STANDARD KEMAHIRAN PEKERJAAN KEBANGSAAN

(NATIONAL OCCUPATIONAL SKILLS STANDARD)

STANDARD PRACTICE, STANDARD CONTENT

&
CURRICULUM of COMPETENCY UNIT
FOR

INDUSTRIAL MANAGEMENT
LEVEL 5

PENGURUSAN INDUSTRI
TAHAP 5

JABATAN PEMBANGUNAN KEMAHIRAN

KEMENTERIAN SUMBER MANUSIA, MALAYSIA

 Copyright DSD 2012

Department of Skills Development (DSD)

Federal Government Administrative Centre
62530 PUTRAJAYA, MALAYSIA

STANDARD KEMAHIRAN PEKERJAAN KEBANGSAAN

(NATIONAL OCCUPATIONAL SKILL STANDARD)

STANDARD PRACTICE, STANDARD CONTENT

&
CURRICULUM of COMPETENCY UNIT

FOR

INDUSTRIAL MANAGEMENT

LEVEL 5

First Published 2012

All rights reserved

No part of this publication may be produced, stored in data base, retrieval system, or in
any form by any means, electronic, mechanical, photocopying, recording or otherwise
without prior written permission from Department of Skills Development (DSD)
 TABLE OF CONTENTS

No. Contents Pages

1. Introduction 1

2. Occupational Structure 2

3. Definition Of Competency Levels 5

4. Malaysian Skill Certification 6

5. Job Competencies 6

6. Working Conditions 6

7. Employment Prospects 6

8. Training, Industrial/Professional Recognition, Other Qualifications and 7

Advancements
9. Sources Of Additional Information 7

10. Acknowledgement 10

11. Literature References 10

12. Abbreviations 10
13. Committee Members for Development of Standard Practice (SP),
Competency Profile Chart (CPC), Competency Profile (CP) and 11
Curriculum of Competency Unit (CoCU)
14. Competency Profile Chart (CPC) 13

15. Competency Profile (CP) 14 - 31

16. Curriculum of Competency Unit (CoCu): Professional & Functional
33 - 37
Tasks Management
17. Curriculum of Competency Unit (CoCu): Marketing & Sales
38 - 43
Development and Planning
18. Curriculum of Competency Unit (CoCu): Financial Planning &
44 - 49
Controlling
19. Curriculum of Competency Unit (CoCu): Human Resource
50 - 55
Development & Management
20. Curriculum of Competency Unit (CoCu): Business Process
56 - 61
Management
21. Summary of Training Hours 62

i
 STANDARD PRACTICE
NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS) FOR
INDUSTRIAL MANAGEMENT LEVEL 5

1. INTRODUCTION

This National Occupational Skills Standard (NOSS) document outlines the

standards and curriculum for Industrial Management (Level 5) in the Business
Management Sector.

The business management sector is a major contributor to the growth of the

Malaysian economy. The sector assumes an important intermediary role of
supporting businesses and trade in all sectors of the economy. Trade in services
has expanded and recorded marked expansion in exports, such as tourism,
information and communication technology (ICT), finance and construction. In line
with the development of services along the manufacturing value chain, the
promotion of manufacturing-related services such as integrated logistics has also
been initiated.

The Third Industrial Master Plan (IMP3), 2006-2020, focuses on the further
development and growth of the services sector, which includes construction
services, but excludes Government servicesIn the Tenth Malaysia Plan, the
Malaysian Government has formulated various new approaches towards becoming
a high income and high productivity economy. Growth will be led by the services
and manufacturing sectors, in addition to revitalising the agriculture sector towards
higher value added as well as the adoption of ICT, biotechnology and other relevant
technologies. The main approach in transforming to a high income economy will be
to adopt strategies based on specialisation, focusing on twelve national key
economic areas or NKEAs which have potential to generate high income. To
achieve this goal, business and industrial regulations, processes and procedures
have to be effectively administered and managed to increase productivity and
competitiveness. Thus concerted effort needs to be taken to develop non-physical
infrastructure including human capital development in the field of administration and
management.

1
 Management consists of the interlocking functions of creating corporate goals and
organising, planning, controlling and directing an organisations resources in order
to achieve the defined goals. According to Peter Drucker (1986), the basic task of
management includes both marketing and innovation. Therefore Industrial
Management can be defined as the effective and efficient utilization of orgaisational
resources to achieve the industry defined goals or to optimise profits. While the
term is originally applied to manufacturing, it has grown to encompass services and
other industries as well.

Industrial Management covers the core areas of Human Resource, Marketing &
Sales and Finance. It also includes management in professional and functional
tasks in the operational areas.

Industries and businesses require employees who possess professional skills in the
management of these areas, a sound theoretical background as well as language,
intercultural and social skills to perform effectively in an increasingly challenging
global economy. Industrial management personnel are required in a broad range of
companies in terms of sectors and sizes. Most of these companies are not merely
manufacturing products but are also offering services, including those related to
large scale projects.

Thus, this NOSS is developed to specify the job competencies required by

personnel employed in the area of Industrial Management Level 5 as well as to
provide a structured training framework for developing these competencies

Prerequisites
The minimum requirements for those interested to enrol in this course are as
follows:
DKM Level 4 in Industrial Management
Able to write and read in Bahasa Malaysia or English
Medically fit

2. OCCUPATIONAL STRUCTURE

Industrial Management (Level 5) is a job area under the Business Management

sector. The related sub-sector and areas as well as the structured career path are
as shown in Figure 1 and Figure 2.
2
SECTOR BUSINESS MANAGEMENT

SUB-
BUSINESS & FINANCE
SECTOR
MANAGEMENT
ACCOUNTING &
AREA PURCHASING MARKETING LOGISTICS COSTING HR
CONTROLLING /
FINANCE & TREASURY

LEVEL 5 Purchasing Manager Marketing Manager Logistics Manager Accounting / Costing Controlling Manager HR Manager

Purchasing Assistant Logistics Sr. Cost Analysis Executive / Account

LEVEL 4 Marketing Executive HR Executive
Manager Executive Executive
Purchasing Sr. Executive Logistic Cost Analysis
LEVEL 3 Marketing Officer Account Executive HR Officer
/ Supervisor Supervisor Executive
Logistic
LEVEL 2 Purchasing Executive N/A Accounts Assistant HR Assistant
Technician
Logistic Assistant
LEVEL 1 Purchasing Assistant N/A Clerk Data Entry / Admin HR Clerk
Technician

