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NOC Code: NOC Code: 9213 Occupation: Supervisors, food and beverage processing
Occupation Description: Occupation Description:
Supervisors in this unit group supervise and co-ordinate the activities of workers who operate processing and packaging machines, and workers who grade food and beverage products. They are employed in fruit and vegetable processing plants, dairies, flour mills, bakeries, sugar refineries, fish plants, meat plants, breweries and other food and beverage processing establishments. Supervisors in this unit group supervise and co-ordinate the activities of workers who operate processing and packaging machines, and workers who grade food and beverage products. They are employed in fruit and vegetable processing plants, dairies, flour mills, bakeries, sugar refineries, fish plants, meat plants, breweries and other food and beverage processing establishments.

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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
Oral Communication Oral Communication 1 2 3 4
Money Math Money Math 1
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2
Measurement and Calculation Measurement and Calculation 1 2
Data Analysis Data Analysis 1 2 3
Numerical Estimation Numerical Estimation 1 2
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 3
Finding Information Finding Information 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 company policies and procedures for safe and clean plant operation. (2)
  • Read memos from managers concerning upcoming activities. (2)
  • Read Workplace Hazardous Materials Information System (WHMIS) materials to determine the circumstances in which chemicals in the plant, such as cleaning fluids, may have dangerous properties. (3)
  • Read regulatory information from the Department of Fisheries and Oceans in order to be able to comply with government policy that impacts on fish processing. (3)
  • Read the Worker's Compensation Act in order to be able to appropriately advise workers concerning their requests for compensation following an accident in the workplace. (3)
  • Read the collective agreement to be knowledgeable of all its provisions. (3)
  • Read quality control manuals which include specifications as well as narrative information in order to ensure that all the quality requirements set forth by the company are met. (3)
  • Read manufacturers' manuals for machinery and equipment in order to determine a preventive maintenance schedule. (3)
  • Read HACCP (Hazard Analysis Critical Control Point) training materials and related work procedures to ensure the plant conforms to required operational standards. (3)
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  • Write reminder notes regarding changes to deadlines or to schedule meetings. (1)
  • Type notices to be posted on the bulletin board for processing staff regarding upcoming events, such as social activities and training opportunities. (1)
  • Write disciplinary letters to staff you supervise, using a standard format. (2)
  • Contribute to or assist in the writing of training materials, work procedures (standard operating procedures) and process descriptions. (2)
  • Write incident or accident reports, usually in a standard format. (2)
  • Write short, single-issue, email messages to managers, suppliers and buyers. (2)
  • Write performance evaluations for the workers you supervise. (3)
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Document Use
  • Refer to conversion charts when converting between Imperial and SI measures. (1)
  • Refer to pictures of various species of fish, showing details of their size, shape and colour. (1)
  • Refer to lists of phone numbers to notify processing workers when to come in for an additional shift. (1)
  • Complete tally sheets for incoming fish or product at various stages of processing. (1)
  • Refer to signs in the workplace displaying Workplace Hazardous Material Information System (WHMIS) icons that are used to alert workers of specific hazards. (1)
  • Use a floor plan sketch to organize equipment and materials in the processing area. (1)
  • Complete reporting forms such as the temperature control sheet, inspection report, daily production report and inventory record. (1)
  • Use graphs and tables to explain the significance of production and safety data to processing staff. (2)
  • Refer to Workplace Hazardous Material Information System (WHMIS) labels on chemical products used in the plant to understand possible hazards. (2)
  • Refer to charts and tables in quality control manuals in order to ensure that the size of portions, cooking temperatures and packaging meet required specifications. (2)
  • Refer to assembly drawings to understand how machines are taken apart for cleaning or repair in order to supervise cleaning and maintenance procedures. (2)
  • Read specifications regarding weight, dimensions and packing requirements for products. (2)
  • Prepare and read work schedules for multiple daily shifts involving hundreds of workers. (3)
  • Enter workers' hours into daily/weekly payroll records, summarize and verify. Investigate discrepancies and inaccuracies in payroll records and time cards brought forward by workers. (3)
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Digital Technology
  • Use communication software. For example, use email to communicate with management, buyers and other supervisors. (1)
  • Use computer applications. For example, use computer-controlled scales to weigh and label fish products. (1)
  • Use a spreadsheet. For example, use MS Excel to check and analyse production. (2)
  • Use word processing. For example, write letters, procedures or notices for processing staff. (2)
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Oral Communication
  • Give direction and provide feedback to the plant workers you supervise. (1)
  • Talk to merchants about production supplies such as solvents, gloves and packaging materials. (1)
  • Talk to union representatives and safety committee members regarding issues that affect labour relations. (2)
  • Discuss quality concerns with auditors from the Department of Fisheries and Oceans. (2)
  • Talk to the supervisor of the previous shift during the shift change to learn of any situations or problems that will affect the efficiency of the shift just starting. (2)
  • Provide orientation and individual training to new employees. This includes informing workers of unsafe work practices or deficiencies in their work style and informing them of risk factors for repetitive motion injury. (2)
  • Interview prospective plant workers and administer qualifying tests. (2)
  • Facilitate and present information at committee meetings. Contribute best practices information and provide suggestions of how to improve production flow. (3)
  • Defuse delicate situations with fish harvesters, using humour, firmness and understanding of the local culture to ensure that all harvesters are treated fairly. (3)
  • Mentor and coach team leaders or other individuals you supervise to provide motivation and to provide instruction on new procedures. (3)
  • Lead and facilitate training sessions for groups of processing staff on topics such as processing procedures or plant safety. (3)
  • Interact with managers to exchange information, receive updates and discuss any conflict resolution issues that may require input from management. (3)
