skillsfuture · web viewbenefits of selecting the optimal metals and heat treatment processes...

SKILLS FRAMEWORK FOR AEROSPACE SKILL STANDARD FOR OPERATIONS MANAGER / MANUFACTURING MANAGER /

PRODUCTION MANAGER

Occupation: Operations Manager / Manufacturing Manager / Production Manager

Occupation Description:

The Operation Manager/Manufacturing Manager/Production Manager leads projects and teams of engineers and provides project management oversight, managing and coordinating manpower, materials and resources to meet production targets and product quality standards.

His/Her responsibilities also include providing technical guidance to the teams, managing and establishing preventive maintenance plans, leading, managing and coordinating productivity improvement and cost savings programmes and providing mentorship and coaching to Engineers.

Important Points to Note about this DocumentThis document is intended purely to provide general information to enable individuals, employers and training providers to be informed about the skills for career, training and education purposes. SSG provides no warranty whatsoever about the contents of this document, and does not warrant that the courses of action mentioned in this document will secure employment, promotion, or monetary benefits.

Copyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1. 1


PRODUCTION MANAGERThe skills expected of the Operations Manager / Manufacturing Manager / Production Manager are summarised as below:

Skill Category Skill

Legislation and Regulation

AER-LRE-2081-1.1 Apply Basic Human Factors and Error Management

AER-LRE-2082-1.1 Interpret Basic Regulation Requirements

Operations Planning AER-OPL-6129-1.1 Manage Manufacturing Execution Systems

Technical and Engineering Design

AER-TED-7132-1.1 Design for, and Analyse, Machine Vibrations

AER-TED-7133-1.1 Design Human-Machine Interfaces and Supervisory Controls

Manufacturing Processes

AER-MPR-7131-1.1 Enhance Control Performance of Precision Machines to Satisfy Manufacturing Requirements

AER-MPR-7130-1.1 3D Printing for Rapid Product Development

AER-MPR-6135-1.1 Review Heat Treatment Process for Metals

Sustainable Manufacturing

AER-SMA-7136-1.1 Establish Carbon Footprint Assessment Methodology

Technical and Engineering

Fundamentals

AER-TEF-5037-1.1 Apply Principles of Electrical Fundamentals (Advanced)

AER-TEF-5039-1.1 Apply Principles of Electronic Fundamentals (Advanced)

AER-TEF-5040-1.1 Apply Principles of Digital Techniques (Advanced)

AER-TEF-5041-1.1 Select Aerospace Materials and Hardware (Advanced)

AER-TEF-5043-1.1 Perform Aerospace Maintenance Practices (Advanced)

AER-TEF-5046-1.1 Apply Principles of Gas Turbine Engine (Advanced)

PRE-TEF-4020-1 Apply Materials Characterisation

Quality

AER-QUA-4102-1.1 Manage Quality System and Processes

AER-QUA-7120-1.1 Tolerance and Stack-up Analysis in Mechanical Design



PRODUCTION MANAGERSkill Category Skill

Productivity and Innovation

AER-PIN-4105-1.1 Implement Lean Six Sigma

AER-PIN-4107-1.1 Manage Enterprise Productivity Improvement Methodologies

AER-PIN-4106-1.1 Manage Productivity Improvement to Achieve Business Objectives

AER-PIN-4108-1.1 Apply Guided Innovation and Improvement Methods

PRE-MPI-5016-1 Manage Process Improvement

PRE-MPI-5012-1 Implement Overall Equipment Effectiveness (OEE) to Improve Manufacturing Operational Productivity

Business Analytics PRE-BAN-5004-1 Leverage on Data Mining Techniques for Manufacturing Excellence

CommunicationsBM-COM-601E-1 Direct Relationships with Stakeholders

BM-COM-602E-1 Advocate Organisation's Interests

Business Continuity Management

BM-BCM-602E-1 Provide Leadership during Crisis Situations

Planning and Implementation

BM-SPI-602E-1 Develop and Drive Organisational Vision, Mission and Values

Project Management

AER-PMA-4111-1.1 Apply Project Management Skills

PRE-PMA-6001-1 Plan, Manage and Control Projects

BM-PM-601E-1 Steer Programmes

Knowledge Management

BM-KM-601E-1 Direct Knowledge and Information Management Strategies

Innovation BM-IM-601E-1 Lead and be Accountable for Innovation within the Organisation

Change Management BM-CM-601E-1 Lead Change Management

LeadershipLPM-VIS-601C-0 Lead Organisation to Develop

Organisational Strategic Priorities, Culture and Governance

People Management and Development

ES-PMD-401G-1 Develop Personal Effectiveness at Managerial Level

ES-PMD-405G-1 Manage Workplace Challenges with Resilience

People and LPM-RLT-601C-0 Establish Organisational Relationships Copyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1. 3


PRODUCTION MANAGERSkill Category Skill

Relationship Management

and Lead Organisational Diversity

Develop PeopleLPM-DEV-601C-0 Lead Organisational Succession

Planning, Capability Development and Employee Engagement

Achieve ResultsLPM-RES-601C-0 Monitor Organisational Performance

and Develop Reward Strategies to Lead Achievement of Results

Human ResourceAER-HRE-4140-1.1 Appraise and Evaluate Staff

AER-HRE-4144-1.1 Develop a Workplace Learning Plan



PRODUCTION MANAGER

Skill Code AER-LRE-2081-1.1Skill Category Legislation and RegulationSkill Sub-Category(where applicable) N/A

Skill Apply Basic Human Factors and Error Management

Skill Description This skill describes the ability to apply human factors and basic error management in aviation context. It also includes the understanding of human limitations and error, organisational factors and the working environment that might contribute to incident and/or accident.

The ability to understand:

Knowledge and Analysis

Human factors in aviation Human limitations and error Organisational factors and the working environment Error managementIt refers to gathering,

cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities.

The ability to:Application and Adaptation

Understand the importance of human factors and how they have contributed to aviation accidents

Relate how various human limitations and behaviours can affect performance

Identify the differences between an error and a violation, and the importance of basic error management principles

Describe the effect of the organisation and the working environment on safety and performance

It refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.

N/AInnovation and Value Creation

It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.



PRODUCTION MANAGER N/A

Social Intelligence and Ethics

It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

The ability to:Learning to Learn Relate how various human limitations and behaviours can affect

performanceIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.

Human factors in aviation may include but not limited to: Role of human factors in aviation safety Role of error chains; Murphy’s law; ‘Dirty Dozen’ Factors that have attributed to aviation accidents

Human limitations and error may include but not limited to: Limitations that can affect the work of a technician Role of memory, stress, knowledge and experience, complacency Work ethics and compliance

Organisational factors and the working environment may include but not limited to: Organisational factors that can affect safety Effects of staffing, resource levels and workloads Importance of work culture within an organisation

Error management may include but not limited to: Types of error and violation Methods of reducing and preventing error Reporting processes and procedures

Range of Application

It refers to the critical circumstances that the skill may be demonstrated.



PRODUCTION MANAGER

Skill Code AER-LRE-2082-1.1Skill Category Legislation and RegulationSkill Sub-Category(where applicable) N/A

Skill Interpret Basic Regulation Requirement

Skill Description This skill describes the ability to recall and interpret the aviation regulatory requirements as well as how they are applied to the aircraft maintenance environment



Regulatory Framework Air Navigation Order Singapore Airworthiness Requirement Aviation legislations relevant to a holder of aircraft maintenance licenceIt refers to gathering,

cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities.


Understand the functions of and relationships between International Civil Aviation Organisation (ICAO) and Singapore aviation legislation

Identify the requirement of Air Navigation Order Comprehend the aviation legislations relevant to a holder of aircraft

maintenance licenceIt refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work. N/A Innovation and Value Creation





Social Intelligence and EthicsIt refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

The ability to:Learning to Learn

It refers to the ability to develop and improve one’s self within and outside of one’s area of work.

Interpret the key features of Singapore Airworthiness Requirement and its associated parts

Functions of and relationships between International Civil Aviation Organisation (ICAO) and Singapore aviation legislation may include but not limited to: History and setup of ICAO (UK) Regulation of the Singapore aviation industry

Requirement of Air Navigation Order may include but not limited to: Setup of the ANO (UK) Delegation of responsibilities to the DGCA Penalties for the violation of ANO

Features of Singapore Airworthiness Requirement and its associated parts may include but not limited to: Singapore Airworthiness Requirements

o Requirement of SAR-21 o Requirement of SAR-39 o Requirement of SAR-66 o Requirement of SAR145 o Requirement of SAR-147

Aviation legislations relevant to a holder of aircraft maintenance licence may include but not limited to: Air Operator certificate application process Airworthiness notices Concept and special requirements of Extended Deviation Time Operation

(EDTO)





PRODUCTION MANAGER

Skill Code AER-OPL-6129-1.1Skill Category Operations PlanningSkill Sub-Category(where applicable) N/A

Skill Manage Manufacturing Execution System

Skill Description This skill describes the ability to apply shop floor tracking and control through the use of a manufacturing execution system (MES). This includes the ability to model a manufacturing shop floor environment and conduct tracking and monitoring, the ability to determine the overall equipment effectiveness (OEE), and the ability to control shop floor operations.



Metrics and key performance indicators (KPIs) Metric system implementation Concepts of overall equipment effectiveness (OEE) Components and functionality of manufacturing execution system (MES)

production tracking system Product traceability and technologies

It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities.


Contextualise performance indicators based on company indicators Use metrics to diagnose a business problem Calculate overall equipment effectiveness (OEE) performance index and

operations metrics Identify optimal maintenance strategies with production resource

constraints


The ability to:Innovation and Value Creation

Use resource optimisation methods to solve dynamic allocation problems






The ability to:Learning to Learn Keep abreast of developments in MES to ensure that the latest metrics

are appliedIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.

Waste is any activity which does not contribute to customer benefit and/or features in the product. Within operations, categories of waste must include:

Excess production and early production Delays Movement and transport Poor process designs Inventory Inefficient performance of processes Making defective items Activities which do not yield any benefit to the organisation or any benefit

to the organisation’s customers

Costs must include: The monetary value of expenditures able to be directly identified for

supplies, services, direct labour, materials, components, cost of inventory, faults and reworks, rejects and/or scrap, equipment and other items used in the production of the products

Allocations and estimates for indirect costs (e.g. indirect labour, rent, energy, water and cost of capital) where a direct monetary value cannot be identified

Cost optimisation plans must include: Application scope (e.g. product(s), services, areas, employees and

suppliers included in plan) Target costs and target costs reductions Implementation periods Methods of monitoring Methods of communicating progress to stakeholders





PRODUCTION MANAGER

Skill Code AER-TED-7132-1.1Skill Category Technical and Engineering

DesignSkill Sub-Category(where applicable) N/A

Skill Design and Analyse for Machine Vibration

Skill Description This skill describes the ability to identify and deal with issues that are related to machine vibration. It includes abilities to perform finite element modelling to analyse and measure vibration of mechanical systems and machine structure to identify their weakness.



Characteristics of one degree and multi-degree-of-freedom, dynamic modelling of machine structures

Energy storage elements inside the machine structures Under-damped, over-damped, and critically damped motion with machine Structural responses to harmonic excitations Frequency spectrum for vibration signals Evaluation of modal matrices for vibration analysis Vibration analysis for cables, rods and shafts Classification of several differences between lumped-parameter and

distributed-parameter vibratory systems Basic knowledge of Finite Element Method and boundary conditions Representation of damping in vibration analyses Measurement of damping Vibration instrumentation for vibration testing Vibration sensors and transducers for vibration inspection Vibration testing procedures and plans for structure dynamics Frequency-domain formulation and model development Vibration isolation and balancing Vibration design through modal testing Passive and active controls of vibration




PRODUCTION MANAGER The ability to:Application and Adaptation

Apply the basic vibration principles and knowledge in accordance with structural performance

Investigate the vibration problem for existing machines Investigate the vibration response for existing structures under frequency

domain Calculate the simple one-degree-of-freedom system Design the fundamental steps to calculate the structure by matrix method Model the simple structure on commercial FEM software for natural

frequency Design the complex structure on commercial FEM software for natural

frequency and mode shapes Design and layout the experimental vibration system for testing Set-up the vibration testing on the machine structures Simulate the box structure on commercial FEM software for natural

frequency and mode shape Create the structure with rubber pad on commercial FEM software for

natural frequency and mode shape


N/A Innovation and Value Creation


The ability to:


Train personnel to perform machine vibration analyses


N/A Learning to Learn




PRODUCTION MANAGER Regulations must include:

ISO 10816-1: mechanical vibration – Evaluation of machine vibration by measurements on non-rotating parts

ISO 2372: guideline for machinery vibration severity

Procedures and supporting documents must include: Vibration inspection guidelines





PRODUCTION MANAGER

Skill Code AER-TED-7133-1.1Skill Category Technical and Engineering

DesignSkill Sub-Category(where applicable) N/A

Skill Design Human-machine Interface and Supervisory Control

Skill Description This skill describes the ability to develop simple human machine interface (HMI) to design supervisory control system. It also includes abilities to apply machine interfacing and data acquisition techniques.



