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NOC Code: NOC Code: 7201b Occupation: Supervisors, machinists and related occupations
Occupation Description: Occupation Description:
Supervisors in this unit group supervise 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. Supervisors in this unit group supervise 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.

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Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Reading 1 2 3 4
Writing Writing 1 2 3
Document Use Document Use 1 2 3
Digital Technology Digital Technology 1 2 3
Oral Communication Oral Communication 1 2 3
Money Math Money Math 1 2 3
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2 3
Measurement and Calculation Measurement and Calculation 1 2 3
Data Analysis Data Analysis 1 2 3
Numerical Estimation Numerical Estimation 1 2 3
Job Task Planning and Organizing Job Task Planning and Organizing 1 2 3
Decision Making Decision Making 1 2 3
Problem Solving Problem Solving 1 2
Finding Information Finding Information 1 2 3
Critical Thinking Critical Thinking 1 2 3


  • The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.
  • Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.


Reading
  • Read safe handling procedures and hazard warnings on labels of products such as solvents and on work area signage. (2)
  • Read notes on blueprints indicating customers' and engineers' special instructions for fabricating products. (2)
  • Read email from co-workers and customers. For example, read email from co-workers requesting assistance in completing special jobs. Read email from customers inquiring about the status of their orders and projected delivery dates. (2)
  • Read memos from machine shop owners, managers and quality controller inspectors. For example, supervisors of machinists in manufacturing plants may read memos which specify procedures such as maintaining documentation needed to support research and development tax credits. They read memos explaining why products were rejected by quality assurance inspectors and criticized by customers. (2)
  • Read articles in trade magazines. For example, read magazines such as Competitive Mold Maker, CNC Machining, Cutting Tool Engineering and Canadian Machine Tool Dealer to learn about new machining equipment and technological advances in the industry. Read articles on topics such as heat treatments for specialized metals. (3)
  • Read a variety of manuals. For example, read the organization's manuals to understand policies and procedures for personal leave, safety, training and accident reporting. Review process control procedures to meet quality standards. Review equipment manuals such as those for computer numerical control machines to troubleshoot malfunctions, understand operating procedures and sequencing required to manufacture parts. Read technical manuals such as Machinery's Handbook to understand fabrication techniques, machine tools and properties of metals. Use the Metal Cutting Technical Guide to understand how to diagnose cutting abnormalities. (4)
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Writing
  • Write reminders and notes to co-workers. For example, write reminders about report due dates, job deadlines and telephone calls to return. Write notes to workers you supervise informing them of training sessions and holiday schedules. Write notes to production programmers to describe adjustments to fabrication jobs and notes to machinists and tool and die makers to inform them of special fabrication requirements. (1)
  • Write letters and email to customers and suppliers. For example, a machine shop supervisor may write a letter to answer customers' questions about fabrication processes and to confirm quality assurance standards. (2)
  • Write short reports, job descriptions and performance evaluations. For example, write operating reports for owners and managers in which work processes are summarized, explain why units have been rejected by quality assurance personnel, outline specifications for new equipment purchases and describe staffing requirements. Write job descriptions for use when hiring new staff. Write performance evaluations which describe workers' strengths and weaknesses and recommend additional training. (3)
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Document Use
  • Locate data in lists. For example, scan machine readouts and conformance reports to locate error codes which indicate specific defects in manufactured products. Scan machine operation codes to locate correct codes to enter for specific operations. (1)
  • Locate data on signs and labels. For example, scan signs to determine personal protective equipment required when working in various shop areas. Verify receipt of correct types and quantities of products such as cutting tool bits and blades by scanning labels on packaging. Identify hazard symbols and risk phrases on Workplace Hazardous Materials Information System labels to ensure proper handling of materials. Locate customers' names on parts tags. (1)
  • Complete purchase orders and work order forms. Record dates, customers' contact information, brief descriptions of items, quantities and associated costs. (2)
  • Locate data in a variety of forms. For example, scan work orders to understand customers' requirements, terms and conditions and specifications for work to be done. Read quality assurance forms to identify tasks completed, quality deviations, numbers of scrapped parts and descriptions of defects such as pitting and burring. (2)
  • Locate data in tables and schedules. For example, scan tooling specification tables for part numbers, dimensions for diameters, heights, lengths, apertures and characteristics such as shank materials and types. Refer to tables outlining specifications for hot and cold forging of rivets according to shank diameters. Scan vacation schedules to determine availability of machinists and tool and die makers. Scan production schedules to determine current status of jobs in progress. (3)
  • Locate data in technical drawings. For example, scan technical drawings for dimensions, tolerances, materials to be used and special instructions for complex fabrication jobs. Verify scales, drawing numbers, dates and designers. View assembly drawings to understand how various components fit together. (3)
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Digital Technology
  • Use communications software to email programs to exchange messages and data with customers, suppliers and co-workers. Send and receive attachments such as drawings and quotes. Use calendar functions to manage daily schedules. (2)
  • Use the search features of custom databases to locate data on current jobs, past work orders and preventative maintenance schedules for shop equipment. (2)
  • Use the Internet to access suppliers' websites when ordering materials and tracking delivery status. Use search engines to locate specialized equipment, tools and materials. (2)
  • Use spreadsheets to create tables to organize production data. Create budgets and project estimates. Calculate defect and production rates using embedded formulae. Create graphs to display production data. (3)
  • Use word processing to write letters to customers and create operating reports. Insert photos, drawings and tables in reports to highlight key information. (3)
  • Use computer-assisted design, manufacturing and machining. For example, create and view technical drawings for fabrications using AutoCAD. Program numerically controlled machines. (3)