Figure 1 Occupational Profile Chart for Industrial Administration Personnel

3
SECTOR BUSINESS MANAGEMENT

SUB-
BUSINESS & FINANCE
SECTOR

JOB
INDUSTRIAL ADMINISTRATION & MANAGEMENT
AREA

L5 INDUSTRIAL MANAGEMENT

L4 INDUSTRIAL MANAGEMENT

L3 INDUSTRIAL ADMINISTRATION

L2 N/A

L1 N/A

Figure 2 Occupational Area Analysis (OAA) Chart for Industrial Administration

Personnel

4
3. DEFINITION OF COMPETENCY LEVEL
The NOSS is developed for various occupational areas. Candidates for certification
must be assessed and trained at certain levels to substantiate competencies. Below
is a guideline of each NOSS Level as defined by the Department of Skills
Development, Ministry of Human Resources, Malaysia.
Malaysia Skills Certificate Level 1: Competent in performing a range of varied
(Operation Level) work activities, most of which are routine
and predictable.
Malaysia Skills Certificate Level 2: Competent in performing a significant range
(Operation Level) of varied work activities, performed in a
variety of contexts. Some of the activities
are non-routine and required individual
responsibility and autonomy.
Malaysia Skills Certificate Level 3: Competent in performing a broad range of
(Supervisory Level) varied work activities, performed in a
variety of contexts, most of which are
complex and non-routine. There is
considerable responsibility and autonomy
and control or guidance of others is often
required.
Malaysia Skills Diploma Level 4: Competent in performing a broad range of
(Executive Level) complex technical or professional work
activities performed in a wide variety of
contexts and with a substantial degree of
personal responsibility and autonomy.
Responsibility for the work of others and
allocation of resources is often present.
Malaysia Skills Advanced Diploma Competent in applying a significant range
Level 5: (Managerial Level) of fundamental principles and complex
techniques across a wide and often
unpredictable variety of contexts. Very
substantial personal autonomy and often
significant responsibility for the work of
others and for the allocation of substantial
resources features strongly, as do personal
accountabilities for analysis, diagnosis,
planning, execution and evaluation.

5
4. MALAYSIAN SKILL CERTIFICATION
Candidates after being assessed and verified and fulfilled Malaysian Skill
Certification requirements shall be awarded with Malaysia Skills Advanced Diploma
(DLKM) Industrial Management (Level 5)

5. JOB COMPETENCIES
Industrial Management (Level 5) personnel are competent in performing the
following core competencies:
Professional & Functional Tasks Management
Marketing & Sales Development & Planning
Financial Planning & Controlling
Human Resource Development & Management
Business Process Management

6. WORKING CONDITIONS

The work environment for personnel in industrial administration depends largely on

the type of job they are doing. They often work in structured environments..
Depending on the type of organisation, work hours may be 9 to 5 or they may be
more flexible. Overtime is often required when big projects are nearing completion,
or when annual analyses and presentations need to be made. Personnel in this
type of position will also need to work with a lot of different people and hence
require excellent communication skills.

7. EMPLOYMENT PROSPECTS

Industrial Managment is general in nature and covers a wide scope ranging from
human resource and marketing to finance. Graduates having this certification can
be employed in a wide variety of careers and diverse industries. An Industrial
Management certification can lead to many attractive career opportunities in todays
competitive industrial world and companies which are looking for highly-skilled
professionals who can bring their companies to higher level of success. Industrial
Management is designed to produce graduates who have a strong foundation of

6
 communication, problem solving, and leadership skills ideally suited for the
industrial world.

8. TRAINING, INDUSTRIAL RECOGNITION, OTHER QUALIFICATION AND

ADVANCEMENT

Many public and private training providers offer training in the area of Industrial
Administration and Management leading to either a Diploma or a Degree. Industrial
Management certification can also be awarded through the National Dual Training
System (NDTS) whereby apprentices learn and work at a company and gain
theoretical knowledge from a training centre.

Further certification may increase the chances of career advancement. Thus with
additional formal training and certification, the experienced personnel in Industrial
Management Level 5 can obtain higher professional qualifications as well as career
advancement .

9. SOURCES OF ADDITIONAL INFORMATION

9.1 LOCAL SOURCES

Labour Department
Level 5, Block D3, Complex X
Federal Government Administrative Centre
62530 Putrajaya
Tel : 0388865192
Fax : 03-88892368
Website : www.jtksm.mohr.gov.my

Department of Occupational Safety And Health

(Ministry of Human Resource)
Level 2, 3 & 4, Block D3, Complex D
Federal Government Administrative Centre
62530 W. P. Putrajaya
Tel: : 03-8865000
Fax : 03-8889 2443
Website : www.dosh.gov.my
7
Federation of Malaysian Manufacturers
Wisma FMM,
No 3 Persiaran Dagang, PJU 9,
Bandar Sri Damansara,
52200 Kuala Lumpur.
Tel : 03-62867200
Fax : 03-62741266/7288
Website : www.fmm.org.my

Malaysian German Chamber of Commerce and Industry (MGCC)

Deutsch-Malaysische Industrie- und Handelskammer
Suite 47.01, Level 47 Menara AMBank
8 Jalan Yap Kwan Seng
50450 Kuala Lumpur
Tel . 03-9235 1800
Fax 03-2072 1198
Website : www.malaysia.ahk.de

Malaysian Administrative Modernisation and Management Planning Unit

(MAMPU)
Bangunan MKN-Embassy Techzone
Level 1, Block B, No 3200
Jalan Teknokrat 2
63000 Cyberjaya
Tel : 03-88924002

Fax : 03-83182162

Website : www.malaysia.gov.my

Malaysian Accounting Standards Board

Suite 5.02, Level 5, Wisma UOA Pantai,
11 Jalan Pantai Jaya, 59200 Kuala Lumpur.
Tel : 03-2240 9200
Fax : 03-2240 9300
Website : www.masb.org.my
Institute of Marketing Malaysia

8
 1G - 1st Floor, Bangunan SKPPK,
Jalan SS9A/17, Petaling Jaya
47300, Selangor Darul Ehsan,
Malaysia.
Tel : 03-7874 3089 / 6726
Fax : 03 - 7876 3726
Website : www.imm.org.my