Fundamentals of HMI and supervisory control HMI implementation considerations and key steps involved HMI trends and emerging standards and software and hardware selection

criteria Machine communication and interface methods Fundamentals of programmable logic controller and basic ladder logic Telegrams to communicate with a PLC Alternative approaches and system architectures for HMI and supervisory

control Project development and software development life cycles



Develop a simple PLC ladder logic application Design a simple HMI system with menu tree, graphical user interface,

graphics with inputs, outputs and animations Select and configure appropriate interface methods with PLC Develop a GUI for alarm logging and parameter trending Develop a GUI for retrieval and saving of data to external database Design a Supervisory Control System for Machine Process Monitoring Design a SCADA tracking system for automated material handling system



Apply alternative system designs and key considerations in project management

Develop systems for real-time monitoring of machine operations, production status and logging of key parameters for fault analyses and process yield improvements




PRODUCTION MANAGER The ability to:


Brief personnel on human-machine interfacing, data acquisition and supervisory control system application



It refers to the ability to develop and improve one’s self within and outside of one’s area of work. N/A

Range of ApplicationIt refers to the critical circumstances that the skill may be demonstrated.



PRODUCTION MANAGER

Skill Code AER-MPR-7131-1.1Skill Category Manufacturing ProcessesSkill Sub-Category(where applicable) N/A

Skill Enhance Control Performance of Precision Machines to Satisfy Manufacturing Requirements

Skill Description This skill describes the ability to analyse, design and tune controllers, as well as the key considerations for precision control. It also includes the ability to increase manufacturing performance in terms of precision, accuracy, speed and reliability.



Principles of precision engineering Principles and applications of Proportional-Integral-Derivative (PID)

controllers Concept of bode plot Concepts of metrology Principles of thermal modelling and analysis Design of PID control Applications of high resolution transducers Concepts of motion control system Applications of servo control systems Organisational and legislative requirements



Perform analyses to determine suitability of manufacturing system for PID controller closed or open loop applications

Perform analyses to distinguish between repeatability, resolution, and accuracy control parameters

Build a mathematical model of a thermal control system Design the PID control using a model-based approach Perform steps to calibrate PID controllers and improve manufacturing

performance Apply servo control principles to construct servo motor drive systems to

use in conjunction with PID controllers Apply thermodynamics principles to select heating elements to use in

conjunction with PID controllers Apply PID controllers for closed or open loop control in accordance to

manufacturers’ manuals




PRODUCTION MANAGER N/AInnovation and Value CreationIt refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.

The ability to:


Communicate with customers, colleagues and teams to establish timeframes and requirements


The ability to:Learning to Learn Engage in self-reflection to review effectiveness of machine control

Update one’s learning in machine precision control by subscribing to diverse learning channels and participating in peer review platforms




Principles of precision engineering must include: Advanced concepts of mechanics and mechatronics Advanced concepts of electricity and magnetism Advanced concepts of thermodynamics Advanced concepts of material science Advanced concepts of engineering mathematics Advanced concepts of design and drafting Advanced concepts of control systems Concepts of computing and programming Advanced concepts of geometric error budgeting Advanced concepts of calibration Advanced concepts of measurements

Concepts of metrology must include: Machine calibration Geometric error compensation

Concepts of motion control system must include: Lorentz-force actuation in precision motion systems PZT phenomenon Linear motor phenomenon

Organisational and legislative requirements must include: Economics, environment requirements Workplace Safety and Health Act



PRODUCTION MANAGER



PRODUCTION MANAGER


Skill 3D Printing for Rapid Product Development

Skill Description This skill describes the ability to build prototypes and products using 3-dimensional rapid prototyping and manufacturing technology.



Concepts and process chain of Rapid Prototyping and Manufacturing (RPM)

Application of various RPM techniques Advantages of RPM Case studies in aerospace and precision industry



Comprehend various RPM techniques and compare their strengths and limitations

Comprehend stereo-lithography additive manufacturing process Describe RPM application areas and industrial case studies








Discuss with co-workers the suitability of various RPM for manufacturing certain products




N/A





PRODUCTION MANAGER


Skill Review Heat Treatment Process for Metals

Skill Description The ability to review heat treatment processes for metals (steels and non-ferrous alloys), to select appropriate heat treatment process based on metal properties required in accordance to organisational and legislative requirements.



The ability to understand: Types of heat treatment Design for heat treatment Types of heat treatment furnaces, equipment and atmospheres Physical metallurgy (ferrous and non-ferrous), hardenability, Fe-C

diagram, phases and phase transformation Types of steel Effects of alloying elements in steel Different phases and microstructures that can form upon heat treatment of

metals in different alloy compositions and their respective properties Benefits of selecting the optimal metals and heat treatment processes

(value-added, strength/weight-ratio increase, property improvements – endurance)

Continuous Cooling Transformation (CCT) diagram and the effects of alloying elements and component dimension on phase transformations occurring upon cooling from austenitizing temperature

Time-Temperature-Transformation (TTT) diagrams Principles of annealing and effects of different annealing operations Principles of hardening, quenching and tempering and effects of

processes Effects of quenching and distortion Methods of case hardening and carbonitriding Principles of nitriding and nitrocarburizing and effects of nitriding and/or

nitrocarburizing processes Carburizing process recipe (temperature, time, atmosphere, quenching)

based on steel type and required properties after heat treatment Carburizing time for selected steel and case depth Non-ferrous heat treatment processes (annealing, precipitation hardening) Schematic logic picture depicting the heat treatment processes Heat treatment process simulation tools Criteria for quality control, environment and safety Economics in heat treatment




Review the required properties of components and/or end products to shortlist the range of metals and heat treatment processes that can meet the requirements

Perform analyses on the effects of phase transformations using CCT diagrams to determine the heat treatment processes that can meet the properties requirements

Perform analyses on the effects of annealing operations to determine the heat treatment process that can meet the properties requirements

Perform analyses on the effects of case and induction hardening to determine the heat treatment processes that can meet the properties requirements

Perform analyses on the effects of nitriding and/or nitrocarburizing to determine the heat treatment processes that can meet the properties requirements

Determine carburizing process recipes (temperature, time, atmosphere,quenching) based on steel types and required properties after heat treatment

Determine carburizing time for selected steel and case depth based on steel types and required properties after heat treatment

Select the optimal base metals and heat treatment processes to meet the components and/or end products’ properties requirements

Draw schematic logic pictures depicting the heat treatment processes performed by purpose and attained properties

Report on the selected base metals and heat treatment processes used to meet the components and/or end products’ properties requirements, including economics, quality control, environment and safety considerations



Perform experiments to adapt heat treatment parameters (temperature, time, atmosphere) to assess changes in metal properties for use in new applications


The ability to:


Communicate with customers, colleagues and teams to assist in establishing timeframes and requirements

Select metals and heat treatment process in consideration of safety and sustainability guidelines


The ability to:



PRODUCTION MANAGERLearning to Learn Engage in self-reflection to reflect on effectiveness of alternative heat

treatment processes Update one’s learning in metallurgy and heat treatment by subscribing to

diverse learning channels and participating in peer review platforms


Types of steel and their heat treatments must include: Structural steels and their heat treatments Tool steels and their heat treatments Stainless steels and their heat treatments





PRODUCTION MANAGER

Skill Code AER-SMA-7136-1.1Skill Category Sustainable Manufacturing

Skill Sub-Category(where applicable)

N/A

Skill Establish Carbon Footprint Assessment Methodology

Skill Description This skill describes the ability to perform product carbon footprint quantification. It also includes carbon footprint standards, and practical assessment tools and techniques.



Goals, reasons and application of carbon footprint Stages of product lifecycle and cut-off criteria Techniques of process mapping and emission sources and sinks Tools and techniques of lifecycle inventory data collection Procedures of

data processing for lifecycle inventory data Characterisation of data quality based on data attributes Computation procedures for carbon footprint assessment Requirements and guidelines for carbon footprint report summary



Establish goals and objectives for carbon footprint assessment Establish system boundary and cut-off criteria for the lifecycle of a chosen

product as per the established goals and objectives Screen business facilities and construct a process map for the lifecycle of

a product in accordance with the system boundary Construct lifecycle inventory data based on the process map Process lifecycle inventory data according to reference flows Present data quality analysis techniques Assess and quantify carbon footprint using the CAR2ETM Toolkit Document the results and prepare the carbon footprint report summary










N/A




PRODUCTION MANAGER

Skill Code AER-TEF-5037-1.1Skill Category Technical and Engineering

FundamentalsSkill Sub-Category(where applicable) N/A

Skill Apply Principles of Electrical Fundamentals (Advanced)

Skill Description This skill describes the ability to maintain aircraft electrical system and power generation system in accordance with applicable technical manuals and organisational procedures. It also includes the scope covered in the CAAS SAR-66 Cat B examination.



Principles of electron theory Principles of static electricity and conduction Laws of electrostatic attraction and repulsion Coulomb’s law Electrical terminology and factors Principles of electricity generation Principles of DC generation Types of DC sources of electricity DC circuit analysis Ohm’s law Principle of resistance, capacitance and induction Types of application for resistor, capacitor and inductor Definition of power Magnetism theory DC motor and generator theory AC theory, motor and generator RCL circuit analysis Transformer principle Filter applications





Demonstrate understanding of the principle of electricity in aircraft electrical system

Apply Direct Current (DC) and Alternating Current (AC) generation principles on aircraft electrical system

Explain the DC and AC circuit characteristic of aircraft electrical system Apply principle of power on aircraft electrical systems Demonstrate understanding of the principle of motor and generator used

in aircraft electrical systems


Innovation and Value Creation


N/A

The ability to:


Apply safe work practices during maintenance work Reinstate work area in accordance with organisational housekeeping

requirementsIt refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

The ability to:Learning to Learn Analyse the properties and behaviours of electrostatic charges

Apply principle of power on aircraft electrical systems It refers to the ability to develop and improve one’s self within and outside of one’s area of work.



PRODUCTION MANAGER



Electron theory must include: Structure and distribution of electrical charges within atoms, molecules,

ions, compounds Molecular structure of conductors, semiconductors and insulators

Static electricity and conduction must include: Static electricity and distribution of electrostatic charges Electrostatic laws of attraction and repulsion Units of charge, Coulomb's Law

Electrical Terminology must include the following terms, their units and factors affecting them: Potential difference Electromotive force Voltage Current Resistance Conductance Charge Conventional current flow Electron flow

Generation of electricity must include the production of electricity by the following methods: Light Heat Friction Pressure Chemical Action Magnetism Motion

DC sources of electricity must include the construction and basic chemical action of: Primary cells Secondary cells Nickel Cadmium (Ni-Cd) batteries Lithium-Ion batteries Cells connections Construction, materials and operation of thermocouples Operation of photocell

DC circuits must include: Ohm’s Law Kirchoff’s voltage and current laws Significance of the internal resistance of a supply

Resistance and/or resistor must include: Specific resistance Resistance identification and specification



PRODUCTION MANAGER Resistors connections Operation and use of potentiometers and rheostats Operation of Wheatstone bridge

Power must include: Power, work and energy (kinetic and potential) PE due to position PE due to distortion of an elastic body PE that produce work through chemical action Power Dissipation of power by a resistor Power formula

Capacitance and/or capacitor must include: Operation and function of a capacitor Factors affecting capacitance Capacitor types, construction and function Capacitor colour coding Calculations of capacitance and voltage in series and parallel circuits Exponential charge and discharge of a capacitor, time constants

Magnetism must include: Theory of magnetism Properties of a magnet Earth’s magnetic Field Types of magnets Magnetisation and demagnetisation Magnetic shielding Various types of magnetic material Electromagnets construction and principles of operation Hand clasp rules to determine magnetic field around current carrying

conductor Magnetomotive force, field strength, magnetic flux density, permeability,

hysteresis loop, retentivity, coercive force reluctance, saturation point, eddy currents

Precautions for care and storage of magnets

Inductance and/or inductor must include: Faraday's law Action of inducing a voltage in a conductor moving in a magnetic field Induction principles Effects of the following on the magnitude of an induced voltage: magnetic

field strength, rate of change of flux, number of conductor turns Mutual induction The effect the rate of change of primary current and mutual inductance

has on induced voltage Factors affecting mutual inductance: number of turns in coil, physical size

of coil, permeability of coil, position of coils with respect to each other Lenz's law and polarity determining rules Back EMF, self-induction



PRODUCTION MANAGER Saturation point Principal uses of inductors

DC motor and/or generator theory must include: Basic motor and generator theory Construction and purpose of components in DC generator Operation of, and factors affecting output and direction of current flow in

DC generators Operation of, and factors affecting output power, torque, speed and

direction of rotation of DC motors

Topics on inductance and/or inductor must include: Sinusoidal Waveform Phase Period (Time) Cycle Instantaneous, average, root mean square, peak, peak to peak current

values and calculations of these values, in relation to voltage, current and power

Square waves Odd harmonics Even harmonics Triangular waves Single phase and three phase principles

Resistive (R), capacitive (C) and inductive (L) circuits must include: Phase relationship of voltage and current in L, C and R circuits, parallel,

series and series parallel Power dissipation in L, C and R circuits Impedance, phase angle, power factor and current calculations True power, apparent power and reactive power calculations

Transformers must include: Transformer construction principles and operation Transformer losses Methods Of overcoming transformer losses Transformer action under no-load conditions Transformer action under load conditions Power transfer, efficiency, polarity markings Calculation of line and phase voltages and currents Calculation of power in a three phase system Primary and secondary current, voltage, turns ratio, power, efficiency Autotransformers

Filters must include: Low pass High pass Band pass Band stop



PRODUCTION MANAGERAC generators must include: Rotation of loop in a magnetic field and waveform produced Operation and construction of revolving armature and revolving field type

AC generators Single phase, two phase and three phase alternators Three phase star and delta connections advantages and uses Permanent magnet generators

Construction, principles of operation and characteristics of AC motors must include: AC synchronous and induction motors both single and polyphase Methods of speed control and direction of rotation Methods of producing a rotating field



PRODUCTION MANAGER



Skill Apply Principles of Electronic Fundamentals (Advanced)

Skill Description This skill describes the ability to apply in-depth knowledge of electronic concepts towards maintenance, repair and/or overhaul of aircraft electronic and related systems. It also includes the scope covered in the CAAS SAR-66 Cat B examination.



