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NOC Code: NOC Code: 9211 Occupation: Supervisors, mineral and metal processing
Occupation Description: Occupation Description:
Supervisors in this unit group supervise and co-ordinate the activities of workers engaged in mineral and metal processing and manufacturing. They are employed in mineral ore and metal processing plants such as copper, lead and zinc refineries, uranium processing plants, steel mills, aluminum plants, precious metal refineries, cement processing plants, clay, glass and stone processing plants and foundries. Supervisors in this unit group supervise and co-ordinate the activities of workers engaged in mineral and metal processing and manufacturing. They are employed in mineral ore and metal processing plants such as copper, lead and zinc refineries, uranium processing plants, steel mills, aluminum plants, precious metal refineries, cement processing plants, clay, glass and stone processing plants and foundries.

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Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Reading 1 2 3
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
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2 3 4
Measurement and Calculation Measurement and Calculation 1 2 3
Data Analysis Data Analysis 1 2 3
Numerical Estimation Numerical Estimation 1
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.

  • Read equipment brochures, newsletters and trade magazines. For example, scan manufacturers' brochures to learn about design features on new equipment. Scan trade magazines such as World Cement Journal and Metal Producing and Processing to learn about new products, techniques and trends in the field. Supervisors in lime and cement plants may read their organizations' newsletters to learn about workplace accidents and methods to use cost-saving alternatives to fossil fuels in kilns. (2)
  • Read notes from co-workers and text entries in forms. For example, read notes explaining production losses during preceding shifts in production logs. Read about emergency equipment repairs in co-workers' shift reports. Scan Material Safety Data Sheets to locate and read sections about the safe handling and storage of hazardous materials. (2)
  • Read email, memos and letters from co-workers, colleagues, customers and suppliers. For example, read email from co-workers who request information about orders in production and confirm completion of tasks. Read memos from managers about new inspection procedures. Read letters in which customers complain about products they have received. (2)
  • Read clauses in collective agreements. For example, read clauses in collective agreements to verify disciplinary procedures and review rules concerning the attribution of overtime hours. Study the new clauses in recently-adopted collective agreements to ensure you understand and adhere to contract provisions. (3)
  • Read product, equipment and policy and procedure manuals to learn about the operation of new equipment and the implementation of new production methods. For example, read the organization's policies and procedures manuals which describe matters such as risk management for specific job tasks. Read operating instructions and methods to achieve optimal performance in manuals for new lift trucks and cooler fans. (3)
  • Read reports on operations. For example, read recommendations to improve productivity in operational audit reports. Read inspection reports about safety equipment and practices from workplace health and safety and insurance boards. (3)
  • Read rules and regulations in bulletins and manuals from government departments and regulatory organizations. For example, review rules concerning minimum wages in labour ministry bulletins. Read about standards such as acceptable thresholds for gas emissions in updates from health and safety commissions. Scan regulations in manuals from environment ministries to learn about new procedures to manage waste products. (3)
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  • Write notes and text entries in forms. For example, write entries in inspection forms to record anomalies observed during safety inspections. Write notes in shift instruction forms to inform process operators of the maintenance status of specific machines and equipment. Record subjects discussed and actions planned in meeting report forms. Write factual descriptions of incidents in accident and incident reporting forms. Write comments in hazardous occurrence investigation forms for government departments. (2)
  • Write email to co-workers and suppliers to exchange information, make requests, respond to enquiries and coordinate activities. For example, write email to shipping supervisors to advise on earliest shipping dates for orders. Write email to suppliers to describe the results of tests on proposed new packaging for finished products. (2)
  • Write work procedures to explain job tasks. For example, production supervisors in cement processing facilities may write step-by-step work procedures for kiln firing. Supervisors in ore processing plants may write instructions for reprocessing materials which failed to meet quality standards. (3)
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Document Use
  • Locate data on digital counters, gauges and display panels. For example, supervisors in continuous rolling mills may locate speeds of conveyors in metres per minute on digital counters. During shift inspections, forepersons in ore processing plants may check digital displays which show emulsion levels in flotation tanks and gauges which indicate air pressures in air filtering equipment. (1)
