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NOC Code: NOC Code: 9221 Occupation: Supervisors, motor vehicle assembling
Occupation Description: Occupation Description:
Supervisors in this unit group supervise and co-ordinate the activities of workers in motor vehicle production departments. They are employed in plants which manufacture automobiles, vans and light trucks. Supervisors in this unit group supervise and co-ordinate the activities of workers in motor vehicle production departments. They are employed in plants which manufacture automobiles, vans and light trucks.

  • Click on any of the Essential Skills to view sample workplace tasks for this occupation.
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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 4
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
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
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 4
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 text entries in forms. For example, read co-workers' descriptions of defects in corrective action forms. (2)
  • Read email from managers and co-workers in other departments. For example, read email about topics such as changes to work procedures, upcoming meetings, training, changes to safety alerts and quality control. (2)
  • Read memos from co-workers, union officials and representatives of agencies such as health and safety councils and workers' compensation boards. For example, read memos from managers about upcoming vehicle launches, changes to work stations set-ups, training seminars and safety alerts. (2)
  • Read collective agreements, the organization's policies and procedures manuals and International Organization for Standardization procedures. For example, read the organization's procedures manuals to understand budget and schedule development procedures, safety policies and procedures for specific situations such as hazard identification, work refusals, accidents and injuries. Read standard operating procedures for new and modified assembly processes. (3)
  • Read legislation, regulations and subsequent bulletins and addenda. For example, read building codes, the National Safety Code and occupational health and safety Acts to maintain current knowledge of regulations and to ensure that production procedures meet regulatory requirements. (3)
  • Read about new trends, technological developments and manufacturing practices, procedures and issues in industry publications. For example, read about new paint technologies and their applications. Read articles in health and safety magazines to learn about assembly modifications which will minimize repetitive motion injuries. (3)
  • Read a variety of reports. For example, read monthly safety audit reports to learn about changes to quality control checks and modifications to workstations. Read daily and weekly production reports to determine which quality indicators to monitor. (3)
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Writing
  • Write comments in logbooks to describe and record details such as reasons for downtime, safety breaches, equipment failures and repairs and outstanding defects. (1)
  • Write descriptions and explanations in disciplinary, safety, job allocation and quality control forms. For example, describe safety concerns such as surface damage on work platforms, repairs completed and corrective actions required in safety checklists. Note modification suggestions in job observation forms. Write notes to describe changes to production processes in job allocation change notices and worker awareness forms. (2)
  • Write email to co-workers. For example, write email to managers and engineers to describe concerns about production processes and outline workstation modifications to improve production and safety. Write email to supervisors in other zones and departments to describe assembly faults and request help in correcting deficiencies. (2)
  • Write performance reviews for the production workers you supervise. In these annual and bi-annual reviews, describe employees' strengths, indicate areas for improvement and outline training goals. Record workers' breaches of work standards, summarize key discussion points and describe subsequent measures to be implemented in disciplinary reports. (3)
  • Write short reports and business cases. For example, a frame assembly supervisor may write a short report to propose changes to workstations. The supervisor describes deficiencies in the current set-up for workstations, presents and interprets production data, offers rationales for the change and recommends related changes such as increases to human resource levels and alternative job allocations. The supervisor presents justifications and recommendations clearly and accurately to ensure managers and engineers can make informed decisions. (4)
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Document Use
  • Observe hazard symbols, warning and caution signs. (1)
  • Obtain data from a variety of labels. For example, locate part numbers, zone, job and defect codes from defect labels. (1)
  • Locate data in tracking and quality control forms. For example, locate quality control data in inspection sheets and corrective action chronology reports. Locate data such as downtime, defects, lost time, near misses and injuries in weekly and monthly safety and production audits. (2)
  • Locate data in graphs such as defect histograms. (2)
  • Locate data in tables and lists. For example, locate production data such as components produced per hour and operators' and zones' production per hour in daily production reports. Locate job codes in versatility matrices for details about workers' capabilities. Locate expense data in monthly expense reports to monitor numbers, types and amounts of expenses. (2)
  • Follow diagnostic, safety and assembly flowcharts. For example, locate procedures for handling job-site injuries in safety flowcharts. Locate details of assembly tasks, job allocations and production faults in production flowcharts. (2)
  • Locate dimensions and other features on vehicle assembly and workstation layout drawings. For example, examine vehicle fabrication drawings to understand assembly sequences and to identify locations and orientations of parts when troubleshooting assembly faults. Locate dimensions, angles and other features marked on floor plans to determine how to modify workstations to improve safety and workflow. (3)