Principles of diodes Principles of transistor Terminology and functions of integrated circuits Terminology and functions of printed circuit board Concepts and principles of servomechanism



Apply diodes theory and principles for electronic circuits Apply transistors theory and principles for electronic circuits Describe the components and their functions on printed circuit board

assembly used in avionics system Demonstrate the understanding and applications of integrated circuits

used in avionics system Demonstrate the understanding and applications of servomechanism used

on aircraft system



N/A






Apply safe work practices during maintenance work


The ability to:Learning to Learn Differentiate NPN and PNP transistor and its properties

It refers to the ability to develop and improve one’s self within and outside of one’s area of work. Range of Application


Topics on semiconductors must include: Diodes Transistors Integrated circuits

Topics on diodes must include: Diode symbols Diode characteristics and properties Diodes in series and parallel Main characteristics and use of silicon controlled rectifiers (thyristors) light

emitting diode, photo conductive diode, varistor, rectifier diodes Functional testing of diodes Materials, electron configuration, electrical properties P and N type materials: effects of impurities on conduction, majority and

minority characters PN junction in a semiconductor, development of a potential across a PN

junction in unbiased, forward biased and reverse biased conditions Diode parameters: peak inverse voltage, maximum forward current,

temperature, frequency, leakage current, power dissipation Operation and function of diodes in the following circuits: clippers,

clampers, full and half wave rectifiers, bridge rectifiers, voltage doublers and triplers

Detailed operation and characteristics of the following devices: silicon controlled rectifier (thyristor), light emitting diode, Schottky diode, photo conductive diode, varactor diode, varistor, rectifier diodes, Zener diode

Topics on transistor must include: Transistor symbols Component description and orientation Transistor characteristics and properties Construction and operation of PNP and NPN transistors Base, collector and emitter configurations Testing of transistors Basic appreciation of other transistor types and their uses



PRODUCTION MANAGER Application of transistors: classes of amplifier (A, B, C) Simple circuits including: bias, decoupling, feedback and stabilisation Multistage circuit principles: cascades, push-pull, oscillators Multivibrators, flip-flop circuits

Topics on integrated circuits must include: Description and operation of logic circuits and linear circuits and/or

operational amplifiers Description and operation of logic circuits and linear circuits Introduction to operation and function of an operational amplifier used as:

integrator, differentiator, voltage follower, comparator Operation and amplifier stages connecting methods: resistive capacitive,

inductive (transformer), inductive resistive (IR), direct Advantages and disadvantages of positive and negative feedback

Topics on printed circuit boards (PCB) must include:

Types of printed circuit boards must include: Single-sided printed circuit boards Double-sided printed circuit boards Multi-layered printed circuit boards Composition of a printed circuit board

Fabrication of printed circuit boards must include: Subtractive process Additive process Advantages and disadvantages of PCB Uses of PCB

Topics on servomechanisms may include: Understanding of the following terms: open and closed loop systems,

feedback, follow up, analogue transducers Principles of operation and use of the following synchro system

components and/or features: resolvers, differential, control and torque, transformers, inductance and capacitance transmitters

Understanding of the following terms: open and closed loop, follow up, servomechanism, analogue, transducer, null, damping, feedback, deadband

Construction operation and use of the following synchro system components: resolvers, differential, control and torque, E and I transformers, inductance transmitters, capacitance transmitters, synchronous transmitters

Servomechanism defects, reversal of synchro leads, hunting



PRODUCTION MANAGER



Skill Apply Principles of Digital Techniques (Advanced)

Skill Description This skill describes the ability to apply in-depth knowledge of digital techniques and electronic instrument systems towards maintenance, repair and/or overhaul of various aircraft systems. It also includes the scope covered in the CAAS SAR-66 Cat B examination.



Electronic instrumentation systems Numbering systems Data conversion Operation of data buses in aircraft systems Identification and Application of Common Logic Circuits on Aircraft

Systems Computer Terminology Computers and Hardware in Aircraft Systems Fibre Optics Operation of Common Displays used on Modern Aircraft Handling and Protection of Electrostatic Discharge Sensitive Devices Concept of Software Management Control Influence of Electromagnetic Environment on Maintenance Practices for

Aircraft Electronic Systems General Arrangement of Typical Electronic and/or Digital Aircraft Systems

and Associated Built In Test Equipment (BITE)





Identify various electronic instrument systems Interpret the information presented on various electronic instrument

systems Perform conversion between different numbering systems Compare the advantages and disadvantages of digital data over analogue

data Explain the operation of data buses used in aircraft systems Identify common logic gates and interpret logic diagrams Explain various computer terminology Explain the function of various components used in modern computer

based aircraft systems Explain the function of various electronic devices and electronic and/or

digital aircraft systems used on aircraft Apply protection and prevention measures for electronic systems and

components used on aircraft




N/A

The ability to:


Apply safe work practices during maintenance work


The ability to:Learning to Learn Elaborate on the information presented on electronic instrument systems

Relate the computer technology (as applied in aircraft systems)It refers to the ability to develop and improve one’s self within and outside of one’s area of work.



PRODUCTION MANAGER Range of Application


Typical systems arrangements and cockpit layout of electronic instrument systems may include: Basics of electronic instrumentation system (EIS) Typical cockpit layout Instrument grouping in cockpit Typical systems arrangements for cockpit instrument Cockpit display units and control panels for EICAS System testing relating EIS Engine data on ECAM Electronic Flight Instrument System (EFIS) Electronic Attitude Director Indicator(EADI) Electronic Horizontal Situation Indicator (EHSI) Light sensors Failure annunciations Advantages of Electronic Instrument Systems

Numbering systems used for aircraft electronic instrumentation system must include: Decimal, binary, octal and hexadecimal systems Conversions between the various numbering systems above

Topics on data conversion operations must include: Comparison between analogue and digital data Operation and application of analogue to digital and digital to analogue

converters Types of inputs Types of outputs Limitations of data conditionsKnowledge of ARINC and other specifications may include: Data transmission on data buses ARINC specifications including ARINC and ARINC 629 Aircraft network and/or ethernet

Identification of common logic gate symbols, tables and equivalent circuits must include: Identification of common logic gates like AND, OR, INVERTER, NAND,

NOR, EX-OR NAND NOR equivalents Variations of basic gates Positive and/or negative logic Common logic circuit functions Applications used for aircraft systems, schematic diagrams. Interpretation of logic diagrams

Computer terminology may include: RAM (Random Access Memory) Read Only Memory (ROM) Programmable Read- Only Memory (PROM) Erasable Programmable Read- Only Memory (EPROM)



PRODUCTION MANAGERComputer technology (as applied in aircraft systems) may include: Usage of various types of computers in aircraft system Dedicated airplane computers Typical airplane computer systems Types of computers Program configuration control Computer related terminology Operation, layout and interface of the major components in a

microcomputer including their associated bus systems Information contained in single and multi-address instruction words Memory associated terms Operation of typical memory devices Operation, advantages and disadvantages of the various data storage

systems

Topics on microprocessors may include: Functions performed and overall operation of a microprocessor Basic operation of each of the following microprocessor elements: control

and processing unit, clock, register, arithmetic logic unit

Topics on integrated circuits may include: Operation and use of encoders and decoders Function of encoder types Uses of medium, large and very large scale integration

Topics on multiplexing may include: Operation, application and identification in logic diagrams of multiplexers

and demultiplexers.

Topics on fibre optics in aircraft systems must include: Advantages and disadvantages of fibre optic data transmission over

electrical wire propagation Fibre optic data bus Fibre optic related terms Termination Couplers, control terminals, remote terminals Handling of Fibre Optic cables Application of fibre optics in aircraft systems

Principles of operation of common types of displays used in modern aircraft may include: Forms of data displays Cathode ray tubes Alphanumeric displays Display configurations Light emitting diodes Liquid crystal display

Special handling of components sensitive to electrostatic discharges may include:



PRODUCTION MANAGER Procedures for removal and installation of ESDS metal encased units Procedures for removal and installation of ESDS electronic cards Basic rules for static protection

Awareness of risks and possible damage, component and personnel anti-static protection devices may include: Causes of electrostatics Electrostatic discharge sensitive devices (ESDS) ESDS device damage and/or failure

Awareness of restrictions, airworthiness requirements and possible catastrophic effects of unapproved changes to software programmes may include: Fault tolerant software Software certification Software management Software revision Software as a part Loadable software Operational Program Software Operational Program Configuration Airline Modifiable Information (AMI)

Effect of electromagnetic environment on maintenance for electronic system must include: EMC – Electromagnetic Compatibility EMI – Electromagnetic Interference HIRF – High Intensity Radiated Field Lightning and/or lightning protection

General arrangement of typical electronic and/or digital aircraft systems and associated BITE (Built In Test Equipment) testing which may include: ACARS – ARINC Communication and Addressing Reporting System ECAM – Electronic Centralised Aircraft Monitoring EFIS – Electronic Flight Instrument System EICAS – Engine Indication and Crew Alerting System FBW – Fly by Wire FMS – Flight Management System GPS – Global Positioning System IRS – Inertial Reference System TCAS – Traffic Alert Collision Avoidance System Integrated Modular Avionics Cabin Systems Information Systems





PRODUCTION MANAGERSkill Select Aerospace Materials and Hardware (Advanced)

Skill Description This skill describes the ability to select advanced aerospace materials and hardware used for aircraft maintenance, repair and overhaul in accordance with applicable OEMs’ maintenance manuals and organisational procedures.



Characteristics, properties and identification of aircraft materials Chemical fundamental and characteristics of corrosion Types of fasteners and their application Types of pipes and unions and their application Characteristics and usage of springs on aircraft Characteristics and usage of bearings Characteristics and usage of mechanical transmission devices used on

aircraft Characteristics and usage of control cables and cable systems used on

aircraft Characteristics and construction of various types of electrical cables and

connectors used on aircraft



Identify the different types of material used in aircraft construction Determine appropriate heat treatment methods and mechanical tests for

metals Apply general composite and non-metallic structure repair procedures Analyse the use of appropriate corrosion preventive control methods Determine appropriate components and systems used on aircraft




PRODUCTION MANAGER Innovation and Value Creation

N/A


The ability to:



Collaborate with co-workers for on time completion of all maintenance, repair and overhaul tasks as appropriate.

Report to supervisor on completion of each stage of inspection in accordance with organisational requirements.

Reinstate work area in accordance with organisational housekeeping requirements.

Learning to Learn N/A

It refers to the ability to develop and improve one’s self within and outside of one’s area of work. Range of Application

It refers to the critical circumstances that the skill must be demonstrated.