  • Observe warning and regulatory signs. For example, observe safety signs which indicate pedestrian passageways in plants. Identify and heed lockout signs on equipment undergoing repair and maintenance. (1)
  • Locate data in forms. For example, refinery supervisors obtain product identification, quantities, work units, delivery areas and dates in work orders. Cement processing supervisors locate operating status, numbers of alarms, pressures, temperatures and air flow rates of pumps, kilns and blowers in equipment inspection forms. Supervisors in graphite processing plants verify inputs such as quantities of raw materials processed and kilowatts of electricity consumed in daily furnace loading sheets and grinding mill logs. (2)
  • Locate dimensions, angles and other data in drawings. Interpret drawings to identify individual parts, sub-assemblies and the appearance of pictured objects. For example, concrete pipe production supervisors may scan technical drawings of concrete pipes on order to identify the angles and locations of access holes for connectors. Iron foundry supervisors may study total weights and design details for specialty castings in technical drawings. (2)
  • Locate data in graphs. For example, forepersons in cement plants may locate daily kiln production in bar graphs. Refinery supervisors may scan line graphs of process control data such as temperatures, fuel rates and gas flows in real time to identify variables outside normal ranges. Supervisors in ore processing facilities may review line graphs of the granulometry of daily production to identify nonstandard numbers which may indicate screen breakage. (2)
  • Locate data in lists, tables and schedules. For example, casting room forepersons may obtain furnace start and stop times for continuous rod casting in process control lists. Supervisors in stone products manufacturing plants may locate work centre and operation numbers by product and product category in tables of production data. Forepersons in salt milling plants may check order numbers, product grades and quantities in production and shipping schedules. (2)
  • Enter data into lists, tables and schedules. For example, enter quantities of safety equipment supplies to inventory lists. Enter work order numbers, dates requested, completion dates, priority ratings, descriptions and work notes into tables to track equipment maintenance. Enter employees' names into weekly schedules to rotate process task assignments. (2)
  • Complete forms such as waybills, maintenance and shop work orders, production reports, inspection forms and incident reports. For example, enter shop order numbers, release dates, dates required, quantities, items to produce, work centres, processes and other data into shop order forms. Enter checkmarks for equipment and operations inspected and text to describe anomalies encountered into plant inspection forms. Supervisors in steel plants enter text into shift summaries to explain orders which exceed normal production time and to note special tasks accomplished. (3)
  • Locate data such as devices, flows, procedures, decision points and other features in schematic drawings. For example, metal casting forepersons may locate valves, switches and gas flows in schematic drawings of gas piping to troubleshoot gas leaks. Supervisors in ore processing facilities may study schematic drawings of grinding processes to understand processing systems before introducing new technology. (3)
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Digital Technology
  • Use Internet browser programs to source new products and equipment and access up-to-date weather reports. Access the organization's intranet websites to check inspection reports, look up standards in safety manuals and download forms. (2)
  • Use word processing programs such as Word to write, edit and format text for reports and work procedures. (2)
  • Use database programs such as Access to track production and maintenance operations. (2)
  • Use communication software to exchange email and attachments such as digital photographs and reports with co-workers and suppliers. (2)
  • Use computer-assisted design, manufacturing and machining. For example, use supervisory control and data acquisition software to continuously track production process variables such as furnace temperatures and the chemical composition of molten ores. Search for process data on past production runs. (2)
  • Use spreadsheets. For example, supervisors may use spreadsheet programs such as Excel to create and monitor budgets and schedules. They may also enter production data and explanations into production report spreadsheets. (3)
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Oral Communication
  • Speak to co-workers and suppliers about order specifications, deliveries and costs. For example, talk to suppliers to place orders for raw material. Call shipping supervisors to confirm delivery times for finished products. (1)
  • Exchange information about ongoing production, maintenance and repair operations with co-workers and service providers. For example, remind workers to follow special instructions on specific work orders. Speak to maintenance contractors to learn about progress on equipment repairs. Discuss the best time to suspend production to install new equipment with operators and production planners. (2)