  • Complete process control and quality control forms. For example, complete inspection reports such as periodic job observation forms to describe job elements completed in timed intervals and note workstation set-ups. Complete safety inspections and product inspection checklists to note that inspections were performed, highlight safety deficiencies and describe temporary and permanent countermeasures which were implemented. Update versatility matrices, training tables and daily schedules by entering job codes. Complete corrective action forms to note defects, immediate corrective action applied and follow-up actions required such as manual replacement of parts. (3)
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Digital Technology
  • Exchange email and attachments with co-workers and managers. (2)
  • Use graphics software. For example, use presentation software such as PowerPoint to prepare slideshows. A general understanding of importing files and formatting text and graphics to set up presentations is required. (2)
  • Use database software such as Access to enter and extract data. For example, manage data and run queries to access production and quality control data. (2)
  • Search Internet sites for information about new products, manufacturing technologies, quality assurance systems and human resources management. Use the organization's intranet to access policies, assembly procedures, training files and bulletins. (2)
  • Use computer and software applications. For example, use specialized production scheduling, process and machine monitoring, data collection, quality control and facility management software such as Factory Information Systems to gather production data and monitor equipment, processes and vehicles. (2)
  • Use word processing. For example, write brief memos and short reports using limited editing and page formatting. (2)
  • Use spreadsheet templates to create work schedules. Create spreadsheets for collecting data and preparing graphs of production, quality control and safety data. (3)
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Oral Communication
  • Lead daily production meetings with work crews to recap and review production data and quality concerns. For example, review production targets, identify equipment to monitor, reinforce safety alerts and outline upcoming training. In addition, review procedure changes such as additional quality checks. (2)
  • Discuss ongoing work with production workers and union stewards throughout the day. For example, receive complaints from workers about faulty equipment and work station inadequacies. Discuss repairs and maintenance requests with mechanics and welders using two-way radios. Discuss schedules, job assignments and assembly procedures with individual workers. Talk with other supervisors to coordinate responses to emergency repairs and production stoppages. (2)
  • Discuss production activities, product quality and work schedules with managers, engineers and supervisors from other teams, zones and departments. For example, a supervisor may call and lead a meeting to discuss the incomplete assembly of seat backs, which is slowing later assembly procedures. (3)
  • Give instructions and constructive criticism to workers you supervise. For example, coach workers, teach them new skills and demonstrate how to complete assembly tasks with minimum movement and effort. Discuss workers' performances during reviews. Resolve conflicts between team members and outline expectations to workers who consistently underperform. (3)
  • Negotiate working conditions, job assignments and other matters with shop stewards. For example, discuss workers' grievances about overtime allotments and unsafe working conditions. Listen carefully to workers' complaints, discuss options and negotiate solutions. (3)
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Money Math
  • Calculate expense claims for travel to meetings and training events. Calculate expenses using per diem amounts for meals and per kilometre rates for use of personal vehicles. (2)
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Scheduling or Budgeting and Accounting
  • Plan assembly sequences. For example, when setting up lines for new products, calculate times needed to complete different tasks and sequences of assembly procedures. After assembly sequences have been implemented, you may change the allocation of job elements to reduce labour costs, product defects and material wastage. (3)
  • Create and modify work schedules to ensure your area is adequately staffed to meet production targets. When preparing schedules consider vacation and training days and daily and weekly shift rotations. (3)
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Measurement and Calculation
  • Take measurements using measuring tools such as rulers and tapes. For example, use rulers to confirm depths and diameters of bolt holes and distances between wiper blades in resting positions. Use protractors to measure the rotation of parts during assembly operations. (1)
  • Calculate actual sizes and distances by scaling measurements on vehicle design drawings. For example, when dimensions are not marked on scale drawings, use dividers and scaled rulers to determine distances between bolt holes and multiply measurements on the drawing by the scale. (2)
  • Use specialized instruments to take precise measurements. For example, use vernier callipers to measure depths of hubcap flanges and diameters of spindles. (3)
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Data Analysis
  • Compare quality control, operating and production data to standards and specifications. Look for irregularities that may indicate equipment faults and production problems. For example, compare numbers of defects at timed intervals to production targets for various control points. (1)
  • Collect and analyze data to describe production, safety and quality. Collect and analyze data to describe production activities and to identify inconsistencies and trends. Graph variables such as frequencies and times to analyze data on specific workers, vehicles and tasks. For example, a supervisor may calculate the average bathroom breaks that workers take to set standards and to identify individual variations. After safety training, a supervisor may examine trends in frequencies for near misses, slips, injuries and general housekeeping to identify improvements. (3)