Characteristics, properties and identification of common alloy steels used in aircraft must include: Metals and their properties Metal working processes Alloying agents in steel

Heat treatment and application of alloys steels must include: Heat treatment of steel Case hardening Testing of ferrous materials for hardness, tensile strength, fatigue strength

and impact resistance

Characteristics, properties and identification of common non-ferrous materials used in aircraft must include: Non-ferrous metals and their usage Alloying agents in aluminium

Heat treatment and application of non-ferrous materials must include: Heat treatment of aluminium alloys Identification of heat treated alloys Strain hardening Non heat treatable alloys Heat treatable alloys Testing of non-ferrous material for hardness, tensile strength, fatigue

strength and impact resistanceCopyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1. 41


PRODUCTION MANAGER

Repair of composite and non-metallic material must include: Glass fibre reinforced composite repairs (GFRP) Storage of GFRP Preparation for repair Typical composite repair procedures Composite and non-metallic materials

Characteristics, properties and identification of common composite and non-metallic materials, other than wood, used in aircraft must include: Composite elements Fibre science Fibre orientation Fabric styles Fabric weaves Matrix systems Pre impregnated materials Fillers Metal matrix composites Core materials Types of fibre reinforced composites Factors affecting mechanical properties of reinforced plastics Transparent plastic panels Wood Fabric

Sealant and bonding agents must include: Adhesives Seals and gaskets Sealing compounds Bonding agents Detection of defects and/or deterioration in composite and non-metallic

material (Cat B1) must include: Assessment and repair of defects in composite and non-metallic materials Inspection methodology Types of damages

Determine appropriate heat treatment methods and mechanical tests for metals which must include: Mechanical test for hardness, tensile strength, fatigue strength and impact

resistance

Apply general composite and non-metallic structure repair procedures which must include: Characteristics of composite and other non-metallic materials Appropriate defects detection methods Extent of defects and determine if they are within manual’s limits Appropriate repair methods

Analyse the use of appropriate corrosion preventive control methods which



PRODUCTION MANAGERmust include: Types of corrosion formation and their characteristics Corrosion defects assessment Appropriate corrosion preventive control

Chemical fundamentals must include: Causes of corrosion Indications of corrosion Corrosion and structural strength Forms of corrosion

Formation by, galvanic action process, microbiological, stress must include: Types of corrosion

Types of corrosion and their identification must include: Identification of corrosion Types of corrosion

Causes of corrosion must include: Contributing causes of corrosion

Material types, susceptibility to corrosion must include: Corrosion prevention Maintenance procedures for corrosion control Detection of corrosion Corrective action for corrosion

Aircraft fasteners and springs for aircraft must include: Different types of fasteners and springs Nomenclature and applications of fasteners and springs Features of common screw thread found in aircraft fasteners Appropriate fasteners and springs based on their characteristics and

applications

Common international thread standards must include: Screw nomenclature Thread forms, dimensions and tolerances for standard threads used in

aircraft Measuring screw threads

Bolts, studs and screws must include: Bolt types: specification, identification and marking of aircraft bolts,

international standards Nuts: self-locking, anchor, standard types Screws: machine screws, structural screws, self-tapping screws Studs: types and uses, insertion and removal Dowels and pins

Locking devices must include: Tab and spring washers, locking plates, split pins, pal-nuts, wire locking,

quick release fasteners, keys, circlips, cotter pinsCopyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1. 43


PRODUCTION MANAGER Aircraft rivets must include types of solid and blind rivets, their

specifications, identification, heat treatment and storage

Types of springs, materials, characteristics and applications must include: Spring characteristics Spring types Typical uses and application of springs Inspection and testing of springs

Pipes and unions used on aircraft must include: Different types of pipes and their connectors used Application of standard unions Appropriate pipes and unions fasteners based on their applications Standard unions for aircraft hydraulic, fuel, oil, pneumatic and air system

pipes

Identification of, and types of rigid and flexible pipes and their connectors used in aircraft must include: Identification of fluid lines Hoses (flexible fluid lines) Synthetic materials and their uses Fluid lines and fittings Protective sleeves for hoses Standard practices for hoses Plumbing connectors Flexible connectors Installation practices

Bearings, transmissions and control cables used on aircraft must include: Different types of bearing, transmissions and control cables Construction, material and accessories of bearings, transmission system

and control cables Gear systems and its sub-components Flight control systems and its sub-components Appropriate bearings, transmissions and control cables based on their

applications

Handling, installation and maintenance of bearings must include: Purpose of bearings, loads, material and construction Types of bearings and their application must include:

o Types of bearingso Advantages and/or disadvantages of ball and roller anti-friction

bearingso Typical applications of ball and roller bearingso Bearing sealso Handling, installation and maintenance

Topics on transmissions used in aircraft must include gear types and their application must include:



PRODUCTION MANAGER Terms used in gearings

o Types of gears Inspection of gears

Gear ratios, reduction and multiplication gear systems, driven and driving gears, idler gears, mesh patterns must include: Gear train and their classification Gear ratio

Belts and pulleys, chains and sprockets must include: Belt materials Pulleys for flat belts V belt pulleys Timing belt pulleys Chains and their specifications Chain assemblies and installation Inspection and preventive maintenance of chain assemblies

Pulleys and cable system components must include: Cable system maintenance Cable inspection and check Bowden cables Aircraft flexible control systems must include: Telefex control systems

Electrical cables and connectors for use on aircraft electrical systems must include: Different types of cables and their identification codes Construction and characteristics of cables Appropriate connectors, pins, plugs, sockets, insulators based on the

current and voltage rating Correct crimping procedure

Types of cables must include: Cable material Cable construction

Proper use of right type of connectors and cables are essential and must include: Cable types, construction and characteristics High tension and co-axial cables Crimping Connector types, pins, plugs, sockets, insulators, current and voltage

rating, coupling, identification codes



Skill Perform Aerospace Maintenance Practices (Advanced)



PRODUCTION MANAGERSkill Description This skill describes the ability to perform aircraft maintenance practices using

appropriate tools, equipment and methods in accordance with applicable technical manuals and organisational procedures.



Safety precautions and working practices when working on aircraft and related work areas

Policies and procedures for proper tool usage Types of tools and equipment used for aircraft maintenance Types of engineering drawings, diagrams and standards Definition for fits and clearance Installation and testing techniques involving electrical cables and

connectors Guidelines and techniques for maintenance, handling, joining and fusing

for aircraft material Aircraft weight and balance procedures Aircraft handling and storage procedures Aircraft defects and rectification methods Inspection techniques after abnormal events Production planning control for aircraft maintenance


The ability to:Application and Adaptation Select appropriate safety precautions and safe practices when working in

or around aircraft and in workshop Select appropriate workshop practices and utilize common tools and

equipment for maintenance work Interpret engineering drawings, diagrams and standards Perform aircraft components or systems removal and installation Apply appropriate aircraft maintenance procedures during rectification

work




PRODUCTION MANAGER Innovation and Value Creation


N/A

The ability to:


Interact with co-workers and clear doubts while performing aircraft maintenance task.

Cooperate with co-workers when performing maintenance tasks involving work teams.

Report to relevant authorities according to organisational procedures on identifying faulty or damaged tools and equipment

Report to relevant authorities according to organisational procedures on identifying damage to aircraft

Report to supervisor on completion of component removal from or installation to aircraft in accordance with organisational requirements.

Reinstate work area in accordance with organisational housekeeping requirements.


Learning to Learn N/A




Select appropriate safety precautions and safe practices when working in or around aircraft and in workshop must include: Procedures and precautions to be taken for a particular work process,

including the choice of tools and equipment required Safety precautions against maintenance manual or organisational

procedure

Select appropriate workshop practices and utilize common maintenance tools and equipment when working on aircraft and in workshop must include: Workshop practices for flight line or workshop environment Appropriate maintenance tools and equipment for a particular

maintenance work (hand, power and precision measuring tools; electrical and/or avionic general test equipment)

Functions and usage of electrical and/or avionic general test equipment

Interpret engineering drawings, diagrams and standards must include: Nature and purpose of the various types of aircraft drawings and diagrams



PRODUCTION MANAGER Details of engineering drawings

Perform aircraft components or systems removal and installation must include: Maintain appropriate fits and clearances must include:

o Interference, transition and clearance fits and its applicationso Methods for checking shafts, bearing and other parts

Apply correct maintenance techniques on electrical cables and connectors must include:o Types of techniques and testing used for continuity, insulation and

bonding.o Procedure for the usage of crimping toolso Methods for the connection pins replacement and crimping joint

testingo Wiring protection techniques

Apply proper riveting practices must include:o Various riveting techniqueso General riveting criteria and common riveting defects

Perform maintenance on pipes, hoses, springs, bearings, transmission devices and control cables must include:o Installation techniques and criteria for pipes and hoses, including

commonly found defectso Types of end fittings and cableo Defects and maintenance requirements for springs, bearing and

transmission devices Perform aircraft material handling must include:

o Techniques and steps required for inspection and manufacturing of sheet metal, non-metallic and composite material

o Inspection methods Apply appropriate type of welding, brazing, soldering and metal bonding

techniques must include:o Welding, brazing, soldering and metal bonding process and equipment

usedo Correct welding, brazing, soldering and bonding practices

Apply appropriate aircraft maintenance procedures during rectification work must include: Plan aircraft weighing and balancing procedures must include:

o Weighing and balancing procedures and practises Identifying the steps required for aircraft ground handling, e.g. towing,

jacking, refuelling etc., and storage, e.g. preservation of aircraft and engine, including the necessary precautions, personnel, tooling and equipment requirements

Identifying the nature of various abnormal events and the associated phases and areas of inspection

Determining production planning control measures needed to support proper maintenance, including documentation, store procedures for spares, quality checks, etc.

Determining maintenance process in accordance with aircraft



PRODUCTION MANAGERmaintenance manual which include:o Disassembly, inspection, repair and assembly techniques o Verifying certifications and/or release procedures for aircraft

maintenance in respective maintenance stations.

Safety precautions while working on aircraft and in workshop must include: Aspects of safe working practices including precautions to take when

working with electricity, gases especially oxygen, oils and chemicals. must include:o Electrical safetyo Radiation hazardso Hazard communication programmeo Material safety data sheet (MSDS)o Safety around compressed gaseso Safety around machine toolso Welding safetyo Fire safety

Prevention of fire on the ground Precautions prior to fuelling Precautions during fuel transfer Precautions after fuelling Work on aircraft during fuelling Work in hangar Maintenance and fire prevention Engine running precautions Fire protection and safety Types of fires and fire extinguishers Instruction in the remedial action to be taken in the event of a fire or

another accident with one or more of these hazards must include:o Emergency response procedure

Good workshop practice must include: Care of tools, control of tools, use of workshop materials Dimensions, allowances and tolerances, standards of workmanship Calibration of tools and equipment, calibration standards must include:

o Test equipment and tool calibration scheduleo Calibration labelso Environmental control

Topics on tools must include: Common hand tool types Common power tool types Operation and use of precision measuring tools Lubrication equipment and methods Operation, function and use of electrical general test equipment which

must include: o Ratings and termso Various electrical measuring instruments



PRODUCTION MANAGERAvionic general test equipment must include: Operation, function and use of avionic general test equipment

Engineering drawings, diagrams and standards must include: Drawing types and diagrams, their symbols, dimensions, tolerances and

projections must include: o Types of engineering drawingso Logical flow chartso Pictorial and schematic diagramso Electrical wiring diagramo Types of illustration projection drawingso Geometric toleranceo Dimensioningo Lines and their meaningso Standards and specifications

Identifying title block information must include:o Scale of drawingo Material usedo Part Numbero Number of parto Drawing Number

Microfilm, microfiche and computerised presentations Specification 100 of the Air Transport Association (ATA) of America must

include:o Various manuals used for aircraft maintenance purposes

Aeronautical and other applicable standards including ISO, AN, MS, NAS and MIL must include: o Standards organisation and regulatory organisation

Wiring diagrams and schematic diagrams must include: o Purpose and features of electrical wiring diagramo Standard Wiring Practices Manual (SWPM) o Electrical Standards Practices Manual (ESPM)

Fits and Clearances must include: Drill sizes for bolt holes, classes of fits Common system of fits and clearances Schedule of fits and clearances for aircraft and engines Limits for bow, twist and wear Standard methods for checking shafts, bearings and other parts

Electrical Wiring Interconnection System (EWIS) must include: Continuity, insulation and bonding techniques and testing Use of crimp tools: hand and hydraulic operated Testing of crimp joints Connector pin removal and insertion Co-axial cables: testing and installation precautions Identification of wire types, their inspection criteria and damage tolerance Wiring protection techniques: cable looming and loom support, cable

clamps, protective sleeving techniques including heat shrink wrapping, Copyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1. 50


PRODUCTION MANAGERshielding

EWIS installations, inspection, repair, maintenance and cleanlinessstandards

Material and hardware (B1 only) must include: Riveting which must include:

o Riveted joints, rivet spacing and pitcho Tools used for riveting and dimplingo Inspection of riveted joints.