  • Train, motivate and give directions, suggestions and constructive criticism to subordinates. For example, train machine operators and labourers under your supervision. Discuss workers' performance during regular evaluations. Intervene to solve conflicts among workers. Conduct periodic safety talks with operators and labourers to maintain and improve workplace safety. (3)
  • Discuss improvements to quality and productivity with suppliers and with co-workers such as other production supervisors, quality assurance technicians and metallurgical engineers. For example, supervisors in refineries may facilitate debates among co-workers on topics such as making modifications to heating processes and air flows in refinery furnaces and ovens to improve energy efficiency. Supervisors in ore processing plants may discuss improvements to grinding processes for specific ores with geologists. Supervisors in foundries may speak to suppliers about the advantages and disadvantages of various materials to use for more durable casting moulds. They may negotiate solutions to conflicts between work units with co-workers. (3)
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Scheduling or Budgeting and Accounting
  • Monitor monthly and quarterly operation budgets to prevent cost overruns. For example, supervisors in ore processing plants may monitor expenses for production supplies such as grinding slugs, reagents, pallets and bags. (2)
  • Prepare and update work schedules for process operators and other workers. Adjust schedules to accommodate sick days, requests for days off, leaves of absence and variations in production. Assign tasks to workers according to their work experience, training and preferences. (3)
  • Monitor and prepare production schedules. For example, monitor work progress to ensure timely completion of production and maintenance tasks. Schedule daily and weekly production to meet order delivery dates and inventory targets. Compare actual daily and weekly production volumes to targets and adapt production schedules to manage changes in production volumes, equipment breakdowns and supply shortages. (4)
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Measurement and Calculation
  • Calculate quantities of raw materials, inputs, finished products, supplies and equipment for production, maintenance and repairs. For example, supervisors in continuous cast rod mills calculate the quantities of raw materials to start up weekly production. Supervisors in cement plants may calculate amounts of natural gas needed to fire kilns to specific temperatures. They multiply time estimates for pre-heating and operating by heating rates measured in megajoules per hour and add these to determine the total in gigajoules which they convert to cubic meters of gas to determine quantities to purchase. (3)
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Data Analysis
  • Compare measurements of products and processing variables in machinery and equipment to specifications to verify their adequacy. For example, compare temperatures in kilns and concentrations of oxygen in smelters to check they fall within standard ranges. Verify that thicknesses, lengths, widths and diameters in products such as concrete pipes match order specifications. (1)
  • Manage inventories of raw materials and finished goods. For example, verify stocks of materials on hand and consider rates of use, item costs and desired stock levels to manage the inventories. (2)
  • Collect and analyse data on production processes variables to optimize production volumes, improve quality and reduce operating expenses. For example, supervisors in clay processing plants may monitor trends in raw material quantities, quality, kiln temperatures and oxygen flows to improve process efficiency and product quality. Supervisors in metal processing plants may analyze the evolution of production variables, such as furnace temperatures and pressures, during tests varying input ratios of scrap metal and raw materials. (3)
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Numerical Estimation
  • Estimate times to accomplish job tasks using past experience as a guide. For example, estimate time required to reprocess products which did not meet standards. (1)
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Job Task Planning and Organizing
  • Supervisors, mineral and metal processing, work in dynamic environments where the requirements of production processes are paramount. They plan and organize their daily tasks to meet the needs of their teams and the targets set by managers. They have to set priorities and work effectively in the face of conflicting demands on their time. They must show flexibility in their daily schedules to provide timely information to others and rapidly troubleshoot production snags and emergencies such as shortages of workers, shortages in raw material stocks and equipment and machinery malfunctions. Supervisors, mineral and metal processing, plan and organize production on a daily basis. They prepare schedules and assign tasks to labourers and process and machine operators. Supervisors, mineral and metal processing, may also play a role in monthly and yearly operational planning. For example, they may develop production budgets, participate in setting annual production targets and recommend the acquisition, refurbishing and repair of production equipment. (3)
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Decision Making
