Employers place a strong emphasis on essential skills in the workplace. Essential skills are used in nearly every occupation, and are seen as ¿building blocks¿ because people build on them to learn all other skills.
Each profile contains a list of example tasks that illustrate how each of the 9 essential skill is generally performed by the majority of workers in an occupation. The estimated complexity levels for each task, between 1 (basic) and 5 (advanced), may vary based on the requirements of the workplace.
Supervisors in this unit group supervises and co-ordinate the activities of workers classified in the following unit groups: Machinists and Machining and Tooling Inspectors (7231), Tool and Die Makers (7232) and Machining Tool Operators (9511). They are employed by metal products manufacturing companies and machine shops.
- Find that parts and materials needed for fabrication jobs are late, damaged and defective. When materials are damaged during shipping, they offer suppliers suggestions for better protecting the materials. When subcontractors produce work that does not meet specifications, they review fabrication procedures and measurement tolerances. They revise production schedules and alert their customers to the delays. (2)
- May find that machinists and tool and die makers are not following procedures and adhering to safety standards. For example, they find that tools and materials have not been put away, cutters have not been properly installed in machines and solvent containers have not been capped. They inform workers of their concerns, provide safety briefings, model the use of personal protective equipment, and post signage appropriate to each work area. (2)
- Choose workers and machines for specific jobs. For example, they choose machinists and tool and die makers who have appropriate skills and competencies. They select equipment which is available and suited to particular fabrication operations. (2)
- Select suppliers for fabrication materials, tools and shop supplies. They consider pricing, product quality and suppliers' reputations for timeliness and reliability. In order to limit production delays, they may seek out suppliers with high quality standards and quick deliveries. (2)
- Select and hire job candidates. They review candidates' qualifications, conduct interviews and verify employment histories when hiring personnel. (2)
- Decide to subcontract fabrication work. They consider the demands of current jobs, the capacities of their production facilities, the complexities of new jobs and timelines requested by customers. They may reduce costs, increase the sophistication of products and speed final delivery by subcontracting work to other shops. (3)
- Determine production methods and fabrication sequences. They view and interpret drawings to determine the order in which parts will be manufactured. They identify fabrication steps and plan the sequence of steps. They determine cuts to be made and most efficient and cost effective ways of cutting materials. They decide which machines and tools to use. (3)
Job Task Planning and Organizing
- Assess production efficiency. They review data on units produced and rejected and quantities of materials scrapped. They compare production statistics to industry norms and corporate goals in order to identify aspects of production which could be improved. (2)
- May evaluate performance of machinists and tool and die makers. They consider their technical skills, productivity, rejection rates, amounts of wasted materials and times spent of jobs. They take into account their abilities to work with others, punctuality and willingness to understand and follow directions. (3)
Own Job Planning and Organizing
Supervisors of machinists and related occupations are responsible for scheduling and overseeing the day-to-day operations of their machine shops. They organize their days to complete administrative tasks such as tracking and reporting on work in progress and planning and forecasting materials and equipment requirements. They adjust their schedules to respond to questions from machinists, tool and die makers, co-workers and customers and to tackle production problems. (3)
Planning and Organizing for Others
Supervisors of machinists and related occupations plan the tasks and schedules of machinists and tool and die makers. They may provide input into budget development and long-term planning for their organizations. (3)
Significant Use of Memory
- Remember details of current jobs.
- Find information about fabrication jobs by consulting clients, engineers, production planners, machinists, tool and die makers and by reviewing technical drawings, materials schedules and work orders. (2)
- Find information about specialized materials by speaking with suppliers, colleagues and customers and by conducting research on the Internet. (3)
Other Essential Skills:
Working with Others
Supervisors of machinists and related occupations work as team leaders to coordinate work processes for production planners, machinists and tool and die makers to ensure customers' orders are completed on time. They may participate as team members with other management staff to resolve production problems. (3)
Supervisors of machinists and related occupations learn through their own initiatives and interactions with co-workers, colleagues at other shops, suppliers and customers. They attend manufacturers' sponsored training on new equipment and materials. They read trade magazines and revisit key resources such as the Machinery's Handbook to remain knowledgeable of practices and standards in their fields. (2)