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Oral Communication
  • Discuss daily operations with co-workers. For example, speak to production planners about the scheduling of material deliveries. Discuss measurement corrections and machine adjustments to computer numerically controlled equipment with programmers. Discuss current orders, production problems, and upcoming fabrication jobs with machinists and tool and die makers. (2)
  • Teach machine tool operation and fabrication processes to machine operators and apprentices. For example, provide apprentices step-by-step instructions for operating new machinery and carrying out fabrication sequences. Review processes for new materials and procedures for new equipment with tool and die makers. (2)
  • Lead safety meetings. For example, review the organization's safety standards, discuss accident and near miss incidents and outline preventative and corrective actions taken. (3)
  • Discuss fabrication processes, material properties and other technical matters with engineers, manufacturers' representatives and other specialists. Review blueprints with design engineers and discuss changes and modifications to specifications. Ask engineers to explain why parts are not passing quality control and to provide assistance in determining possible causes. Discuss materials' properties and availabilities with manufacturers' representatives and seek their opinions on the reliability and performance of materials for specific fabrication jobs. (3)
  • Discuss fabrication work with customers. For example, facilitate meetings with customers to learn about their needs, clarify specifications, offer design suggestions and negotiate timelines and prices. Provide customers with updates on the status of their orders, explain reasons for delays and inform them of revised delivery dates. (3)
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Money Math
  • Total and approve estimates and invoices for materials ordered. Calculate extensions, discounts for volume purchases and taxes. (3)
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Scheduling or Budgeting and Accounting
  • Plan work processes and schedules to ensure full use of all equipment and machine operators from project conceptualization through materials acquisition, production and quality control inspections to meet customers' specified timelines. (3)
  • Create and monitor operating budgets. Prepare annual operating budgets for their work units. Specify amounts for pay and benefits, equipment maintenance and purchases and material costs. (3)
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Measurement and Calculation
  • Calculate dimensions for fabrications. For example, take measurements from technical drawings and use them to calculate actual dimensions. Use triangle properties and other geometrical relationships to calculate angles. Add and subtract distances and angles to determine dimensions missing from drawings. Calculate co-ordinates for equally-spaced holes around the perimeters of geometric shapes. Interpolate equally-spaced points between specified start and finish dimensions. (3)
  • Take precise measurements using specialized tools such micrometers and callipers. For example, measure parts to thousandths of inches and micrometers when fabricating new parts to fit existing assemblies. (3)
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Data Analysis
  • Compare measurements of fabricated parts to customers' specifications before releasing the parts. (1)
  • Collect and analyze production data. For example, compare the number of nonconforming parts produced in the shop across operators, machines and processes. Create graphs to identify trends such as the on-time completion of work orders and deliveries. Use control charts to verify fabricated parts are within specified tolerances. Compare production statistics to historical data, industry standards and the organization's goals. (3)
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Numerical Estimation
  • Estimate quantities of materials and labour costs when preparing estimates for customers. (2)
  • Estimate times required for various phases of production processes. Consider types of metals being used, machines' capabilities, machine operators' experience and the complexities of fabrication jobs. (3)
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Job Task 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. 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)
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Decision Making
  • Select and hire job candidates. Review candidates' qualifications, conduct interviews and verify employment histories when hiring personnel. (2)
  • Choose workers and machines for specific jobs. For example, choose machinists and tool and die makers who have appropriate skills and competencies. Select equipment which is available and suited to particular fabrication operations. (2)
  • Select suppliers for fabrication materials, tools and shop supplies. Consider pricing, product quality and suppliers' reputations for timeliness and reliability. In order to limit production delays, seek out suppliers with high quality standards and quick deliveries. (2)
  • Determine production methods and fabrication sequences. View and interpret drawings to determine the order in which parts will be manufactured. Identify fabrication steps and plan the sequence of steps. Determine cuts to be made and most efficient and cost effective ways of cutting materials. Decide which machines and tools to use. (3)
  • Decide to subcontract fabrication work. Consider the demands of current jobs, the capacities of the production facilities, the complexities of new jobs and timelines requested by customers. Reduce costs, increase the sophistication of products and speed final delivery by subcontracting work to other shops. (3)
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Problem Solving
  • Find that machinists and tool and die makers are not following procedures and adhering to safety standards. For example, 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. Inform workers of concerns, provide safety briefings, model the use of personal protective equipment, and post signage appropriate to each work area. (2)
  • Find that parts and materials needed for fabrication jobs are late, damaged and defective. When materials are damaged during shipping, offer suppliers suggestions for better protecting the materials. When subcontractors produce work that does not meet specifications, review fabrication procedures and measurement tolerances. Revise production schedules and alert customers to the delays. (2)
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Finding Information
  • 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)
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Critical Thinking
  • Assess production efficiency. Review data on units produced and rejected and quantities of materials scrapped. Compare production statistics to industry norms and corporate goals in order to identify aspects of production which could be improved. (2)
  • Evaluate performance of machinists and tool and die makers. Consider their technical skills, productivity, rejection rates, amounts of wasted materials and times spent of jobs. Take into account their abilities to work with others, punctuality and willingness to understand and follow directions. (3)
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