  • Mediate conflicts among employees supervised, assessing the extent to which the complaint or conflict is justified, seeking acceptable solutions, and motivating employees to work together. In plants with a largely immigrant workforce, complicating factors can include differing cultural expectations and language barriers. (4)
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Money Math
  • Make petty cash purchases and total an Expense Claim form. (1)
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Scheduling or Budgeting and Accounting
  • Prepare and approve summaries of hours worked and wages paid, multiplying the hourly cost of labour by the number of hours that individuals have worked. Pass these summaries on to the payroll office for processing. (2)
  • Prepare a budget for maintenance and repairs to fish plant equipment or prepare a budget for the cost of buying and installing new equipment. You may phone around for quotes or scan catalogues for prices in order to prepare the budgets for these small projects. (2)
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Measurement and Calculation
  • Ensure the accuracy of scales used in processing by verifying the weight of products on a regular basis using an alternate scale. (1)
  • Find the tare weight of a product by subtracting the weight of the container and wrappings. (2)
  • Use a micrometer to measure the seams on cans in order to ensure conformity with standards. (2)
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Data Analysis
  • Compare product yield and processing time required for different products over different time periods to determine whether there has been any slippage in efficiency. (2)
  • Calculate percentage yield at each step of the processing operation by comparing the weight of raw fish to the weight of the fish after various processing steps. For example, calculate the yield of salmon fillets after trimming and pinning, and then again after skinning. Use yield calculations to identify problems and optimize the yield of high quality, high-priced, finished product. (3)
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Numerical Estimation
  • Given a number of workers, estimate the amount of time it will take to wash and trim a certain amount of fish. The size, condition or type of fish may be complicating factors. (2)
  • Estimate the number of staff needed to complete the processing of a batch of product. Factor in the type of seafood being processed, the quantity to be handled, the timelines of the job, and any special processing requirements. (2)
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Job Task Planning and Organizing
  • First-line supervisors in the seafood industry plan and sequence their own job tasks to cope with the volumes of fish entering the plant. They co-ordinate their work activities with other supervisors to ensure that the work gets done effectively. As overall problem solvers and decision makers on the plant floor they have a wide range of responsibilities for equipment, staff, recordkeeping, quality and safety. The pace of work may be hurried and the supervisor must always be willing to reorganize the work schedule and priorities to accommodate more incoming product. (3)
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Decision Making
  • Decide when to change the sizing of boxes, taking into account the size of the fillets coming along the line and the number of fillets required in boxes of various sizes. (1)
  • Decide how many workers to bring in for a shift and which workers should be contacted, using the seniority list. (2)
  • Decide whether to let workers go home when extreme weather such as a severe snowstorm begins during the shift. (2)
  • Make grading decisions such as deciding when to use products for meal (e.g. cat food) because the pieces are too small to be packaged as fillets. (2)
  • Assign workers to different jobs or training positions depending on individual ability, experience and attitude. (2)
  • Decide when it is necessary to counsel employees about sensitive issues. You need to act when it appears that the collective agreement, health and safety standards, quality control or harassment policies have been compromised. For example, it may be necessary to discuss a substance abuse problem with a worker who turns up for work in what the supervisor judges to be an impaired condition. (3)
  • Decide how much product to isolate and what other steps to take when you discover a contaminant such as diesel oil has entered the processing line. (3)
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Problem Solving
  • Deal with an unforeseen production stoppage, such as that caused by a sudden failure in the water supply to the plant. Such a situation leads to an immediate stopping of production until a supply of clean, potable water can be assured. Take steps to minimize loss of product and decide whether to reschedule staff so that the work can be completed at a later time. (2)
  • There are staff shortages due to absenteeism or staff turnover. Reorganize the schedule to maintain plant operation and take measures to ensure sufficient staff for the next shift. Disciplining or firing unreliable employees may be part of the long-term solution. (2)
  • You have found that a certain employee does not have the knack of placing fillets on the conveyer belt properly, creating an efficiency issue. Take some time to demonstrate the way it should be done and you may decide to partner that person with another for some added assistance. If the problem persists, you may decide to remove the person from the line, reassigning them to another task, or terminating their employment if no suitable placement can be found. (3)
  • You have discovered that there is tension between certain workers, leading to a negative atmosphere along the production line. Identify the source of the problem and talk to these workers individually to counsel them. In rare instances, people who cannot work together may have to be moved. (3)
  • A new policy, such as a quality monitoring system, was brought in by management. The new policy was not communicated well, leading to a union-sponsored walkout. Meet with management and suggest strategies that, in your opinion, will effectively communicate the aims of the new policy and defuse the situation. (3)
  • The daily yield of product is down and does not fall within the normal range of variation. Examine a number of variables that could account for the problem. Is the waste caused by inefficient packaging, employee carelessness or faulty equipment? Is the computer printout accurate? Are the pieces that are going into the boxes of the correct size? After doing a detailed analysis you are able to take corrective action. (3)
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Finding Information
  • Check a table in the quality control manual to verify information on allowable temperature variations in cooking. (1)
  • Phone a counterpart in another plant to inquire about the efficiency of new equipment that may be introduced. (1)
  • Get information about the amount of fish aboard a ship by communicating with the skipper by cell phone. (1)
  • Locate information in seniority and other employee lists. (1)
  • Participate in accident, incident or near miss investigations, interviewing workers and reviewing records to find causal factors. (3)
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