Competitive Manufacturing

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Training and Education
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Topics

• What is CMI?
• Background and development
• Skills covered
• Implementation model where does CMI training
  fit?
• CMI developments
• Why you need CMI

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What is the Competitive Manufacturing Initiative ?

• CMI was established by ITOs to assist their
  industries to improve manufacturing and
  processing practice using generic skills common
  to all manufacturing.
• CMI aims to make training in the skills needed
  for modern manufacturing accessible to
  manufacturing enterprises through nationally
  registered standards and qualifications.

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What does CMI focus on?

• LEAN principles of waste elimination and
  continuous improvement
• Preventative maintenance systems
• IT systems improvement
• Effective problem solving
• Quality, and
• Integrating business and logistical support

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CMI began in Australia

• 2002
• Australian Government and ITABs formed the CMI
• Driven by Government recognition for the need to
  improve manufacturing in Australia
• Training Package developed 2002 2004 and
  registered in 2005

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CMI Training Package

• 5 qualifications
• Certificate II
• Certificate III
• Certificate IV
• Diploma
• Advanced Diploma
• 49 competency standards in CM skills

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CMI in NZ

• Total Productive Manufacturing (TPM) standards
  and qualification in 2002

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TPM standards narrow

• Maintain a work area on a manufacturing site
• Apply work area management concepts
• Improve and maintain basic equipment condition
• Establish basic equipment condition
• Analyse production and record data to improve
  equipment performance
• Explain principles of Total Productive
  Maintenance used in a competitive manufacturing
  organisation
• Complete rapid changeover for Total Productive
  Manufacturing

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CMI in NZ

• Demand for stair cased qualifications in 2004
• Link to CMI project in Australia
• Consortium of ITOs in NZ
• Registration of 39 standards and 2 qualifications
  on the NQF in 2005

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What are the CMI skills?
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How do I know what I need?

• Issues for getting started
• Accept that change is required
• Identify who has the expertise to help the
  implementation of change
• Develop a Strategy and Plans for making the
  change
• Include Training and Education at all levels in
  that plan

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Model for Implementation

• Notes on the model
• Every Consultancy / Organisation will have their
  own refinements of these steps
• General model for explanation
• Key issue is training delivery and who will be
  trained
• Not addressing the overall success of the
  project here BUT you should!

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Implementation Strategy
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One example 5S
Overview of Process Expectations Concept
Sign-off 5S Workplace Projects Sign-off
Leading 5S program Developing Cleaning Painting
Schedules Building Audit Tool Communicating 5S
Plans Facilitating Implementation Process
Team Leaders / Supervisors
5S
WIIFM / Expectations Implementing 5S Ongoing
Maintenance of 5S System
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Training requirements for 5S
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An aside - Why 5S?

• Change implementation looks for engagement and
  wins
• 5S is one tool that allows these in most
  organisations

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5S
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Who will do the training ?

• Usually this is part of the proposal from the
  Consultancy organisation initially
• Your organisation may be encouraged to be
  involved
• A contracted provider may be involved
• All of these are acceptable for Industry Training

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Who will be trained ?

• Generally the workplace team members and their
  leaders will receive systematic training
• Senior Management will generally receive overview
  training in principles and objectives, processes
  and management

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How do qualifications fit?

• All industry training is designed to
• Support skill development in the workplace
• Recognise skills that meet a national standard
  through assessment
• The CM qualifications are NO different
• Flexible qualification design
• Stair cased level 2 and level 4 each with
  intermediate strands

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Implementation Strategy
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Operator Level
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Team Leader
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Caution

• Operator and Leader level qualifications will
  require continuous improvement to be sustained
• Consultancies and the National Qualification
  Framework
• Training delivery and coaching and mentoring
• Long term strategy 2 -3 years

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CMI Projects

• Assessment resource materials for 39 units and
  others used in NZ qualifications
• Training Resource materials for 14 standards
  covering the core compulsory standards in both
  qualifications
• Register of Providers to support industry
  implementation
• Linkages to Government projects for Productivity
  Improvement
• Diploma programme development

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Qualification Development
Sponsors
Strategic
Organisational
Vision
Planning
Design
e.g. Senior Managers,
Key people who make the
Corporate Level,
call to investing in CM
Level 8
Business Owners,
strategy
National Diploma in CM (Level 6)
Union Leaders
Leading
Systems
Developing
Change
Design
Benchmarking
Systems
Maintenance
Operations
Mentoring
People who drive the process
Champions
Planning
Planning
e.g. approve projects and
e.g. Plant / Operation
Level 6
resource commitments (e.g.
Managers, Site Delegates
time / budget).
Advanced
Implementation
Technical Apps /
Managing
Planning
Design
Change
National Diploma in CM (Level 5)
Facilitators
Evolving role, people who
Facilitation /
Implementing
Implementing
help implement
Level 4
e.g. Trainers, Team Leaders, Delegates, Technical
Staff, Support Personnel
Coaching
Change
Benchmarking
the process,
train others etc.
National Certificate in CM (Level 4)
with Optional Facilitation Strand
Technical
Applications
Introductory
Practitioners
People who do it, note may
understanding and
also be involved in design
Level 2
e.g. Operators, Technicians, Maintenance
practice
and review of systems.
National Certificate in CM
Introductory or Technical Applications
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ATITO offers

• Subsidy to support training costs
• Assessor registration, moderation and support
• Access to Preferred Providers
• Links to other CM companies
• Training resource materials

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Why CMI ?

• The focus on continuous improvement can be
  embedded using this training as part of strategy 
• The flexibility of competencies and
  qualifications allows organizations to build a
  Competitive Manufacturing Program which addresses
  their specific business requirements.   
• The overall essence is to integrate people and
  processes during the implementation of CMI to
  deliver improved bottom line results.