Malaysian Institute of Supply Chain Management

2.4, 2nd Floor, The Gallery,
1 Medan Batu Lanchang,
11600 Penang, Malaysia.
Tel : 04-6593793 /659 4793
Fax : 04-6563775
Website : www.mipmm.org.my

9.2 INTERNATIONAL SOURCES

German Chamber of Industry and Commerce (DIHK)

Breite Strasse 29
10178 Berlin
Tel : +49-30203080
Fax : +49-30203081000
Website : www.dihk.de

International Financial Reporting Standard (IFRS) Foundation / IASB

30 Cannon Street
London, EC4M 6XH
United Kingdom
Tel : +44 (0)20 7246 6410
Fax : +44 (0)20 7246 6411

9
10. ACKNOWLEDGEMENT

The Direction General of DSD would like to extend his gratitude to the
organisations and individuals involved in developing this standard. Special
acknowledgement is given to the team of experts in Industrial Management who
have generously shared their knowledge and experience for the documentation of
this standard. Appreciation is also extended to the DSD NOSS team who provides
guidance and direction in the development of this standard with ample patience
and enthusiasm.

11. LITERATURE REFERENCES

1. Malaysia. 2010. Tenth Malaysia Plan 2011 - 2015. Malaysia (25 October 2012:
1800)
2. IHK & Labour Union, Germany. 2006. Training curriculum for Vocational
programme : Industrial Management Clerk. Germany
3. Department of Skills Development. 2008. Occupational Structure for Business
and Professional Services Industry Sector. Malaysia

12. ABBREVIATIONS

BCG Boston Consultant Group

ERP Enterprise Resource Planning

HR Human Resource

HRDF Human Resource Development Fund

ICT Information & Communication Technology

KPI Key Performance Indicator

ROI Return of Investment

10
13. COMMITTEE MEMBERS FOR DEVELOPMENT OF STANDARD PRACTICE
(SP), COMPETENCY PROFILE CHART (CPC), COMPETENCY PROFILE (CP)
AND CURRICULUM of COMPETENCY UNIT (CoCU)

INDUSTRIAL MANAGEMENT
LEVEL FIVE (5)

PANEL

Deputy Head of Department, Education and

Tim-Niklas Schpp Training
1.
Malaysian-German Chamber of Commerce
and Industry (MGCC)
Financial Controller
2. Loi Chin Ting
Hauni (M) Sdn Bhd
Executive Director
Alexander Stedtfeld
3. Malaysian-German Chamber of Commerce
and Industry (MGCC)
HR and Legal Adviser
4. Dr. Zoharah Omar
Elektrisola (Malaysia) Sdn Bhd
Executive Director
5. Firdaus Fitri Zainal Abidin
Specialist Knowledge Centre Sdn. Bhd
Assistant Manager, HR
6. Arthur Teo
SGL Carbon Sdn Bhd
Head of Financial Planning and Controlling
7. Zimmerle, Thomas
Infineon Technologies (Malaysia) Sdn. Bhd.
Officer Accounts
8. Muhammad Fadzil Bin Shaarani
German-Malaysian Institute
HR Executive
9. Siti Rohaine Azari
A. Hartrodt (M) Sdn Bhd

Managing Director
10. Peter Zuber
Doeka Asia Sdn Bhd

FACILITATOR
Chief Operating Officer
1. Nabilah Ooi Binti Abdullah GMI Technical and Consultancy Services
Sdn Bhd
CO-FACILITATORS
Head of Section
1. Raihan Tahir Quality Assurance
German-Malaysian Institute

11
 STANDARD CONTENT
NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS)
FOR:

INDUSTRIAL MANAGEMENT

LEVEL 5
(TAHAP 5)

12
COMPETENCY PROFILE CHART (CPC)
SECTOR BUSINESS MANAGEMENT

SUB SECTOR BUSINESS & FINANCE

JOB AREA INDUSTRIAL MANAGEMENT

JOB LEVEL LEVEL FIVE (5) JOB AREA CODE

COMPETENCY COMPETENCY UNIT

PROFESSIONAL & MARKETING & HUMAN

FINANCIAL BUSINESS
FUNCTIONAL SALES RESOURCE
PLANNING & PROCESS
CORE TASKS DEVELOPMENT DEVELOPMENT &
CONTROLLING MANAGEMENT
MANAGEMENT AND PLANNING MANAGEMENT

13
COMPETENCCY PROFLE (CP)

SECTOR BUSINESS MANAGEMENT

SUB SECTOR BUSINESS & FINANCE

JOB AREA INDUSTRIAL MANAGEMENT

LEVEL FIVE (5)

CU Title CU Code CU Descriptor CU Work Activities Performance Criteria

1. Professional & Professional & functional
Functional tasks management refers to
Tasks the management of the
Management operation processes of the
core business of the
company. It involves
planning, monitoring and
reporting.
The person who is
competent in this CU shall
be able to analyse functional
task operation processes,
optimise functional task
1. Analyse functional task 1.1 Specific tasks, products, services
operation processes and processes are related to core
tasks of company in terms of
relevance, correlations and
interdependencies
1.2 Specific tasks in areas of
operation are analysed according
to company specific key data
1.3 Cooperation with internal and
external partners is established to
identify organisation workflows
and responsibilities outside the
areas of operation

14
CU Title CU Code CU Descriptor
operation and perform
quality assurance.
The outcome of this
competency is efficient and
effective running of
professional & functional
tasks to ensure business
target is achieved.
CU Work Activities Performance Criteria
2. Optimise functional task 2.1 Use of resources and services is
operation planned, monitored and controlled
in accordance with economical
and time requirements
2.2 Existing working techniques in the
area of operations are determined
and adjusted in terms of
transferability and profitability
2.3 Solutions are developed for
specific tasks in related areas of
operation
2.4 Decision memos specific to areas
of operation are structured,
prepared and presented in
accordance with company
procedures
3. Perform quality assurance 3.1 Quality assurance instruments
and tools are applied in
accordance with company quality
policy
3.2 Quality control is carried out to
15
 CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
ensure compliance and to prevent
disruptions and errors
3.3 Corrective actions are
implemented, where applicable, in
accordance with quality
assurance procedures
3.4 Lessons learnt are documented to
assist in developing strategies for
continuous quality improvement