Pipes and hoses which must include: Bending and belling and/or flaring aircraft pipes must include:

o Fluid lines and materials usedo Size designationso Joining method of rigid tubing and tube flaringo Different types of fitting

Inspection and testing of aircraft pipes and hoses Installation and clamping of pipes must include:

o Installation of flexible hose and rigid tubingo Installation and maintenance of rigid pipes

Springs which must include: o Inspection and testing of springs

Bearings which must include: o Testing, cleaning and inspection of bearingso Lubrication requirements of bearingso Defects in bearings and their causes

Transmissions which must include: Inspection of gears and backlash which must include:

o Inspection of gear wheelo Inspection of installed chain assembly

Inspection of belts and pulleys, chains and sprockets which must include: o Inspection of belt drive assembly

Inspection of screw jacks, lever devices, push-pull rod systems. Control Cables which must include:

o Swaging of end fittingso Inspection and testing of control cableso Bowden cables; aircraft flexible control systems

Topics on Material Handling must include: Sheet metal work which must include

o Marking out and calculation of bend allowanceo Sheet metal working, including bending and forming

* Inspection of sheet metal work Composite and non-metallic which must include:

o Bonding practiceso Environmental conditionso Inspection methods



PRODUCTION MANAGER Welding, brazing, soldering and bonding (Applicable to B1 and B2) must

include: o Soldering methods; inspection of soldered jointso Welding and brazing methodso Inspection of welded and brazed jointso Bonding methods and inspection of bonded joints

Centre of gravity and/or balance limits calculation must include: Use of relevant documents which Recording data and calculations Preparation of aircraft for weighing

Aircraft weighing which must include: Rework and rebalancing Aircraft weighting procedures

Aircraft handling and storage must include: Aircraft towing and associated safety precautions Aircraft jacking, chocking, securing and associated safety precautions

which must include: o Jacking of aircrafto Shoring of aircraft

Aircraft storage methods Refuelling and/or de-fuelling procedures De-icing and/or anti-icing procedures Electrical, hydraulic and pneumatic ground supplies Effects of environmental conditions on aircraft handling and operation

which must include: o Parking (high wind) maintenance practiceso Parking (prolonged) maintenance practiceso Tying down or mooring aircraft

Disassembly, inspection, repair and assembly techniques must include: Types of defects and visual inspection techniques; Corrosion removal,

assessment and re-protection which must include: o Visual inspection for corrosion of aircraft componentso Definitions of inspection levelso Basic corrosion removal techniques for various materialso Corrosion protection for various materialso Corrosion preventive maintenance

General repair methods, structural repair manual; Ageing, fatigue and corrosion control programmes which must include:

o Structural repair methodso Faring or blending of reworked areas

Non-destructive inspection techniques including, penetrant, radiographic, eddy current, ultrasonic and boroscope methods

Disassembly and re-assembly techniques. Troubleshooting techniques



PRODUCTION MANAGERTopics on abnormal events must include: Inspections following lightning strikes and High intensity radiated field

(HIRF) penetration Inspections following abnormal events such as heavy landings and flight

through turbulence

Topics on maintenance procedures must include: Maintenance planning Modification procedures Stores procedures which must include Inventory management

Certification and/or release procedures which must include: Certification and/or release procedures in line maintenance station and

hanger Interface with aircraft operation Maintenance Inspection and/or Quality Control and/or Quality Assurance Additional maintenance procedures which must include: Common labels used in maintenance Maintenance task documentation procedure Maintenance records of aircraft and/or engines and/or components Control of life limited components



PRODUCTION MANAGER



Skill Apply Principles of Gas Turbine Engine (Advanced)

Skill Description This skill describes the ability to apply a sound knowledge of gas turbine engine construction and engine support systems towards maintenance, repair and/or overhaul of aircraft engines and related systems.



Fundamentals of propulsion systems Gas Turbine Engine (GTE) performance Construction and operating principles Bearings and seals Properties and specification of lubricants and fuels Lubrication system Fuel control system Engine air system Starting and ignition systems Engine indication system Power augmentation system Auxiliary Power Unit (APU) Configuration and power plant installation Fire protection systems Engine monitoring and ground operation procedures Engine storage and preservation



Correlate the parameters affecting the performance of a GTE Explain the function and operation of the main sections in a GTE Explain the function and operation of the supporting systems of a GTE Summarise the function and operation of the engine fire protection system Coordinate the on ground engine test procedures State the requirements of engine preservation and storage




PRODUCTION MANAGER N/A Innovation and Value Creation


The ability to:Social Intelligence and Ethics


Observe all rules and regulations embodied in the Singapore Airworthiness Requirements and the Workplace Safety and Health Act

Apply organisational processes and procedures Interact with co-workers, supervisors and regulatory auditors as

appropriate

N/ALearning to Learn




Correlate the parameters affecting the performance must include: Basic physics principles that affect the gas turbine engine Fundamentals of gas turbine engine operations

Explain the function and operation of the main sections must include: Types of inlet, compressor, combustion chamber, turbine and exhaust

section Design characteristic of inlet, compressor, combustion chamber, turbine

and exhaust section

Explain the function and operation of the supporting systems must include: Functional items such as bearings and seals Supporting systems such as lubrication, fuel, air, starting and ignition,

engine indication and power augmentation

Summarise the function and operation of fire protection system must include: Types of fire protection system Logics of fire detection

Coordinate the on ground engine test procedures must include: Safety procedures prior to and during engine ground run



PRODUCTION MANAGER Types of ground operation Types of unsatisfactory start

State the requirement of engine preservation and storage must include: Essential storage and preservation procedures for both on-wing and off-

wing condition

Topics on fundamentals of gas turbine engine must include: Potential energy Kinetic energy Newton's laws of motion Brayton cycle The relationship between force, work, power, energy, velocity,

acceleration Constructional arrangement and operation of turbojet, turbofan,

turboshaft, turboprop

Topics on general concepts of engine performance must include: Thrust

o Gross thrusto Net thrusto Choked nozzle thrusto Thrust distributiono Resultant thrusto Thrust horsepower

Equivalent shaft horsepower Specific fuel consumption Engine efficiencies By-pass ratio and engine pressure ratio Pressure, temperature and velocity of the gas flow Engine ratings, static thrust, influence of speed, altitude and hot climate,

flat rating, limitations

Topics on engine inlet must include: Compressor inlet ducts Effects of various inlet configurations Ice protection

Topics on engine compressors must include: Types of compressors

o Axialo Centrifugal

Constructional features and operating principles and applications of different types of compressors

Fan balancing Operation of compressors Causes and effects of compressor stall and surge Methods of air flow control

o Bleed valves



PRODUCTION MANAGERo Variable inlet guide vaneso Variable stator vaneso Rotating stator blades

Compressor ratio

Topics on combustion section must include: Constructional features and principles of operation

Topics on turbine section must include: Operation and characteristics of different turbine blade types Blade to disk attachment Nozzle guide vanes Causes and effects of turbine blade stress and creep

Topics on exhaust section must include: Constructional features and principles of operation Convergent, divergent and variable area nozzles Engine noise reduction Thrust reversers

Topics on bearings and seals must include: Constructional features and principles of operation Lubricants and Fuels

Topics on lubricants and fuels must include: Properties and specifications Fuel additives Safety precautions

Topics on lubrication systems must include: System operation/lay-out and components

Topics on operation of engine control and fuel metering systems must include: Electronic engine control (FADEC) Systems lay-out and components

Topics on air systems must include: Operation of engine air distribution and anti - ice control systems,

including: o Internal coolingo Sealingo External air services

Topics on starting and ignition systems must include: Operation of engine start systems and components Ignition systems and components Maintenance safety requirements

Topics on engine indication systems must include: Copyright 2017 © SkillsFuture Singapore Agency. All rights reserved. Version 1.1. 57


PRODUCTION MANAGER Exhaust gas temperature/inter-stage turbine temperature Engine thrust indication

o Engine pressure ratioo Engine turbineo Discharge pressure or jet pipe pressure systems

Oil pressure and temperature Fuel pressure and flow Engine speed Vibration measurement and indication Torque Power

Topics on power augmentation systems must include: Operation and applications Water injection, water methanol Afterburner systems

Topics on turbo-prop engines must include: Gas coupled/free turbine and gear coupled turbines Reduction gears Integrated engine and propeller controls Over-speed safety devices

Topics on turbo-shaft engines must include: Arrangements Drive systems Reduction gearing Couplings Control systems

Topics on Auxiliary Power Units (APUs) must include: Purpose of APU Operation of APU Protective systems

Topics on power plant installation must include:Configuration of:

o Firewallso Cowlingso Acoustic panelso Engine mountso Anti-vibration mountso Hoseso Pipeso Feederso Connectorso Wiringo Loomso Control cables and rods



PRODUCTION MANAGERo Lifting points and drains

Topics on fire protection systems must include: Operation of detection and extinguishing systems

Topics on engine monitoring and ground operation must include: Procedures for starting and ground run-up Interpretation of engine power output and parameters Trend (including oil analysis, vibration and boroscope) monitoring Inspection of engine and components to criteria, tolerances and data

specified by engine manufacturer Compressor washing/cleaning Foreign object damage

Topics on engine storage and preservation must include: Preservation and de-preservation for the engine and accessories/systems



PRODUCTION MANAGER

Skill Code PRE-TEF-4020-1Skill Category Technical and Engineering


Skill Apply Materials CharacterisationSkill Description This skill describes the ability to use instrumental methods useful for materials

characterisation and testing for applications in the manufacturing industry, and apply them in quality control, product development, failure analysis and process development and trouble shooting.



Types of properties of materials such as:o Optical properties of materialso Thermal properties of materialso Mechanical properties of materialso Chemical properties of materialso Microstructures of materials

Principles of the methods and instruments used in measuring and characterising the properties of materials



Apply appropriate methods and select correct instruments in measuring and characterising optical properties of materials

Apply the principles of the methods and instruments used in measuring and characterising to the following:

o thermal properties of materialso mechanical properties of materialso chemical properties of materialso microstructures of materials




PRODUCTION MANAGER The ability to:Innovation and Value Creation

N/A

It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. The ability to:


N/A


The ability to:Learning to Learn N/A


Failure analysis of components Trouble shooting of processes to optimise the manufacturing processes Quality control of finished products Quality assurance of finished products Identification of materials Internal structure characterisation Defects detection Materials research Manufacturing process research and development




PRODUCTION MANAGER

Skill Code AER-QUA-4102-1.1Skill Category QualitySkill Sub-Category(where applicable)

Quality Management System

Skill Manage Quality System and Processes

Skill Description This skill describes the ability to acquire the knowledge and skills in managing customer expectations, monitoring the cost of quality and assuring work processes are performing in an acceptable manner using statistical techniques. This involves an understanding of national and/or international standards on quality management and quality services adopted by organisations.



National and/or international quality standards Workplace quality system requirements Scopes of quality system and processes Customer expectations Dimensions of quality Costs of quality Communication means Use of statistical process control tools for measuring and tracking of

quality performance Quality issue resolution processes



Determine the quality system requirements at the workplace based on the adopted national and/or international quality standards

Gather data on customer’s expectations on quality aspects of products and/or services in accordance with organisational established dimensions of quality

Perform statistical evaluation on the work processes related to products and/or services quality performance using appropriate measurement and statistical analysis

Disseminate outcomes of statistical evaluation to relevant stakeholders within the organisation for decision-making

Plan quality cost savings and/or improvement activities to manage costs of quality at the workplace in accordance with organisational procedures

Track the quality performance of the products and/or services in accordance with organisational quality system requirements

Resolve issues associated with non-conformance of quality standards in accordance with organisational procedures

Prepare reports on quality performance of the products and/or services to fulfil the quality system requirements in accordance with organisational procedures




PRODUCTION MANAGER The ability to:Innovation and Value CreationIt refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.

Conduct costs of quality analysis related to the products and/or services and identify areas for improvement in accordance with organisational quality system requirements

The ability to:


Communicate customer’s expectations on quality aspects of products and/or services to relevant stakeholders within the organisation in accordance with organisational procedures

Lead and manage co-workers and/or staff to achieve the desired results on costs of quality at the workplace




National and/or international quality standards must include: ISO 9001 QMS TS and/or ISO 16949 ISO 14001 EMS





PRODUCTION MANAGER

Skill Code AER-QUA-7120-1.1Skill Category QualitySkill Sub-Category(where applicable) Metrology

Skill Tolerance and Stack Up Analysis in Mechanical DesignSkill Description This skill describes the abilities to apply tolerance stack up analysis to ensure

that the cumulative effect of the tolerance of mechanical parts are acceptable in the final assembly.



Principles of tolerance and fit functions Tolerance stack analysis tools Tolerance stack analysis applications



Determine the degree and variation of fit of a particular design assembly Apply tolerance analysis and stack-up in engineering design to optimise

assembly tolerance Apply tolerance analysis and stack-up to achieve technical and economic

competitive advantages








Present tolerance stack up analysis and approach to all relevant stakeholders




N/A




PRODUCTION MANAGER

Skill Code AER-PIN-4105-1.1Skill Category Productivity and InnovationSkill Sub-Category(where applicable) N/A

Skill Implement Lean Six SigmaSkill Description This skill describes the ability to apply strategies, methods and tools used for

developing and implementing lean six sigma project plans.



Principles of Lean Understanding and utilisation of Lean and Six Sigma tools Types of waste and means to correct them



Map the business process using Value Stream Mapping (VSM) tool Define and establish the value flow as pulled by the customer Identify non-value added activities using VSM tool



Design and implement improvements to the business process Implement a system of continuous-improvement process






Define scope of Lean Six Sigma with business strategy and objectives in consultation with stakeholders


The ability to:Learning to Learn Evaluate the improvement measures implemented


Defining scope of Lean Six Sigma must include: Identify and analyse non-value added steps and activities in a process

Manage the role of productivity champions must include: Design and eliminate non-value added steps and activities in a process Design and reduce variation from the remaining value-added steps in the

process

Analyse change management to support and/or manage expectations must include: Calculate the lead time Measure performance using lean accounting tools





PRODUCTION MANAGER


Skill Manage Enterprise Productivity Improvement Methodology

Skill Description This skill describes the ability to manage the enterprise productivity improvement methodology to achieve continuous improvement of processes in manufacturing, engineering, and business management.



