
Keywords:
Knowledge, skills and behaviours (KSBs)
Duties
Duty D1
Work autonomously as part of a wider production team to undertake and direct production activities, plant operations, maintenance and performance against KPIs. Provide technical or specialist input and direction to own team and to others.
Duty D2
Manage resources effectively to ensure the efficient running of their department in line with organisational procedures and budgets.
Duty D3
Use KPIs as the basis of the continuous improvement cycle for quality, cost and volume, using lean, operational excellence and production improvement techniques.
Duty D4
Undertake and manage quality resolutions as well as volume problem resolution.
Duty D5
Manage health, safety and environment within their area of responsibility, ensuring staff are compliant with all requirements and driving improvements.
Duty D6
Use project management tools to plan, organise and manage resources, monitor progress, identify risks and mitigation.
Duty D7
Develop, build and motivate team members as manage performance and industrial relations to achieve production, quality and cost targets.
Duty D8
Provide clear direction and leadership to own team and others, giving open and honest feedback.
Duty D9
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.
Duty D10
Lead the communication of corporate vision and strategy to own team. Use data or information to create compelling presentations and drive management decisions.
Occupational Progression
This occupational progression map shows technical occupations that have transferable knowledge and skills.
In this map, the focused occupation is highlighted in yellow. The arrows indicate where transferable knowledge and skills exist between two occupations. This map shows some of the strongest progression links between the focused occupation and other occupations.
It is anticipated that individuals would be required to undertake further learning or training to progress to and from occupations. To find out more about an occupation featured in the progression map, including the learning options available, click the occupation.
Progression decisions have been reached by comparing the knowledge and skills statements between occupational standards, combined with individualised learner movement data.
Technical Occupations
Levels 2-3
Higher Technical Occupations
Levels 4-5
Professional Occupations
Levels 6-7
Engineering and manufacturing