2. Marketing & Marketing & sales
Sales development and planning
Development refers to the development of
and :Planning market positioning and
competitive pricing
strategies.
The person who is
competent in this CU shall
be able to analyse trends
and market developments,
prepare market analysis,
develop market position
1. Analyse trends and market
developments
1.1 Information technology systems
are used for data collection of
market trends and developments
1.2 Market trends and developments
are analysed for their potential
impact on company business
1.3 Qualitative analysis of
comparative market information is
performed as a basis for
reviewing business performance
1.4 Understanding and information
pertaining to international,

16
CU Title CU Code CU Descriptor
strategies, develop product
and service promotion
strategies, develop
competitive pricing structure
and evaluate marketing &
sales strategies
performance.
The outcome of this
competency is the
development of competitive
marketing strategies to build
profitable companies,
products and services.
2. Prepare market analysis
17
CU Work Activities Performance Criteria
industry-related and cultural
business habits is established
through communication with
business partners
1.5 Existing markets are reviewed to
identify significant changes
1.6 Performance data from all areas
of business are analysed to
determine strengths and
weaknesses of marketing
activities
1.7 Market performance of existing
and potential competitors and
their products or services is
analysed to identify potential
opportunities or threats
2.1 Product and service
redevelopment or withdrawal is
considered and proposed based
on analysis of performance data
2.2 Forecast of existing and emerging
CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
market needs is made based on
information available using
forecasting techniques
2.3 Market analysis data are compiled
and reported in accordance with
company report format

3. Develop market position 3.1 Product performance, image and

strategies range are continually
benchmarked against that offered
by competitors to determine
market position
3.2 Company brands are created and
strengthened
3.3 Customer binding or retention
strategies (such as after sales
service, discounts, consignment
stock) are identified in accordance
with legislative and ethical
requirements
3.4 Companys own opportunities and
instruments are used to shape

18
CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
orientation with customers

4. Develop product and 4.1 Marketing and promotional

service promotion strategies strategies are determined to suit
target market
4.2 Concepts for promotional
strategies are developed in
accordance with marketing plan
4.3 Marketing and promotional
activities are developed in
accordance with marketing
objectives and budgetary
requirements
4.4 Marketing and promotional
materials are developed in
conjunction with appropriate
personnel

5. Develop competitive pricing 5.1 Market prices are analysed to

structures determine current competitive
trends
5.2 Minimum price is determined

19
 CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
based on company capacity
utilisation (contribution margin)
5.3 Competitive strategies such as
cash discounts are developed to
attract customers

6. Evaluate marketing and 6.1 Key performance indicators to be

3. Financial Financial planning refers to
Planning & the projection of sales,
Controlling income, and assets based
on production and marketing
sales strategies
performance
1. Evaluate financial accounts
and key performance
indicators (KPI)
used for evaluating marketing and
sales strategies performance are
identified (such as profit share,
market share, gross margin and
revenue)
6.2 Achievement of KPI is monitored
and analysed in accordance with
company procedure
6.3 Corrective actions are
recommended for under or non-
achievement of KPI
1.1 KPI (working capital, cash flow,
profit & loss, ROI, quick ratio,
liquidity ratio) are analysed and
monitored in accordance with

20
CU Title CU Code CU Descriptor
strategies, as well as the
determination of the
resources needed to
achieve these projections.
Financial Control deals with
the feedback and
adjustment process required
to ensure adherence to
plans and modification of
plans because of
unforeseen changes.
The person who is
competent in this CU shall
be able to evaluate financial
accounts and key
performance indicators, plan
investments, projects and
financial processes, perform
financial control and
implement credit
safeguarding.
The outcome of this
CU Work Activities Performance Criteria
financial control procedures
1.2 Current performance of KPI is
compared with KPI of previous
periods and against market trends
and competitors
1.3 Appropriate actions are
recommended based on KPI
performance
1.4 Financial statistics are prepared
for decision making by
management
2. Plan investments, projects 2.1 Project and investment targets are
and financial processes determined in accordance with
company business goals
2.2 Legislation, regulations and
compliance issues relating to
investment are identified
2.3 Financing tools (bonds, shares,
loan, revolving credit) are
determined to finance project and
investment
21
CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
competency is optimum 2.4 Project and investment budgets
usage of financial resources are prepared in accordance with
and efficient control to finance procedures
maximise returns in 2.5 Financing cost and need are
investment. determined
2.6 Profitability of project and
investment is analysed in
accordance with finance
procedures
2.7 Preliminary financial plan is
checked to ensure compliance
with relevant legislative and
ethical requirements and
submitted for management
approval

3. Perform financial control 3.1 Financial controls and accounting

checks are applied in accordance
with company finance procedures
and legislative requirements
3.2 Manual and electronic entry of
transactions are verified to ensure

22
CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
accuracy, completeness, validity
and compliance with control
systems and procedures
3.3 Financial resources are checked
and controlled to ensure
protection from risk of fraud,
misappropriation or negligence
3.4 Variances, non-conformities and
discrepancies are identified and
reported to relevant personnel for
remedial action
3.5 Liquidity planning and risks
mitigation are performed in
accordance with financial control
procedures

4. Implement credit 4.1 Commercial risks are identified

safeguarding 4.2 Credit request (from supplier) is
coordinated in accordance with
credit safeguarding procedures
4.3 Safeguarding tools (such as credit
insurance, export insurance,

23
 CU Title CU Code CU Descriptor
4. Human Human Resource
Resource Development focuses on
Development developing excellent
& workforce so that the
Management organisation and individual
employees can accomplish
their work goals in service to
customers. It includes the
identification of training and
development needs as well
as the development of
strategies to cater to these
needs.
The person who is
competent in this CU shall
be able to identify training
and development needs,
CU Work Activities Performance Criteria
hedging, factoring, bank
guarantee) are applied in
accordance with company finance
procedures
1. Identify training & 1.1 Training & development needs of
development needs individuals, specific occupational
groups and company are
identified through consultation
with key stakeholders
1.2 Medium and long-term manpower
requirements are identified in
accordance with company goals
1.3 Information from training needs
analysis and other sources is
applied to identify required
competencies required for human
resource development
1.4 Training & development needs
are linked to other initiatives and
prioritised in accordance with
companys strategic plans
24
CU Title CU Code CU Descriptor
develop strategies for
human resource
development and manage
implementation of strategies
and programmes.
The outcome of this
competency is effective and
efficient development of
human capital.
CU Work Activities Performance Criteria
2. Develop strategies for 2.1 Systems and policies are
human resource established to support human
development resource development in
accordance with companys
strategic directions and business
goals
2.2 Strategic networks are
established and maintained with
industry, similar organisations and
providers of learning and
development programmes
2.3 Programmes are developed to
address identified training &
development needs in accordance
with company policy and
procedures
2.4 Resources for training &
development needs are allocated
and managed in accordance with
company priorities
2.5 Public funding and institutional
support for training &
25
 CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
development needs are identified