Productivity improvement Performance measures of productivity Project identification and selection Value stream mapping (VSM) Value stream analysis Productivity assessment Project set up and implementation Productivity improvement tools and techniques Productivity performance management system Productivity implementation roadmap



Examine the productivity improvement opportunities Determine the current state of organisational processes Analyse the current state of organisational processes Evaluate productivity gains Implement productivity improvement implementation Sustain the performance from the improved process



Develop productivity improvement implementation plans






Seek approval and/or sponsorship and/or support from management for productivity improvement implementation plans



Reflect on new productivity improvement tools and techniques and It refers to the ability to develop and improve one’s self within and outside of one’s area of work.

N/A





PRODUCTION MANAGER


Skill Manage Productivity Improvement to Achieve Business Objectives

Skill Description This skill describes the ability to manage productivity improvement strategies employing lean six sigma principles to achieve the business objectives of the organisation.



Lean and Six Sigma principles Means to integrate Lean and Six Sigma Characteristics of Lean Six Sigma Management System Workplace and organisational improvement goals Define, Measure, Analyse, Improve and Control (DMAIC) approach on

Lean Six Sigma methodology Organisational development and behaviour Workplace Safety and Health Act, subsidiary legislations and director's

responsibility Concept of bizSAFE and Risk Management Cultivating good safety culture in workplace



Define the scope of Lean Six Sigma with business strategy and objectives to be undertaken in consultation with stakeholders to meet the organisational needs and objectives

Manage the role of productivity champions in a productivity initiativeIt refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.




Establish organisational value flow


The ability to:


Manage the expectations of various stakeholders in a productivity initiative


The ability to:Learning to Learn Analyse change management to support the productivity initiative



H It refers to the critical circumstances that the skill may be demonstrated.

Characteristics of Lean Six-Sigma management system must include: Lean and Six Sigma Principles Integrating Lean and Six Sigma

Methods for determining workplace and organisational improvement opportunities must include: Types of internal stakeholders in the workplace and organisation Workplace and organisation improvement goals

The DMAIC process based on Lean Six Sigma methodology must include: Lean principles Lean Six Sigma tools

Organisational development and behaviour must include: Analysis Hypothesis Testing Change management

Regulations must include: Workplace Safety and Health Act



PRODUCTION MANAGER


Skill Apply Guided Innovation and Improvement Method

Skill Description This skill describes the ability to apply innovation and improvement methodologies to recognise inventive problems at the workplace, conduct situation analyses to define the problem and conduct situation analyses to define the problem using various concepts, technique and tools to solve the inventive problem.



Creativity and innovation Idea generation Classifying Levels of Innovation Recognising Inventive Problems TRIZ (Russian acronym) or "Theory of inventive problem solving” Guided Innovation and improvement Concepts of Ideality, Final Result and Ideal Vision System Concept and Primary Function of a System Function Maps Concept of Inventive Principles Concept of Resources Innovation Concept of Contradiction in Innovation Ideas Evaluation and Consolidating Ideas Structure of Innovation Project Reports



Apply innovation and improvement methodology to recognise inventive problems at the workplace

Analyse systems to identify the key opportunities to improve the system Generate innovation solution reports





Conduct situation analyses to define the problems


The ability to:


Perform guided brainstorming to generate ideas around the identified opportunities


The ability to:Learning to Learn Evaluate ideas to develop solution concepts to select the most ideal

solutionsIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.

N/A





PRODUCTION MANAGER

Skill Code PRE-MPI-5016-1Skill Category

Manufacturing Productivity and Innovation

Skill Sub-Category(where applicable) N/A

SkillManage Process Improvement

Skill Description This skill describes the ability to achieve the goals set by the organisation, using variety of process improvement methodologies. It also includes adopting a systematic approach in improving processes through process mapping, analysis and redesigning.

Knowledge and AnalysisIt refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities.

The ability to understand: Concepts of process management Organisational goals vis-à-vis customer expectations and requirements Process continuous improvement methodologies Definitions of process relationships Process mapping techniques Process mapping conventions or symbols Types of data and how data should be recorded Process control for variable and attribute data Methods of presenting process data Process capability Change solicitation processes Change resolution processes Standardisation of processes

Application and AdaptationIt refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.

The ability to: Identify improvement activities associated with concepts of process

management, and improving customer satisfaction using systematic process improvement models to meet the organisational goals

Define process relationships using suitable process mapping techniques

Present process maps graphically using standard process mapping conventions or symbols, to accurately depict the sequence of events to build products, or produce outcomes

Perform process analyses for waste or non-value activities, to facilitate redesigning of the processes, in accordance with process improvement models

Redesign processes using the results of analyses, and recommend potential measures to improve the functioning of processes to meet organisational goals

Execute changes to process and resolve issues encountered, in accordance with change solicitation processes

Standardise redesigned processes to make changes stay permanently, by proper documentation and training

Innovation and Value CreationIt refers to the ability to generate purposive ideas to improve work performance and/or

The ability to: Introduce specific systematic approaches to improve processes to

meet organisational goals



PRODUCTION MANAGERenhance business values that are aligned to organisational goals.Social Intelligence and EthicsIt refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

The ability to: Initiate discussions with colleagues and teams to develop systematic

process improvement models, in improving customer satisfaction to meet the organisational goals

Learning to LearnIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.

The ability to: Acquire knowledge and skills in bringing the resources and

processes together to achieve the goals set by the organisation

Range of Application(where applicable)

It refers to the critical circumstances and contexts that the skill may be demonstrated.

Knowledge and analysis must include: Improvement activities associated with concept of process

management and improving customer satisfaction Systematic process improvement model Process continuous improvement methodologies adopted by

organisations Organisational goals to be achieved vis-à-vis customer expectations

and requirements Define process relationship and process mapping techniques Process mapping conventions or symbols used Types of data and how data should be recorded: Process capability: Execute the change solicitation and resolution process: Use of tools, equipment and software: Apply procedures and supporting documents: Working with people



PRODUCTION MANAGER

Skill Code PRE-MPI-5012-1Skill Category Productivity and InnovationSkill Sub-Category(where applicable) N/A

Skill Implement Overall Equipment Effectiveness (OEE) to Improve Manufacturing Operational Productivity

Skill Description The skill describes the ability to improve the existing machine availability, performance and quality with the use of overall equipment effectiveness (OEE) productivity improvement methodologies.


Knowledge and Analysis Principles of precision engineering

Principles and concepts of Overall Equipment Effectiveness (OEE) Concepts for identifying areas for improvement OEE model and limitations Three key components of OEE Calculation of OEE metrics Concept of Six Big Losses Organisational and legislative requirements


The ability to:Application and Adaptation Perform analysis to determine critical manufacturing processes and

machines for OEE Conduct root cause and ‘what-if’ analysis Perform analysis on OEE data and evaluate baseline OEE metrics Perform analysis to determine procedures and technologies for OEE and

productivity improvement Analyse Return on Investment rate for procedural changes and

technology implementation Develop and specify details of pilot implementation phase and full scale

implementation phase Propose and initiate procedural modification and technological

implementation




PRODUCTION MANAGER The ability to:Innovation and Value Creation Integrate OEE with alternative productivity concepts to achieve higher

productivity returnsIt refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. The ability to:

Social Intelligence and Ethics Collaborate with key stakeholders for OEE data collection



Engage in self-reflection to review the heuristic limitations of OEE on productivity solutions

Update one’s learning in productivity improvement concepts by subscribing to diverse learning channels and participating in peer review platforms


Principles of precision engineering includes: Advanced concepts of engineering mathematics

Key components of OEE include: Availability Performance Quality

Organisational and legislative requirements include: Economics and environment requirements Workplace Safety and Health Act




PRODUCTION MANAGER

Skill Code PRE-BAN-5004-1Skill Category Business Analytics


N/A

Skill Leverage on Data Mining Techniques for Manufacturing Excellence

Skill Description This skill describes the ability to leverage on the fundamentals of data warehouse and data mining techniques for different manufacturing process applications. It also includes developing models for process or equipment performance data analysis through the use of data mining techniques.




Motivation of data mining Concept of data cube Type of data clustering and their features Steps of K-means clustering Basic terms such as mean, variance, standard division and correlation Concept of model coefficient and residual error Basic terms such as total sum of squares (SST), sum of squares due to

regression (SSR), sum of squares due to error (SSE), T-test, confidence interval

Guideline to evaluate the time series forecasting model. Difference between regression and ARMA models. Structure of BP neural network Advantages of neural networks Data normalisation

Application and Adaptation


The ability to:

Identify potential data mining applications for company. Design a data cube and a data schema Apply hierarchical clustering technique for quality control. Apply K-means clustering technique for quality control Measure correlation and dependency between process variables Build linear regression model Evaluate regression model accuracy and model coefficient significance Build ARMA model Develop regression mode and ARMA model for equipment auto-mould

process Develop a neural network using feed forward propagation Develop a neural network using back propagation learning Develop neural network for predicting process yield



PRODUCTION MANAGERInnovation and Value Creation

It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational

N/A



N/A

Learning to Learn


N/A

Range of Application(where applicable)


Software must include:

Microsoft Excel Data mining software tools MatLab LabView



PRODUCTION MANAGER

Skill Code BM-COM-601E-1

Skill Category Communications


Skill Direct Relationships with Stakeholders

Skill Description

This skill describes the ability to direct relationships with stakeholders. It includes evaluating the interests and needs of stakeholder groups and factors impacting organisation’s stakeholder relationships, guiding programmes to enhance stakeholder relationships, as well as establishing and maintaining networks and relationships.




Business environment Types of networks Opportunities to build networks Legal, regulatory, ethical and socio-cultural constraints that may

apply to stakeholder relationships



The ability to:

Guide interactions and programmes with stakeholder groups to support organisational strategies and objectives



The ability to:

Evaluate factors impacting organisation’s relationships with stakeholder groups to determine how to enhance relationships


It refers to the ability to use affective factors in leadership, relationship and diversity management guided by

The ability to:

Evaluate interests and needs of stakeholder groups to understand the existing and potential relationships with the organisation

Demonstrate organisational awareness to act with stakeholder groups’ interest to establish and maintain networks and long term relationships to support organisational strategies and objectives



PRODUCTION MANAGERprofessional codes of ethics.

Learning to Learn


The ability to:

Engage in self-reflection to identify new platforms which offer opportunities to establish strategic business relationships with potential partners to support organisational objectives


(where applicable)


Legal, regulatory, ethical and socio-cultural constraints that may apply to stakeholder relationships may include:

Relevant legislation Codes of practice Business ethics Policies and guidelines Social responsibilities Cultural and societal expectations and influences



PRODUCTION MANAGER

Skill Code BM-COM-602E-1

Skill Category Communications


Skill Advocate Organisation’s Interests

Skill Description

This skill describes the ability to advocate organisation’s interests. It includes setting advocacy strategies and objectives, evaluating advocacy targets, selecting advocacy methods, communicating advocacy message as well as evaluating outcomes of advocacy strategies for follow-up.




Advocacy cycle Profile of advocacy targets Criteria for crafting advocacy message Substantiated position to effectively communicate advocacy

message Legal, regulatory, ethical and socio-cultural constraints with regard

to advocacyApplication and Adaptation


The ability to:

Set advocacy strategies and objectives to further organisation’s interests

Evaluate advocacy targets to support advocacy objectives Select appropriate advocacy methods to relay and communicate

message



The ability to:

Determine if organisation’s interests have been met and execute follow-up actions accordingly to achieve organisation’s interests



PRODUCTION MANAGERSocial Intelligence and Ethics


The ability to:

Communicate message in accordance with advocacy strategies to garner support and buy-in

Learning to Learn


The ability to:

Engage in self-reflection to identify areas for improvement in developing advocacy strategies to ensure continuous learning for workplace application


(where applicable)


Legal, regulatory, ethical and socio-cultural constraints with regard to advocacy to may include:

Relevant legislation and regulations Codes of practice Business ethics Policies and guidelines Social responsibilities Cultural and societal expectations and influences



PRODUCTION MANAGER

Skill Code BM-BCM-602E-1 Skill Category Business Continuity

Management


N/A

Skill Provide Leadership during Crisis Situations

Skill Description

This skill describes the ability to lead organisation through crisis situations. It also includes activating and directing review of crisis response, recovery and stand down activities, managing crisis communication, reviewing impact of disruptive events on the organisation, as well as identifying programmes for staff learning and development in crisis management.




Business impact of disruptive events on the organisation Own role in communication with relevant stakeholders



The ability to:

Approve activation of the crisis response, recovery activities and stand down procedures to ensure alignment with business continuity strategies and crisis management plan

Manage communication of disruptive events to relevant stakeholders to ensure alignment with crisis communication plan

Review report to determine business impact arising from disruptive events on the organisation



The ability to:

Direct review of crisis response, recovery activities and stand down procedures to make improvements for future activation during crisis situations





The ability to:

Maintain composure, self-confidence and resilience as a leader when leading organisation to deal with challenges in a crisis situation

Learning to Learn


The ability to:

Identify programmes for staff learning and development in crisis management to strengthen organisational capability in crisis management


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code BM-SPI-602E-1

Skill Category Planning and Implementation


Skill Develop and Drive Organisational Vision, Mission and Values

Skill Description

This skill describes the ability to develop and drive organisational vision, mission and values. It also includes determining organisational competitive advantage, reviewing organisational strategic directions to meet strategic needs as well as formulating, reviewing and refining organisational vision, mission and values.




