Process Leader Level 4 Apprenticeship

Process Leaders are found in organisations with high volume manufacturing or advanced manufacturing processes in which large volumes of products are made in assembly, moulding, metal processing, chemical processing, pharmaceutical, textiles, food and drink, or similar processes.

In their daily work, an employee in this occupation interacts with:

• Team leaders and their wider team
• Quality Managers
• Health and Safety Managers
• HR Managers
• Finance Managers
• Quality Improvement Manager
• Operational Directors
• Directors
• Managing Director/CEO

• Principles of production/manufacturing techniques including: material handling systems, maintenance, production planning/scheduling, ergonomics, work place study, plant organisation, decommissioning, Statistical Process Control, process types such as flow and batch, product/raw material principles
• How to identify and procure sufficient, suitable resources (e.g. finance, staff, equipment, supplies) including use of management tools such as the Internet of Things (IoT) and Industry 4.0
• Budgeting, forecasting and control of direct and indirect costs, fixed and variable costs including actual, accrued and committed costs
• Lean operational and quality improvement practices such as workplace organisation, visual management, waste reduction and shop floor problem solving
• Delivery of quality management and assurance systems
• Problem definition: Cost of Poor Quality, problem analysis models such as Is/Is Not
• Safe and professional working practices including health, safety, environment and legislative requirements relevant to the sector, the organisation and own role
• Production procedures and regulations to meet legislative/organisational requirements
• Planning and project management principles, problem solving, relationship building and leading through KPIs
• Employment law, employee rights and responsibilities, organisation staff management policies/procedures for e.g. recruitment, performance, development, discipline, grievance, equality/diversity, industrial relations
• Theories of performance management and their use and organisations tools and policies for managing teams
• The theory of managing, motivating and developing people
• The purpose of organisational vision and goals and how these apply to teams
• Awareness of the differing strengths team members have and how these can be effectively applied in the workplace
• Approaches to colleague, stakeholder/ supplier relationship management including collaboration, negotiation, influencing, managing conflict, and networking
• How to communicate and cascade information effectively at all levels and to a diverse audience
• How to identify the information required for decision making, how it should be gathered and reported
• How to develop and present a case to management when requesting change including single page reporting

• Undertake and direct production activities and operations
• Propose, undertake, manage and coordinate changes to the product, production operations, processes and equipment, to improve productivity, efficiency and quality
• Solve problems – predict and prevent failures through the analysis of data and information
• Manage resources effectively to ensure their availability and the efficient running of department in line with organisational procedures
• Deliver cost achievements against budget targets
• Plan resources to support variations in production schedules
• Use KPIs as the basis of the continuous improvement cycle for quality, cost and volume achievement using lean operational and product improvement techniques
• Undertake and manage quality resolutions as well as volume problem resolution
• Manage health, safety and the environment within area of responsibility, ensuring staff are compliant with all requirements and driving improvements
• Conduct workplace risk assessments, manage near-miss or similar processes, conduct investigations as necessary
• Use project management tools to plan, organise and manage resources, to monitor progress, identify risks and mitigation
• Recruit the right people into the right job
• Develop, build and motivate teams by identifying strengths and enabling training and development within the workplace
• Recognise excellence, effectively manage performance, discipline, attendance, grievance
• Manage industrial relations and equality and diversity
• Support development through coaching and mentoring
• Leading and communicating the management of change
• Provide clear direction and leadership, giving open and honest feedback. Apply and adapt own leadership style to different production situations and people
• Delegate and enable delivery though others
• Build and maintain strong relationships across different disciplines. Negotiate and influence. Manages conflict
• Identify and share good practice, work collaboratively
• Utilise specialist advice and support to deliver plans
• Communicate effectively (verbal, non-verbal, written, digital) in manner relevant to the target audience
• Chair meetings and present (formally and informally) using a range of media. Listen actively, challenge, give feedback
• Analyse data/information to compellingly and succinctly present information to drive management decisions

• Decision Making: Makes decisions based on personal initiative, technical knowledge, analysis and understanding of the different interests of stakeholders. Accepts responsibility for decisions and recognises limit to own authority
• Agile: Flexible and adaptable to the needs of the organisation. Is creative, innovative and enterprising when seeking solutions to business needs. Positive and open to new ways of working, responds well to feedback and change
• Inclusive: Open, approachable, authentic, and able to build trust with others. Promotes a respectful culture embracing diversity and inclusion. Seeks and provides feedback to manage continuous development of self, team and processes
• Responsibility, Accountability and Resilience: Drive to achieve in all aspects of work. Demonstrates resilience and accountability. Determination when managing difficult situations. Seeks new opportunities
• Professionalism: Sets an example, and is fair, consistent and impartial. Open and honest. Operates within organisational values. Promote and instil the values of the organisation to all colleagues
• Problem solver: Identifies issues quickly, enjoys solving complex problems and applies appropriate solutions. Has a strong desire to push to ensure the root cause of any problem is found and solutions identified which prevent recurrence

The End Point Assessment (EPA) will only commence once the Employer, Apprentice and Smart Training Advisor are confident that the apprentice has developed all the knowledge, skills and behaviours defined in the apprenticeship standard and that these are clearly evidenced through the progress review meetings and records. The independent end point assessment ensures that all Apprentices consistently achieve the industry set professional standard. The EPA can commence at any point once the apprentice is competent and after the twelve-month minimum period of learning and development. Prior to independent end point assessment the functional skills English and maths components of the apprenticeship must be successfully completed.