3. Manage implementation of 3.1 Training & development strategies

training & development and programmes are
strategies and programmes implemented in accordance with
company policy and procedures
3.2 Strategies and programmes are
monitored to gauge their
effectiveness in addressing
development needs
3.3 Adjustments to strategies and
programmes are implemented as
a result of monitoring and
changes to development needs
3.4 Recommendations for
improvement are proposed to
management for continuous
improvement
5. Business Business process 1. Analyse business 1.1 Key business processes including
Process management (BPM) refers processes and their sub-processes, activities and
Management to the optimisation of organisation steps are identified and
business processes to documented

26
CU Title CU Code CU Descriptor
enhance business
effectiveness and facilitate
continuous improvement. It
promotes innovation,
flexibility, and integration
with technology.
The person who is
competent in this CU shall
be able to analyse business
processes and organisation,
as well as plan, implement
and evaluate business
process improvement
strategies.
The outcome of this
competency is the overall
enhancement of business
efficiency.
CU Work Activities Performance Criteria
1.2 Organisational structures and
decision making processes are
identified
1.3 Influences of information and
communication systems on
business processes, operating
procedures and workplace are
analysed
1.4 Information is gathered from
process users, owners and
experts to ensure reliability and
accuracy of information
1.5 Business process is analysed and
measured to identify costs and
lead time
2. Plan business process 2.1 Opportunities for improvement
improvement strategies within own area of accountability
are considered and any
anticipated problem areas are
identified
2.2 Clear and measureable targets for
27
CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
improvement are set
2.3 Rules for functional and
ergonomic set up of workplace
are considered
2.4 Strategies for optimising
resources, promoting efficiency,
reducing costs and improving lead
time are proposed in accordance
with company business goals
2.5 Commitment is obtained from
both management and process
owners to ensure buy-in at all
levels of the organisation
2.6 Relevant planning and controlling
tools and technology are applied
in accordance with company
policy

3. Implement business 3.1 Constraints to effective

process improvement functioning are identified and
strategies removed
3.2 Process improvement is

28
CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
implemented within timeframe in
accordance with relevant
industrial standards
3.3 Process improvement
implementation is monitored to
ensure target is met
3.4 Open communication is applied to
help foster trust, involvement and
commitment

4. Evaluate business process 4.1 Feedback is collected from

improvement strategies business units and analysed to
measure process improvement
effectiveness
4.2 Outcomes of process
improvement are measured
against specified targets
4.3 Process improvement evaluation
findings are documented and
reported to stakeholders in
accordance with company
procedures

29
CU Title CU Code CU Descriptor CU Work Activities Performance Criteria
4.4 Outcomes of process
improvement are reviewed to
promote further learning and
continuous improvement in the
company.

30
 CURRICULUM of COMPETENCY UNIT (CoCU)
FOR:

NATIONAL OCCUPATIONAL SKILLS STANDARD (NOSS)

FOR:

INDUSTRIAL MANAGEMENT

LEVEL 5

31
CURRICULUM of COMPETENCY UNIT (CoCU)

Sub Sector Business & Finance

Job Area Industrial Management

Competency Unit Title Professional & Functional Tasks Management

The person who is competent in this CU shall be able to manage professional and functional tasks. Upon completion of this
competency unit, trainees will be able to:-
Analyse functional task operation processes
Learning Outcomes
Optimise functional task operation
Plan quality assurance

Competency Unit ID Level 5 Training Duration 720 hours Credit Hours 72

Attitude / Safety / Training Delivery Assessment

Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
1. Analyse i Business core tasks 120 Lecture i Relationship
functional task Areas of operation Discussion between areas
operation Correlation and Problem-based of operation,
processes interdependencies of Learning specific tasks,
areas of operation products,
ii Areas of operation services and
Work processes and processes to
sub-processes company core

32
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
Work flow and tasks
techniques established
iii Use of resources ii Relevance,
Optimisation correlations and
Economical interdependenci
requirements es of key
iv Internal and external processes and
partners sub-processes
i Relate areas of i. Demonstrate 120 Demonstration of areas of
operation, specific analytical Simulation operation
tasks, products, thinking Project assessed
services and processes ii. Practise waste On-the-job iii Ways to
to company core tasks prevention and training optimise
ii Assess relevance, optimisation utilisation of
correlations and resources
interdependencies of identified
key processes and sub-
processes of areas of
operation
iii Identify ways to
optimise utilisation of
resources

33
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
2. Optimise i Areas of operation 120 Lecture i Methods to
functional task Work processes and Discussion optimise usage
operation sub-processes Problem-based of resources
Work flow and Learning determined
techniques ii Existing
ii Use of resources solutions in
Optimisation area of

Wastage prevention operation

Recycling determined and

iii Problem solving transferability

techniques and profitability

i Determine methods to i. Apply problem 120 Demonstration to tasks

optimise usage of solving skills Simulation adjusted

resources ii. Practise waste Project iii Solutions to

ii Determine existing prevention and On-the-job overcome

solutions in area of recycling training constraints or

operation and adjust problems

their transferability developed

and profitability to
tasks
iii Develop solutions to
overcome constraints
or problems

34
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
3. Perform quality i. Quality assurance policy 120 Lecture i. Quality
assurance ii. Continuous improvement Discussion improvement
iii. Quality improvement Problem-based instruments
instruments and tools Learning and tools
applied
i. Apply quality i. Emphasise 120 Demonstration ii. Measures to
improvement quality Simulation prevent
instruments and tools compliance Project disruptions
ii. Initiate measures to ii. Practise On-the-job and errors
prevent disruptions continuous training initiated
and errors improvement iii. Non-
iii. Rectify non- culture compliance in
compliance in areas of areas of
operation operation
iv. Propose rectified
recommendations for iv. Recommendat
improvement ions for
improvement
proposed