Qualitative analysis methods to obtain information on organisational vision, mission and values

Primary and secondary organisational research information Research techniques for benchmarking Characteristics of an effective vision statement Characteristics of an effective mission statement Objectives of cascading organisational vision, mission and values Relevant stakeholders in formulating and communicating

organisational vision, mission and values Communication platforms and channels to disseminate vision,

mission and values information



The ability to:

Assess organisational capabilities and review environmental scan findings to determine organisational brand and competitive positioning in consultation with relevant stakeholders

Benchmark organisational capabilities against industry counterparts to determine sources of competitive advantage

Review organisational strategic directions to ensure alignment to strategic needs of the organisation

Formulate organisational vision, mission and values taking into consideration organisational research information to enhance business competitiveness



The ability to:

Review and refine organisational vision, mission and values on a regular basis to cascade throughout the organisation





The ability to:

Exercise empathy when articulating and communicating organisational vision, mission and values through individual actions to garner buy-in from the organisation

Learning to Learn


The ability to:

Keep abreast of market trends and developments by subscribing to diverse information channels and participating in industry networking sessions to ensure organisational competitiveness


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code AER-PMA-4111-1.1Skill Category Project ManagementSkill Sub-Category(where applicable) N/A

Skill Apply Project Management Skills

Skill Description This skill describes the ability to apply project management skills to achieve successful completion of specific project goals and objectives by a specific time, within budget and according to specifications.



Purpose of project management Advantages and challenges of managing projects Project management processes Defining the scope of projects How to conduct feasibility analysis of undertaking the projects Project selection methods Managing project risks How to manage the resources required to undertake the projects Project management tools Negotiation skills Types of stakeholders



Develop the project plans and provide estimates of the necessary human resources, time and cost using appropriate project management tools

Execute the project implementation activities and control the resources to achieve the desired project goals or deliverables

Review the milestones of the project and resolve any unmet goals or gaps when needed to meet the scope of the projects defined

Conclude the projects in consultation with stakeholders and with complete project documentation in accordance with organisational procedures




PRODUCTION MANAGER N/AInnovation and Value Creation


The ability to:


Define the scope of the project to be undertaken in consultation with stakeholders to meet the organisational needs or objectives

Conduct feasibility analysis of undertaking the projects and present to stakeholders for decision making in accordance with organisational procedures


The ability to:Learning to Learn Review the milestones of the project and take corrective actions to resolve

unmet project goals or gapsIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.

N/A





PRODUCTION MANAGER

Skill Code PRE-PMA-6001-1Skill Category Project Management


Skill Plan, Manage and Control Projects

Skill Description This skill describes the ability to manage projects within the context of a business activity which encompasses both product development and “change” projects. This involves an appreciation of the issues and current techniques for successful project planning and control, including the selection and motivation of project teams.




Techniques for recognising the benefits of a project management approach

Techniques for recognising, anticipating and managing the inherent uncertainties and difficulties in project activities

Techniques for recognising and appraising the human, financial and business implications of options and actions, and making decisions in difficult and uncertain situations

Methods for planning and managing dynamic development and change Effective operation within the context of project management Management of the inherent uncertainties and difficulties in project

activities Human, financial, business implications of options and actions of

project management Decision making in difficult and uncertain situations Planning and managing dynamic development and change



The ability to:

Identify and operate effectively within the context of project management

Interpret and apply the principles and philosophies which underlie successful project management

Evaluate theoretical and practicable knowledge and understanding of the human factors which influence the conduct of project management

Review and apply knowledge, understanding and the ability to systematically apply the methodologies and tools used in project management




It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational

N/A



N/A

Learning to Learn


N/A


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code BM-PM-601E-1

Skill Category Project Management


Skill Steer Programme

Skill Description

This skill describes the ability to steer a programme in accordance with the programme and organisation requirements. It includes ensuring alignment between the programme and organisational strategic direction, reviewing and measuring programme outcomes as well as mitigating the impact of large-scale risks on the project.




Principles of risk and risk analysis Objectives of risk and risk analysis



The ability to:

Set overall direction of organisation’s programme of projects to align to organisational strategic direction

Determine programme performance measures in accordance with programme requirements to facilitate programme outcomes measure

Review and measure programme outcomes to ensure adherence to set targets

Guide mitigation of large-scale risks to resolve issues



The ability to:

Improve risk management systems and processes to ensure responsive and effective risk management within the organisation





The ability to:

Build business relationships with customers to garner their support for future programmes

Learning to Learn


The ability to:

Keep abreast of changes in internal and external factors to identify and minimise impact of threats to the achievement of programme objectives by subscribing to diverse information channels


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code BM-KM-601E-1Skill Category Knowledge Management Skill Sub-Category(where applicable) N/A

Skill Direct Knowledge and Information Management StrategiesSkill Description This skill describes the ability to direct knowledge and information

management strategies. It includes communicating the value of information usage and business knowledge, setting objectives and directing the development of knowledge and information management strategies, creating a conducive environment for knowledge management, as well as reviewing and refining knowledge management system, strategies and policies for endorsement.



Objectives of knowledge and information management strategies Types of knowledge levers to generate knowledge within the organisation Methods and systems for capturing and storing knowledge Benefits of implementing knowledge management systems Components of knowledge management systems Critical success factors of knowledge and information management

strategies Individual role in championing knowledge management strategies



Communicate business value of information usage and business knowledge to organisation to advocate knowledge management in the organisation

Set objectives of knowledge and information management strategies to communicate to relevant stakeholders

Create a conducive environment to support knowledge management in the organisation

Direct development of knowledge and information management strategies to support knowledge management in the organisation





Review and refine knowledge management system, strategies and policies to seek endorsement


The ability to:


Demonstrate empathy and appreciation of stakeholders' views and issues when directing knowledge and information management strategies to maintain positive working relationships


The ability to:Learning to Learn Keep abreast of strategic and tactical knowledge management practices

by subscribing to diverse learning channels and participating in peer discussion platforms to enhance workplace performanceIt refers to the ability to

develop and improve one’s self within and outside of one’s area of work.

N/A.





PRODUCTION MANAGER

Skill Code BM-IM-601E-1

Skill Category Innovation


Skill Lead and be Accountable for Innovation within the Organisation

Skill Description

This skill describes the ability to lead innovation in an organisation. It also includes building a culture of innovation, directing development and review of innovation strategies, leading innovative practices as well as sustaining innovative thinking, practices and learning.




Internal barriers to innovation External barriers to innovation Innovation process



The ability to:

Direct development of innovation strategies to align to long-term organisational objectives

Lead innovative practices and garner support for a culture of innovation

Incorporate innovation into leadership and management activities and organisational strategies to promote innovation in the organisation

Sustain innovative thinking and practices to support long-term organisational strategies



The ability to:

Direct review of organisational innovation strategies to identify areas of improvement to enhance organisation’s performance





The ability to:

Apply organisational awareness to build a culture of innovation within the organisation to encourage continuous improvement

Learning to Learn


The ability to:

Advocate organisational sharing on collective contributions to innovative thinking and practices to inspire learning


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code BM-CM-601E-1

Skill Category Change Management


Skill Lead Change Management

Skill Description

This skill describes the ability to drive and lead change management in an organisation. It includes guiding the development of change management strategy, leading, evaluating and refining change management strategy as well as building an environment conducive for change management.




Leadership role in change management process Types of change management programmes Different leadership styles and approaches and their impact on

change management Drivers of implementing and sustaining change in the organisation Factors that support change management Typical barriers to change within organisations Techniques to overcome resistance to change



The ability to:

Define and drive change in the organisation to achieve desired strategic business outcomes

Guide development of change management strategy in accordance with organisational culture and interests of relevant stakeholders to facilitate buy-in and support for proposed change

Lead change in line with strategic plan to achieve change objectives



The ability to:

Evaluate and refine change management strategy in accordance with organisational culture and interests of relevant stakeholders to facilitate buy-in and support for proposed change





The ability to:

Exercise organisational awareness to build an environment ready for change management programmes

Learning to Learn


The ability to:

Advocate organisational sharing on change management to encourage individuals to learn from the experiences of others and develop the skills needed to manage and adapt to change


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code LPM-VIS-601C-0

Skill Category Leadership


N/A

Skill Lead Organisation to Develop Organisational Strategic Priorities, Culture and Governance

Skill DescriptionThis skill describes the ability to lead the development of vision, culture and strategic priorities for an organisation. It also includes modelling of leadership and providing direction and governance to the organisation.




The relationship between vision and values and how they contribute to the development of an organisational culture that actively pursues strategic objectives

The relationship between high level strategy and the development and implementation of business plans and processes

Legal and ethical considerations relating to corporate governance and social responsibility

Relevant professional or industry codes of practice and standards relating to corporate governance, social responsibility and leadership roles

Theories and concepts relating to culture within organisations Impact of defined organisation vision and culture on employees



The ability to:

Identify trends and factors of strategic value to the organisation to support strategic planning

Consult with stakeholders to define mission, objectives and strategic priorities for the organisation to support strategic planning

Define criteria for evaluating success of strategies to determine achievement of strategic priorities

Engage employees to develop plans to operationalise strategic priorities

Address corporate governance and social responsibility obligations to ensure organisational compliance

Identify values and beliefs which underpin organisational vision and support strategic priorities to drive organisation vision and culture

Model leadership and behaviours to demonstrate application of organisational values, behaviours and governance priorities in all actions





The ability to:

Develop and review processes to effectively engage stakeholders in the development and review of organisational values and vision to drive organisational vision and culture



The ability to:

Communicate organisational vision, values, strategic priorities and plans to influence stakeholders and build commitment to the organisation

Assess the emotional climate of the organisation and demonstrate openness to address stakeholders' concerns

Learning to Learn


The ability to:

Engage in regular self-reflection to identify own areas for improvement in leading organisational strategic planning

Improve own organisational strategic planning skills by subscribing to diverse learning channels and participating in peer discussion platforms to enhance workplace performance


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code ES-PMD-401G-1Skill Category Personal Management and

Development


Skill Develop Personal Effectiveness at Managerial Level

Skill Description

This skill describes the ability to establish personal goals and evaluate them to justify one’s roles and responsibilities in the achievement of organisational goals. It also includes time management, maintaining work-life balance, stress management and management of personal finances.




Types of motivational factors affecting personal goal setting and achievement

Strategies to link one’s role and responsibilities to individual and organisational success

Factors that may affect the achievement of organisational goals Benefits of prioritising work according to goals set Barriers to effective time management that hinder the achievement of

goals Assistance available to overcome barriers to effective time

management Practices that promote personal well-being and aspects of personal

management Issues and problems related to personal and family responsibilities and

their impact on work Common sources of assistance available to support personal

management Sources of information for financial products Factors to consider when using and maintaining credit



The ability to:

Evaluate personal goals and align them to organisational goals Justify one’s role and responsibilities and their contribution towards the

achievement of organisational goals Manage time and resources to meet organisational goals Examine the applicability of the common types of financial products for

one’s financial context Promote work-life balance programmes to achieve organisational

effectiveness





The ability to:

Analyse causes of stress that affect self and staff and develop strategies and techniques to manage them



The ability to:

Apply Emotional Intelligence and people-management techniques to get assistance from appropriate people such as consultants, peers and subordinates

Learning to Learn


The ability to:

Evaluate personal strengths and weaknesses and develop strategies to overcome weaknesses and leverage on personal strengths to contribute towards the achievement of organisational goals

Evaluate one’s existing financial situation using appropriate tools, and develop a plan to manage such a position


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code ES-PMD-405G-1

Skill CategoryPersonal Management and Development


Skill Manage Workplace Challenges with Resilience

Skill DescriptionThis skill describes the ability to apply resilience techniques to manage challenges. It also includes assessing one’s personal as well as the organisation’s level of resilience.



Concept of resilience Importance of resilience to an individual and/or an organisation Types of assessment tools and methods to assess level of resilience Characteristics of assessment tools and methods used to assess level

of resilience Methods for development of resilience Characteristics of the various methods for development of resilience



The ability to:

Assess the level of resilience at the individual and/or organisational level and its effects on achieving desired outcomes according to methods set

Apply resilience techniques to manage challenging circumstances at the individual and/or organisational level



The ability to:

Examine the areas for development in resilience of the individual and/or organisation to achieve desired outcomes It refers to the ability to

generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.



PRODUCTION MANAGER


The ability to:

Seek support from others when dealing with challenging situations


Learning to Learn The ability to:

Reflect on opportunities to learn and renew oneself to bolster resilienceIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.


(where applicable)It refers to the critical circumstances and contexts that the skill may be demonstrated.