  • Assign tasks to operators and labourers. Take into account workers' skills, experience, preferences and availabilities. Consider clauses in collective agreements which may restrict task assignments. For example, assign cleaning tasks to operators during temporary production shutdowns. Rotate more physically and mentally exhausting tasks among workers by week rather than by month to improve morale. (2)
  • Select suppliers and service providers. Take into consideration production requirements, characteristics of the products and services, reliability of suppliers and contractors and costs. Decisions may be made collaboratively with co-workers. (2)
  • Choose production operations and sequences to achieve production targets. Take into account numbers of orders, availabilities of workers, equipment and supplies, maintenance needs and operational efficiencies. Decide to adjust production variables to improve quality when necessary. For example, production forepersons may decide to reduce production levels when numbers of workers are insufficient. They may shut down production areas and redeploy workers to other functions. Plant supervisors in mineral ore processing plants may add grinding slugs to grinding mills when granulometric readings of ground ore do not meet specifications. (3)
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Problem Solving
  • Find that conflicts among workers have adverse effects on workers' productivity. Meet the workers in question to determine the true nature and extent of the conflicts. Find solutions which address the causes of the conflicts and are acceptable to those involved. In some cases, consult managers and other co-workers for suggestions and read collective agreements to verify your options. (2)
  • Production targets cannot be met due to equipment malfunctions, late deliveries of raw materials, poor coordination among work units and human errors. Find short-term solutions to mitigate production delays. Consult co-workers and service providers to develop longer-term process improvements when this is feasible. For example, production supervisors in concrete product plants may discover cement silos are empty when computer records indicate they are full. They verify packing slips of recent deliveries and contact suppliers to learn what has happened. They may negotiate rush deliveries to continue production. Supervisors in ore processing plants may discover that malfunctioning cylinders on loading equipment have not been repaired as requested. They speak to maintenance supervisors to clarify the urgency of repairs. They may also discuss changes to procedures to improve communication on the relative priorities of work orders for maintenance and repairs. (2)
  • There are not enough workers for production, maintenance and repair activities. For example, when workers call in sick, find other workers to fill in and then reorganize work schedules to ensure priority tasks are covered. In some cases, ask managers for authorization to hire casual workers when faced with worker shortages due to holiday schedules and extended leaves. Also, in some cases, cancel and defer production orders if necessary. (2)
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Finding Information
  • Search for information on tools and equipment. Speak to operators, mechanics, suppliers and service providers to find information about equipment operation, maintenance and repairs. Conduct Internet searches and scan equipment brochures, newsletters and trade magazines to learn about new tools and equipment. (3)
  • Search for information on production processes. Speak to process and machine operators, quality assurance workers and other supervisors and share observations. Inspect equipment in operation and analyze process control data. Collaborate to design and run tests on modified equipment and new production methods and analyze results. (3)
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Critical Thinking
  • Evaluate the suitability of job candidates. Consider candidates' interviews, attitudes, past work experiences, training and demonstrated abilities. In some cases, share responsibility for these evaluations with co-workers on hiring committees. (2)
  • Evaluate safety in the workplace at regular intervals. Consider workers' comments and observe their use of protective equipment, tools, plant equipment and machinery to assess the prevalence of safe work habits and the use, comfort and availability of safety equipment. Also review incident reports and workplace safety inspections from external agencies. (3)
  • Evaluate the competencies and performance of the workers you supervise. Consider workers' skills and knowledge of equipment and processes, consistency and accuracy of recordkeeping, knowledge and application of safety practices, interactions with co-workers, degree of work satisfaction and work attendance. (3)
  • Evaluate efficiency and effectiveness of production processes. Analyze operating variables such as kiln, furnace and leach tank temperatures and the composition of raw materials and quantities of emissions. Observe processes and discuss findings with operators and other co-workers. For example, production supervisors in precious metal processing may evaluate the effectiveness of processes to pack finished products. Cement processing supervisors may analyze feed and clinker quality measures, material feed speeds, kiln temperatures and other variables to optimize output volumes and quality. (3)
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