35
Employability Skills
Core Abilities Social Skills
1. Communication skills
2. Conceptual skills
3. Interpersonal skills
4. Learning skills
5. Leadership skills
6. Multitasking and prioritising
7. Self-discipline
8. Teamwork

Tools, Equipment and Materials (TEM)

ITEMS RATIO (TEM : Trainees)
1. Production plan 1:1
2. Flowcharts 1:1
3. Production Reports 1:1
4. IT solutions 1:1
5. ERP software 1:1

REFERENCES
1. Wilson, R. 2000. The new manufacturing standard. 2nd edition. Hanser Gardner Publications.Cincinnati
2. Hanna, M. 2001.. Integrated Operations Management. Prentice Hall.
3. Brennan, L. 2011, 36-hour course, Operations management. McGraw-Hill New York

36
CURRICULUM of COMPETENCY UNIT (CoCU)

Sub Sector Business & Finance

Job Area Industrial Management

Competency Unit Title Marketing & Sales Development and Planning

The person who is competent in this CU shall be able to manage and develop marketing and sales strategies. Upon completion
of this competency unit, trainees will be able to:-
Analyse trends and market developments
Prepare market analysis
Learning Outcomes Develop market position strategies
Develop promotion strategies
Develop competitive pricing structures
Evaluate marketing and sales strategies performance

Competency Unit ID Level 4 Training Duration 360 Hours Credit Hours 36

Attitude / Safety / Training Delivery Assessment

Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
1. Analyse trends i Market trends and 30 Lecture i Local market
and market developments Discussion trends and
developments Local Problem-based developments
International Learning analysed
ii Changes of supply and ii International
demand market trends

37
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
i Analyse local market i. Demonstrate 30 Demonstration and
trends and analytical Simulation developments
developments thinking Project analysed
ii Analyse international ii. Keep abreast On-the-job iii Implications of
market trends and with information training changes in
developments on market supply and
iii Assess implications of trends demand
changes in supply and assessed
demand
2. Prepare market i Market analysis methods 30 Lecture i. Market data
analysis ii Emerging market needs Discussion analysed
iii Market analysis report Problem-based ii. Existing
Learning market needs
i. Analyse market data i. Objective in 30 Demonstration analysed
ii. Analyse existing analysing Simulation iii. Emerging
market needs information Project market needs
iii. Forecast emerging ii. Prepare report On-the-job forecast
market needs in a timely training iv. Market
iv. Prepare market manner analysis report
analysis report prepared in an
accurate and
timely manner

38
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
3. Develop market i Market position 30 Lecture i. Market position
position Product/service Discussion benchmarked
strategies performance Problem-based against
Image Learning competitors
Range ii. Market

Branding positioning

ii Marketing planning tools strategies

BCG matrix developed

iii Customer retention iii. Marketing

strategies planning tools

iv Competition Act 2010 applied

i. Benchmark market i. Comply with fair 30 Demonstration iv. Customer

position against competition Simulation retention

competitors regulations Project strategies

ii. Develop market ii. Apply creative On-the-job developed

positioning strategies thinking training

iii. Apply marketing
planning tools
iv. Develop customer
retention strategies

39
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
4. Develop i. Target market 30 Lecture i. Promotion
promotion ii. Marketing plan Discussion strategies
strategies iii. Marketing and promotion Problem-based developed
strategies Learning ii. Promotion
iv. Competition Act 2010 materials
i. Develop promotion i. Comply with fair 30 Demonstration developed
strategies competition Simulation
ii. Develop promotion regulations Project
materials ii. Apply creative On-the-job
thinking training

5. Develop i. Price positioning 30 Lecture i. Price

competitive ii. Minimum price Discussion positioning
pricing structures iii. Competition Act 2010 Problem-based strategy
iv. Competitive strategies Learning determined
Cash discounts ii. Minimum price
Payment terms for product/
Contribution margin service
based pricing calculated

40
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
i. Determine price i. Comply with fair 30 Demonstration iii. Competitive
positioning strategy competition Simulation strategies
ii. Calculate minimum regulations Project identified
price for product/ ii. Apply creative On-the-job
service thinking training
iii. Identify competitive
strategies
6. Evaluate i. Continuous improvement 30 Lecture i Performance
marketing and ii. Performance indicators Discussion of marketing
sales strategies for measuring marketing Problem-based and sales
performance and sales strategies Learning strategies
implementation analysed
iii. Results analysis methods ii Improvement
iv. Preparation of marketing plan for
and sales report marketing and
i Analyse performance i. Demonstrate 30 Demonstration sales
of marketing and sales analytical Simulation proposed
strategies thinking Project iii Marketing and
ii Propose improvement ii. Objective in On-the-job sales reports
plan for marketing and making training prepared
sales evaluation
iii Prepare marketing iii. Prepare report
and sales reports in a timely
manner

41
Employability Skills
Core Abilities Social Skills
1. Communication skills
2. Conceptual skills
3. Interpersonal skills
4. Learning skills
5. Leadership skills
6. Multitasking and prioritising
7. Self-discipline
8. Teamwork

Tools, Equipment and Materials (TEM)

ITEMS RATIO (TEM : Trainees)
1. Marketing plan 1:1
2. Business Plan 1:1
3. Marketing Planning Tool (such as Boston Consultant Group (BCG) 1:1
Matrix, Ansoff Matrix)
4. Sample Customer List !:1
5. Promotional materials 1:1

REFERENCES
1. Malaysian Institute of Management. 2003. Management in Malaysia. 2nd Edition. Kuala Lumpur
2. Kotler, Philip. 2002. Principles of Marketing. England: Prentice Hall.