Concept of resilience must include:

Definition of resilience from individual and/or organisation perspective Psychology of resilience includes:

o Cognitiveo Neurophysiologyo Psychoneuroimmunology

Domains of resilience must include: Individual’s perspective includes:

o Being in control to influence whatever happens nexto Assuming ownership to improve the situation, regardless of

one’s formal responsibilities o Being optimistic o Able to surmount stressful situations and emerge stronger

thereaftero Able to adapt one’s thinking to the situation at hand e.g. taking

another’s point of view, able to see things from a different perspective, able to see difficulties as challenges, etc.

o Able to use humour to get through difficult circumstanceso Able to accept that something has happened and moving on to

deal with ito Able to persevere and endure adverse situationso Able maintain composure and a healthy level of physical and

psychological wellness in the face of challenges.o Able to contain setbacks in one aspect from spilling over to

other professional or personal aspectso Able to acquire resources to move on in challenges and reach

one’s full potential Organisational perspective includes:



PRODUCTION MANAGERo Systems in place to ensure business continuityo Diversification of business activities to mitigate risks o Flexible systems and processeso Strong leadershipo Responsiveness to operating environmento Systems to generate and protect business resources e.g. supply

chains, financial and human resources o Systems and tools in place to train, maintain and track resilient

individuals and teams

Factors affecting the level of resilience must include: An individual’s level of resilience must include:

o Nature of occupation e.g. fast-paced, dynamic vs. stagnant, predictable & routine

o Personality and traitso Life experienceso Wellness of one’s mind, spirit, body, et cetera

An organisation’s level of resilience includes:o Cultureo Leadershipo Systems and processeso Investment in training and development of staff

Resilience techniques must include: Practising/ internalizing resilient behaviours must include:

o Not giving up and persisting in achieving goals despite the difficulties

o Being decisive and able to make sound decisions despite uncertainties and pressures

o Staying composed and positive in times of difficultyo Thinking clearly and staying focused under pressureo Recognising how your feelings affect performance and

understanding how it affects your relationship with stakeholders, team members, customers, and in turn affects organisational performance

o Distinguishing personal and professional outcomeso Responding to changes and situations with a positive and open

mindo Creating a supportive culture within an organisationo Coaching others through difficultieso Recognising stress symptoms before they become an issueo Engaging in activities to maintain the well-being of one’s mind,

spirit and bodyo Controlling unwanted thoughts and emotional reactions

Formulating an action plan to develop resilience at the individual and/or organisational level, with components of an action plan to develop resilience at:



PRODUCTION MANAGER The individual level must include:

o Measurement/ outcome indicators to track development in resilience

o Areas for development in resilienceo Methods/ tools for collecting feedback on level of resilienceo Schedule of timelineso Resources e.g. physical, financial requiredo Possible methods to develop resilience, such as:

Using journals to list and challenge limiting beliefs Attending courses Building a strong support network through nurturing

strong and positive relationships, getting involved in community and volunteer work, or joining a faith or spiritual community

Building long-term stress resilience and reduce situational stress throughout the day

Sharing and exchanging stories Setting progressive and incremental goals to build self

confidence in specific areas Reflecting on past experiences and using them to

positively reframe future experiences Practising relaxation techniques that can include

imagery and breathing techniques Applying nutritional strategies for boosting vitality,

motivation and productivity, Applying learned optimism techniques Applying problem-solving and decision-making

techniques to make sound decisions despite uncertainties and pressures

Controlling unwanted thoughts and emotional reactions

The organisational level must include:o Measurement/ outcome indicators to track development in

resilienceo Areas for development in resilienceo Methods/ tools for collecting feedback on level of resilienceo Schedule of timelineso Resources e.g. manpower, financial, logistics requiredo Plan to stakeholderso Possible methods to develop resilience, such as:

Encouraging innovation and experimentation Implementing systems to ensure business continuity Diversifying business activities to mitigate risks Introducing systems and processes to enhance

organisation’s flexibility and adaptability and to generate and protect business resources e.g. supply chains, financial and human resources

Leadership development programmes



PRODUCTION MANAGER Implementing scenario analysis and planning to enhance

organisation’s responsiveness to operating environment Investment in training and development for staff at all

levels Introducing culture-building and awareness programmes Implementing communication and engagement sessions

with staff at all levels Implementing alternative work practices e.g. flexible

working arrangements, empowerment of decision-making, et cetera

Implementing staff welfare programmes such as exercise days, staff bonding events, et cetera



PRODUCTION MANAGER

Skill Code LPM-RLT-601C-0Skill Category People and Relationship

Management


N/A

Skill Establish Organisational Relationships and Lead Organisational Diversity

Skill Description

This skill describes the ability to create and foster strong organisational relationships to provide strategic value to the organisation. It also includes developing strategic leadership networks, creating a diverse and cooperative work environment and supporting team building initiatives.




Legal and ethical considerations relating to organisational participation in networking and opportunities for collaboration, and workplace diversity

Organisational policies and procedures relating to business networking, organisational diversity and team building

Relevant professional or industry codes of practice and standards relating to business networking and team building

The implication and impact of strategies to encourage diversity on employees and the organisation

Relevant local, regional and international networks Common barriers to developing a diverse and cooperative workplace Team dynamics and group behaviours



The ability to:

Identify and prioritise networks which may provide strategic value to the organisation or the individual to facilitate networking decisions

Identify and review the constraints that may affect participation in networks to develop appropriate responses

Pursue collaborative opportunities to support mutually beneficial outcomes

Lead the development of strategies to support diversity and cooperation at all levels of the organisation

Communicate expectations of cross cultural awareness throughout organisation to promote organisational diversity

Encourage and support senior management to build stronger teams across the organisation





The ability to:

Identify innovative approaches to support team building



The ability to:

Manage relationships to achieve cross-cultural cooperation and positive outcomes for individuals, teams and the organisation

Adjust interpersonal style and respond appropriately to emotional cues when interacting with others to meet the requirements of the social and cultural business context

Participate in team building activities with senior management team to develop instrumental relationships required to lead the organisation

Learning to Learn


The ability to:

Keep abreast of organisational diversity management practices by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own knowledge for workplace application


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code LPM-DEV-601C-0

Skill Category People Management


N/A

Skill Lead Organisational Succession Planning, Capability Development and Employee Engagement

Skill Description

This skill describes the ability to identify and groom successors, support organisational learning and development and engage employees to develop a strong organisational base.




Legal and ethical considerations relating to succession planning, and organisational learning and development

Organisational policies and procedures relating to succession planning, and organisational learning and development

Relevant professional or industry codes of practice and standards relating to learning and development

Implications and impact on employees and the organisation arising from succession management processes, learning and development processes and engagement activities

Relationship between engagement and performance Concepts and theories of succession planning and employee

engagement Market trends and developments in relation to succession

management, employee engagement and learning and development



The ability to:

Develop a succession management strategy in consultation with the human resources function and other relevant personnel to facilitate succession planning

Identify critical roles and feeder positions to provide opportunities to groom successors

Work with managers and identified successors to create and implement development and retention plans

Prioritise learning and development programmes to support employees in the development of their professional, technical and managerial competencies

Empower senior managers to demonstrate independence and responsibility for their personal development

Promote engagement strategies to improve organisational performance





The ability to:

Review effectiveness of succession management approach to identify areas for improvement

Consult stakeholders to identify learning and development issues and review existing learning and development systems and processes to identify areas for improvement



The ability to:

Assess the emotional climate of the organisation towards the learning and development programmes and exercise organisational awareness to address employees' concerns

Learning to Learn


The ability to:

Keep abreast of succession planning management practices by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own knowledge and performance in managing succession planning


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code LPM-RES-601C-0

Skill Category Results Achievement


N/A

Skill Monitor Organisational Performance and Develop Reward Strategies to Lead Achievement of Results

Skill Description

This skill describes the ability to establish business objectives and review organisational performance to meet business results. It also includes working with stakeholders to identify performance management and remuneration strategies to manage and reward performance.




Legal and ethical considerations relating to performance management

Relevant professional or industry codes of practice and standards that may impact on setting of business objectives

Relevant professional or industry codes of practice and standards relating to performance management

The relationship between business objectives and the processes required to pursue these objectives at operational levels

Implications and impact on employees and the organisation arising from organisational performance measurement processes, and remuneration and performance management processes

Models and methods of business planning, including business planning cycles

Models and methods of performance management



The ability to:

Establish and prioritise organisational business objectives to support the achievement of organisational vision, mission and values

Provide support and resources required to achieve business objectives

Develop strategy to measure organisation performance against business objectives

Monitor data and reports on organisation performance activities to provide support and resources as required

Monitor emerging and identified risks to assess their strategic impact to the organisation in accordance to organisational risk management framework

Work with stakeholders to identify performance management and remuneration requirements to develop management and reward strategies

Delegate responsibility to implement performance management and reward strategies





The ability to:

Review organisational performance and work with stakeholders to prepare strategies to enhance future performance



The ability to:

Communicate business objectives to stakeholders to garner their support and buy-in

Assess the emotional climate of the organisation towards organisational reward policy and exercise organisational awareness to address employees’ concerns

Learning to Learn


The ability to:

Keep abreast of performance management systems and processes by subscribing to diverse learning channels and participating in peers discussion platforms to enhance own competence in managing performance management


(where applicable)


N/A



PRODUCTION MANAGER

Skill Code AER-HRE-4140-1.1Skill Category Human ResourceSkill Sub-Category(where applicable) N/A

Skill Appraise and/or Evaluate Staff

Skill Description This skill unit describes the knowledge and application skills in appraising and/or evaluating staff and the ability to apply them to the workplace. This includes planning and/or scheduling performance appraisals, conducting performance appraisal interviews, encouraging staff development and using rewards or recognition systems.



Criteria by which performance will be assessed Methods to assess employee’s performance using criteria and information

provided Link between compensation and performance UK 4 Importance of staff

commitment to performance requirements Purpose of staff performance appraisals Factors that impact employee performance Methods to provide feedback in positive and constructive manner during

review UK 8 Importance of staff development Ways to recognise potential for advancement or development in employee Career counselling and coaching Importance of implementing rewards or recognition systems Ways to reward staff effectively Methods of motivation



Plan performance appraisals Conduct performance appraisal interviews





Use reward or recognition systems


The ability to:


Encourage staff development Invite feedback from employee on his and/or her performance and factors

that affect performanceIt refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

The ability to:Learning to Learn Keep abreast with appraisal best practices in the industry


N/A





PRODUCTION MANAGER

Skill Code AER-HRE-4144-1.1Skill Category Human ResourceSkill Sub-Category(where applicable) N/A

Skill Develop a workplace learning plan

Skill Description This skill describes the ability to develop and review workplace learning programmes based on organisational staff development needs.



Work-flow review process of establishing learning and training needs Template of workplace learning plans Workplace learning strategies Trends and developments in workplace learning



Determine the appropriate workplace learning strategies in accordance to the findings of the workflow process review

Validate the workplace learning plans for design improvementsIt refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.


Develop workplace learning plans incorporating the relevant workplace learning strategies with contextualisation






Establish the scope and requirements for workplace learning on using work-flow process review with relevant stakeholders


The ability to:Learning to Learn Update self on new pedagogy developing workplace learning plans


Scope and requirements must include: identification of knowledge and skills gaps areas that need learning interventions purpose and objectives of workplace learning target audience learners’ profile and characteristics desired learning outcomes





PRODUCTION MANAGER

Version Control

Version Date Changes Made Edited by

1.1 1-May-17 Initial Version SSG and EDB


SKILLS FRAMEWORK FOR AEROSPACE SKILL STANDARD FOR OPERATIONS MANAGER / MANUFACTURING

MANAGER / PRODUCTION MANAGER

Definitions of the Five (5) Domains

Domain Definition


Knowledge includes the gathering of facts and information through traditional and digital forms. Analysis involves the cognitive processing, integration and inspection of single or multiple sources of facts and information required to perform work tasks and activities and takes into consideration, the work contexts in which the tasks and activities are carried out. The result of knowledge and analysis produce judgements on work tasks/activities/issues/areas, and the conceptualisation of solutions to solve problems at work.


Application involves the ability to perform work tasks and activities defined by the requirements of the occupation. Adaptation involves the ability to react to and manage the changes in the work contexts. The result of application and adaptation leads to the production of psycho-motor actions and behavioural reactions to the work tasks/activities/issues/areas, and the execution of the planned solutions to solve problems at work.


Innovation includes the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to the organisational goals. As a result of innovation, the organisation is able to reap the values from individual or team contributors to achieve organisational growth.


Social intelligence includes the ability to appreciate and use affective factors in leadership, relationship and diversity management guided by professional codes of ethics as effective individuals or team contributors.

Learning to Learn

Learning-to-learn includes the ability to improve on self-development within and outside of one’s area of work. It involves the continual inspection of one’s knowledge, analytical, application, adaptive, innovative and social skills that are needed to perform the work optimally and/or solve problems effectively.


skillsfuture · web viewbenefits of selecting the optimal metals and heat treatment processes...

Documents