1. What are the responsibilities of Machine Shop Production Supervisor II?
Oversees personnel in charge of operating machines that perform a variety of processing operations. Supervises assembly operations such as filing, aligning, fitting, and scraping of parts to ensure established requirements and standards are met. Monitors operations and processes and provides recommendations for improvement to management. May require a bachelor's degree. Typically reports to a manager or head of a unit/department. Supervises a small group of para-professional staff in an organization characterized by highly transactional or repetitive processes. Contributes to the development of processes and procedures. Thorough knowledge of functional area under supervision. Typically requires 3 years experience in the related area as an individual contributor.
2. What are the skills of Machine Shop Production Supervisor II
Specify the abilities and skills that a person needs in order to carry out the specified job duties.
Each competency has five to ten behavioral assertions that can be observed,
each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Innovation:
The ability and process of implementing new ideas and initiatives to improve organizational performance.
2.)
Continuous Improvement:
A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. Some see CIPs as a meta-process for most management systems (such as business process management, quality management, project management, and program management). W. Edwards Deming, a pioneer of the field, saw it as part of the 'system' whereby feedback from the process and customer were evaluated against organisational goals. The fact that it can be called a management process does not mean that it needs to be executed by 'management'; but rather merely that it makes decisions about the implementation of the delivery process and the design of the delivery process itself.
3.)
Lean:
Lean manufacturing, or lean production, is a system of techniques and activities for running a manufacturing or service operation.