42
CURRICULUM of COMPETENCY UNIT (CoCU)

Sub Sector Business & Finance

Job Area Industrial Management

Competency Unit Title Financial Planning & Controlling

The person who is competent in this CU shall be able to manage finance and control. Upon completion of this competency unit,
trainees will be able to:-
Evaluate financial accounts and key performance indicators (KPI)
Plan investments, projects and financial processes
Learning Outcomes
Perform financial compliance and risk controlling
Implement credit safeguarding

Competency Unit ID Level 5 Training Duration 300 Hours Credit Hours 30

Attitude / Safety / Training Delivery Assessment

Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
1. Evaluate financial i Key performance indicators 40 Lecture i KPI analysed
accounts and KPI (KPI) Discussion ii Financial
Working capital Problem-based statistics
Cash Flow Learning prepared
Profit & Loss iii Financial

Balance Sheet control

43
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
Return of Investment strategies
Quick ratio proposed
Liquidity ratio
ii Financial control strategies
iii Financial statistics
i Analyse KPI i. Demonstrate 40 Demonstration
ii Prepare financial analytical Simulation
statistics based on KPI thinking Project
analysis ii. Prepare true On-the-job
iii Propose financial and fair training
control strategies statistics
iii. Apply creative
thinking
2. Plan investments, i. Investment and financing 40 Lecture i. Financing
projects and purposes Discussion costs for
financial ii. Static investment Problem-based investment
processes calculations Learning and projects
iii. Dynamic investment determined
calculations ii. Appropriate
iv. Capital investment financing tools
v. Long-term financing selected
methods iii. Financing for
vi. Financing tools investment

44
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
Bonds and projects
Shares organised
Loan
Credit lines
Revolving credit
vii. Fiscal and monetory
policy instruments
viii. Legislative requirements
Bursa Malaysia
i. Determine financing i. Demonstrate 40 Demonstration
costs for investment analytical Simulation
and projects thinking Project
ii. Select appropriate ii. Comply with On-the-job
financing tools financial related training
iii. Organise financing for legislative
investment and requirements
projects
3. Perform financial i. Financial Control 40 Lecture i Accounts
compliance and ii. Financial risks Discussion verified
risk controlling Negligence Problem-based ii Financial
Fraud Learning resources
Misappropriation controlled
iii. Risks mitigation methods iii Financial

45
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
iv. Liquidity planning variances and
v. Legislative requirements non-
conformities
i Verify accounts i. Demonstrate 40 Demonstration
identified and
ii Control financial analytical Simulation
reported
resources thinking Project
iv Financial risks
iii Identify and report ii. Comply with On-the-job
identified
financial variances financial related training
v Liquidity
and non-conformities legislative
planning and
iv Identify financial risks requirements
risks
v Perform liquidity
mitigation
planning and risks
performed
mitigation
4. Implement credit i. Credit requests 30 Lecture i Suppliers
safeguarding assessment Discussion credit
ii. Credit safeguarding tools Problem-based performance
Credit insurance Learning assessed
Export insurance ii Safeguarding
Hedging tools

Factoring proposed

Bank guarantee

46
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
i Assess suppliers i. Take calculated 30 Demonstration
credit performance risks Simulation
ii Propose credit Project
safeguarding tools On-the-job
training

Employability Skills

Core Abilities Social Skills

1. Communication skills
2. Conceptual skills
3. Interpersonal skills
4. Learning skills
5. Leadership skills
6. Multitasking and prioritising
7. Self-discipline

47
Tools, Equipment and Materials (TEM)

ITEMS RATIO (TEM : Trainees)

1. Sample Balance Sheet 1:1
2. Sample Profit & Loss (P&L) Statement 1:1
3. Sample Aging List Statement 1:1
4. Sample Cash Flow 1:1
5. Sample Assets Register 1:1
6. Sample Bank statements 1:1
7. Sample Bank Cheque As required
8. Banking software 1:1
9. Enterprise Resource Planning (ERP) software 1:1

REFERENCES
1. Laurie, D.L. 2001. Venture catalyst : the five strategies for accelerating growth and profit. Nicholas Brealey,
2. Cohen, A.R. 2002 The Portable MBA in management. 2nd. John Wiley
3. Anthony, R.N. 2001. Management Control Systems. 10th Edition. McGraw-Hill New York.
4. Nicholas, J. M and Steyn, H. 2012. Project management for engineering business and technology. 4th ed. Routledge Abingdon, Oxon, New York.

48
CURRICULUM of COMPETENCY UNIT (CoCU)

Sub Sector Business & Finance

Job Area Industrial Management

Competency Unit Title Human Resource Development & Management

The person who is competent in this CU shall be able to manage human resource development. Upon completion of this
competency unit, trainees will be able to:-
Identify development needs
Learning Outcomes
Develop strategies for human resource development
Manage implementation of human resource strategies and programmes

Competency Unit ID Level 5 Training Duration 300 Hours Credit Hours 30

Attitude / Safety / Training Delivery Assessment

Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
1. Identify training i Corporate philosophy and 40 Lecture i Training needs
and development strategy Discussion analysis
needs ii Workforce analysis Problem-based conducted
iii Human resource allocation Learning ii TNA findings
iv Personnel management analysed
and development iii Staff training
v Training needs analysis and
(TNA) development

49
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
i Conduct training needs i. Demonstrate 40 Demonstration needs identified
analysis analytical Simulation
ii Analyse TNA findings thinking Project
iii Identify staff training ii. Committed to On-the-job
and development needs staff training
development
and
advancement
2. Develop i Corporate philosophy and 60 Lecture i Training and
strategies for strategy Discussion development
human resource ii Training needs analysis Problem-based strategies
development iii Training and development Learning developed
plan ii Training and
iv Training cost development
v Funding opportunities systems and
Government funding policies
HRDF established
vi Training providers iii Liaison and
vii Negotiating skills negotiation with

50
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
i Develop training and i. Demonstrate 60 training
development strategies analytical providers to
ii Establish training and thinking identify
development systems ii. Committed to appropriate
and policies staff training and
iii Liaise and negotiate development development
with training providers and programmes
to identify appropriate advancement carried out
training and iv Sources of
development funding for
programmes training and
iv Identify possible development
sources of funding for identified
training and
development
3. Manage i. Training and development 50 Lecture i Effectiveness of
implementation of programmes Discussion training and
strategies and implementation procedures Problem-based development
programmes ii. Performance indicators for Learning programmes
measuring training and assessed
development programmes ii Compliance of
effectiveness training and
iii. Training and development development
effectiveness analysis policies

51
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
methods supervised
iii Programme
implementation
i Assess effectiveness of i. Committed to 50 Demonstration
strategies
training and staff Simulation
adjusted, if
development development Project
applicable
programmes and On-the-job
iv Recommendati
ii Supervise compliance advancement training
ons for
of training and ii. Comply with
programme
development policies standards and
improvement
iii Adjust programme policies
proposed
implementation iii. Practise
strategies, if applicable continuous
iv Propose improvement
recommendations for culture
programme
improvement