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Numerical Estimation
  • Estimate times required to complete assembly tasks. For example, estimate times required to attach components such as side door panels. Consider numbers of sub-tasks, movements required and distance between activities. (2)
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Job Task Planning and Organizing
  • Supervisors in motor vehicle assembling organize their own tasks and shift priorities to ensure their work areas, zones and departments meet production targets. They schedule time to review daily production data, prepare and monitor production and repair schedules, monitor work teams, check product quality and attend required management meetings. They set job task priorities to maintain production and handle problems such as production deficiencies, mechanical failures and workers needing to leave production lines. Supervisors in motor vehicle assembling prepare daily schedules and plan activities for workers. They revise schedules to accommodate workers' requests for days off and medical leave. They change work assignments and schedules to maintain and improve efficiency. For example, they redesign jobs and blocks of tasks allotments to balance tasks completed among workers. They reassign workers' jobs to accommodate production shutdowns in their own and other zones and departments. (3)
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Decision Making
  • Choose training activities for workers and safety topics for daily production meetings. Consider current safety concerns, requirements for upcoming production and workers' requests when determining training activities for production workers. Involve union counterparts in training decisions as appropriate. (2)
  • Assign job tasks to workers. Consider skills and training requirements for different jobs, repetitive movements involved in assembly tasks and workers' medical restrictions, skill sets and personalities. For example, choose to move experienced workers to jobs that are more complex. Assign workers with restricted movement to training other workers as appropriate. (2)
  • Decide to take disciplinary actions to correct sub-standard work and issue commendations for good ideas and exceptional performance. For example, issue disciplinary reports to managers and union stewards when workers and other departments fail to respond to previous requests for change. Issue employee recognition reports to human resources departments for employees who exceed production targets. (2)
  • Choose methods for managing production, safety and quality control. For example, choose to initiate brief shutdowns to repair faulty equipment and broken items in workstations. Choose to re-allocate job tasks to increase production and reduce workers' fatigue. Seek guidance from managers and engineers as appropriate. (3)
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Problem Solving
  • Experience equipment breakdowns and malfunctions which slow and stop production. Immediately notify managers and maintenance departments to determine whether the equipment can be repaired quickly. Work with managers to determine how to resume production. Downtime is costly in manufacturing settings and you must work efficiently to repair equipment and continue production. (2)
  • Workers are not meeting performance and safety standards. Speak directly with the workers and monitor their activities to identify reasons for underperformance and solutions to increase workers' safety practices. Increase daily inspections, request additional training and support and use motivational strategies to improve performance as appropriate. Seek advice from managers if deficiencies continue. (2)
  • You are unable to achieve quality and production targets for the unit because production processes are badly designed and equipment is inadequate. Review job allocations and ergonomic data to discover possible reasons. Work with process engineers to redesign workstations, assembly sequences and elements of jobs. (3)
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Finding Information
  • Find information about production workers. Review workers' training matrices, training documents, past shift and overtime schedules and performance reports. In addition, interview workers and speak with other supervisors. (2)
  • Find information about production processes. For example, collect data from many documents such as daily production, corrective action and incident reports, histograms, process flowcharts and assembly and vehicle drawings and complete job observations. Use this information to monitor production processes and identify areas for improving efficiency, quality and safety. (4)
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Critical Thinking
  • Judge the conformity of workstations to standards and specifications. Before work starts, inspect equipment, supplies and work areas visually, review notes in logbooks and analyze production data from previous shifts. Identify repair, maintenance and supply requirements. (2)
  • Evaluate training needs of production workers you supervise. Consider changes to current production lines, new vehicle launches, skills of workers, safety and production trends and changes to regulatory requirements for training. (2)
  • Judge the suitability of assembly process and workstation set-ups during daily monitoring and scheduled audits. Use established safety, ergonomic and efficiency criteria. For example, inspect workstations using criteria such as proper clearance from machinery, proper placement and condition of work surfaces, equipment and tools to minimize movements and hazards. Complete job observations to assess work cycles. Use criteria such as body positions and the types, numbers and repetitions of movements per job task and distances between tasks. These judgments are critical for reducing costs, job-related injuries and cycle times for assembly tasks. (3)
  • Evaluate the quality of work from your own work unit and other zones and departments. Visually examine and take measurements from components and analyze production data. Compare measurements and observations to manufacturing specifications to determine if products meet quality standards. These evaluations are critical in preventing unwarranted failed inspections and complaints from customers. (3)
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