52
Employability Skills
Core Abilities Social Skills
1. Communication skills
2. Conceptual skills
3. Interpersonal skills
4. Learning skills
5. Leadership skills
6. Multitasking and prioritising
7. Self-discipline
8. Teamwork

Tools, Equipment and Materials (TEM)

ITEMS RATIO (TEM : Trainees)
1. Employment contract 1:1
2. Attendance report 1:1
3. HR Forms 1:1
4. Employee handbook 1:1
5. HR policies 1:1
6. Legal Framework 1:10
Employment Act
Income Tax Act
Employee Provident Fund Act
Data Privacy Protection Act
SOCSO Act
Industrial Relation Act

53
 ITEMS RATIO (TEM: Trainees)
7. Organisation chart 1:1
8. Immigration Guidelines (Expatriates & Foreigners) 1:10
9. Statutory Deduction Documents 1:1
10. HR software 1:1

REFERENCES
1. Rajkumar, K. 2000. Rightsizing the Malaysian organisation : strategies & implementation. Pelanduk Publications Subang Jaya, Selangor Darul Ehsan,
Malaysia:
2. Certo, S.C. 2003. Modern management. 9th Edition. Prentice Hall. New Jersey.
3. Deresky, H. 2003. International management: Managing across borders and cultures. Prentice Hall. New Jersey
4. Truelove, S. 2009. Training and Development: Theory & Practice. Jaico Publishing House. Mumbai.

54
CURRICULUM of COMPETENCY UNIT (CoCU)
Sub Sector Business & Finance

Job Area Industrial Management

Competency Unit Title Business Process Management

The person who is competent in this CU shall be able to manage and improve business process strategies. Upon completion of
this competency unit, trainees will be able to:-
Analyse business processes and organisation
Learning Outcomes Plan business process improvement strategies
Implement business process improvement strategies
Evaluate business process improvement strategies

Competency Unit ID Level 5 Training Duration 300 Hours Credit Hours 30

Attitude / Safety / Training Delivery Assessment

Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
1. Analyse business i Trigger for focus business 40 Lecture i Key business
processes and processes Discussion processes
organisation Buyer markets Problem-based analysed
Seller markets Learning ii Key business
Globalisation processes to sub-
ii Elements of business processes linked
process iii Information on

55
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
Key business processes business
Sub-processes processes to
Decision making compiled to assist
processes in decision
iii Integrated business process making
iv Impact of ICT on business iv ICT in business
processes analysis applied
v Standard operating
procedures
i Analyse key business i. Demonstrate 40 Demonstration
processes analytical Simulation
ii Link key business thinking Project
processes to sub- On-the-job
processes training
iii Compile information on
business processes to
assist in decision making
iv Apply ICT in business
analysis
2. Plan business i. Continuous improvement 40 Lecture i. Strengths and
process process Discussion limitations of
improvement ii. Functional and ergonomic Problem-based processes and
set-up of workplace Learning sub-processes

56
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
strategies iii. Optimisation of resources in operation
Improving efficiency areas reviewed
Cost reduction ii. Opportunities
Waste prevention for improvement

Reusability in work

iv. Production planning and processes

control identified

i. Review strengths and i. Demonstrate 40 Demonstration iii. Measures for

limitations of processes analytical Simulation optimisation of

and sub-processes in thinking Project resources

operation areas ii. Apply creative On-the-job developed

ii. Identify opportunities for thinking training iv. Measures for

improvement in work iii. Apply problem production

processes solving skills control

iii. Develop measures for developed

optimisation of
resources
iv. Develop measures for
production control
3. Implement i Process improvement 40 Lecture i. Measures for
business process implementation Discussion optimisation of
improvement ii Key success factors Problem-based resources
strategies Learning initiated

57
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
ii. Measures for
production
control initiated
i. Initiate measures for i. Practise 40 Demonstration
iii. Constraints to
optimisation of continuous Simulation
effective
resources improvement Project
functioning of
ii. Initiate measures for culture On-the-job
operation area
production control ii. Communicate training
identified and
iii. Identify and remove effectively
removed
constraints to effective
i. Cooperation
functioning of operation
with internal
area
and external
iv. Cooperate with internal
partners
and external partners
established
4. Evaluate i. Continuous improvement 30 Lecture i. Performance of
business process ii. Performance Discussion business
improvement measurement methods Problem-based process
strategies iii. Outcomes analysis Learning improvement
method strategies
i. Analyse performance of i. Practise 30 Demonstration analysed
business process continuous Simulation ii. Continuous
improvement strategies improvement Project improvement
ii. Recommend continuous culture On-the-job strategies
improvement strategies ii. Comply with training recommended

58
 Attitude / Safety / Training Delivery Assessment
Work Activities Related Knowledge Applied Skills
Environmental Hours Mode Criteria
quality
standards

Employability Skills

Core Abilities Social Skills

1. Communication skills
2. Conceptual skills
3. Interpersonal skills
4. Learning skills
5. Leadership skills
6. Multitasking and prioritising
7. Self-discipline

Tools, Equipment and Materials (TEM)

ITEMS RATIO (TEM : Trainees)

1. Flowcharts 1:1
2. Organisation chart 1:1
3. Production plan 1:1
4. Standard Operating Procedures 1:10
5. Business plan 1:1
6. Enterprise resource planning (ERP) software 1:1

59
REFERENCES
1. Tapping,D. 2001. Value Stream Management Eight Steps to Planning, Mapping and Sustaining Lean Improvements. Productivity Press. Shelton.
2. Hitt, M.A. 2001. Strategic Management Competitiveness and Globalization. South-Western.
3. James H.H. 1997. Business process improvement workbook : documentation, analysis, design and management of business process improvement.
McGraw Hill, [1997].
4. Nicholas, J.M and Steyn, H. 2012. Project management for engineering, business and technology. 4th ed. Routledge. Abingdon, Oxon ; New York, NY.

60
 SUMMARY OF TRAINING HOURS

SECTOR BUSINESS MANAGEMENT

SUB SECTOR BUSINESS & FINANCE

JOB AREA INDUSTRIAL MANAGEMENT

JOB LEVEL FIVE (5)

Training
CU ID Competency Unit
Hours
Professional & Functional Tasks Management 600

Financial Planning & Controlling 300

Marketing & Sales Development and Planning 360

Human Resource Development and Management 300

Business Process Management 300

Total Training Programme Hours 1860

61