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NOC Code: NOC Code: 9224 Occupation: Supervisors, furniture and fixtures manufacturing
Occupation Description: Occupation Description:
Supervisors in this unit group supervise and co-ordinate the activities of workers who manufacture furniture and fixtures made of wood or other materials. They are employed in furniture and fixtures manufacturing establishments. Supervisors in this unit group supervise and co-ordinate the activities of workers who manufacture furniture and fixtures made of wood or other materials. They are employed in furniture and fixtures manufacturing 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 4
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 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 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
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 short text entries in forms and comments on drawings. For example, read short text entries in production orders to learn about particulars such as requirements for special materials and manufacturing processes. Read instructions on scale drawings to learn about details such as where to attach reinforcing supports. (1)
  • Read instructions and warnings on product and equipment labels. For example, furniture finishing forepersons may read instructions for safe storage on the labels of solvent cans. Supervisors of woodworking machine operators may read labels affixed to equipment such as band saws to familiarize themselves with safe operation practices. (1)
  • Read résumés and performance reviews to learn about the skills and attributes of job candidates and the performance and work habits of employees. (2)
  • Read memos and notices. For example, read memos from managers to learn about operational matters such as changes to production targets and inventory tracking procedures. Read notices from suppliers to learn about topics such as product recalls. (2)
  • Read equipment and policy and procedure manuals. For example, supervisors employed by metal fixture manufacturers may read manuals to learn how to set up computer numerically controlled milling machines and how to powder coat metals. They may read International Organization for Standardization procedures to understand manufacturing compliance requirements. They read policy and procedure manuals to learn about human resource and operating practices. (3)
  • Read brochures, catalogues and trade magazines to stay informed about industry trends. For example, supervisors with wood furnishing manufacturers read brochures and catalogues to learn about the features and benefits of new equipment such as computer numerically controlled saws, lathes and glue spreaders. They may read articles in trade magazines such as Cabinet Maker and Furniture Manufacturing to learn about new raw materials and finishing, furniture assembly and upholstering techniques. (3)
  • Read regulations, acts and collective agreements. For example, read occupational health and safety regulations to learn about requirements for personal protective equipment. Read sections of employment standards acts to learn about general holidays and exemptions. Read collective agreements to learn about job classifications, grievance procedures and rules governing discipline and discharge. (3)
  • Read reports and proposals. For example, read reports to learn about the causes of workplace accidents, outcomes of safety and production audits and changes to environmental protection policies and manufacturing processes. Read proposals to learn about new manufacturing projects. (4)
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  • Write logbook entries and short notes to co-workers. For example, forepersons in metal fabricating operations write short notes about design changes on drawings. They write comments on packing slips to record errors and damages. They write logbook entries to comment on unusual production statistics and equipment settings. (1)
  • Write memos and notices. For example, write memos and notices to inform employees about changes to operating procedures and new projects, equipment and products. (2)
  • Write procedures and instructions. For example, write procedures to explain manufacturing systems start-up and shut-down processes. Write sequenced instructions to explain quality control measures and actions to take in the event of emergencies. (3)
  • Write operating and activity reports. For example, write reports to summarize information about production results, workplace accidents, performance reviews and disciplinary actions. Write reports to recommend equipment purchases and changes to manufacturing processes. (3)
  • Write tenders and requests for proposals. For example, outline requirements for capital projects such as new equipment installations by writing detailed descriptions of technical requirements, timelines and budgets. Assist with the writing proposals to secure large manufacturing contracts. Outline the organization's manufacturing processes and the skills and qualifications of the workers. (4)
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Document Use
  • Identify warning symbols on labels, packaging and signs. For example, furniture finishing forepersons may identify warning symbols on labels affixed to lacquer containers. They read signs to learn about hazards that may result from exposure to gases, liquids and electrical sources. (1)
  • Locate data on product packaging and labels affixed to equipment. For example, supervisors with office furniture manufacturers may scan labels on product packaging to locate data such as dimensions and part numbers. They scan labels on machinery and equipment to locate the identification numbers of defective and worn parts. (1)
  • Locate data in lists and tables. For example, locate costs, parts, identification numbers, descriptions, material wastage and capacity utilization rates, times, required hours, dimensions, clearances and inventory levels in parts lists and specification tables. (2)
  • Extract data such as production, error, cost and material wastage rates from graphs. For example, scan graphs which display safety statistics to determine accident frequencies. (2)
  • Complete entry forms. For example, tick boxes and enter dates to complete safety audit reports. Enter data such as quantities, work order numbers, completion times and defect rates in production reports. Enter service intervals, repair costs and part requirements into maintenance reports. (2)
  • Study technical drawings to understand the structure and assembly of furniture and fixtures. For example, scan scale drawings of furniture and fixtures to locate dimensions and angles. Scan assembly drawings to determine assembly sequences for furniture and office system components and to determine the correct locations of small parts such as washers and bushings. (3)
  • Scan process schematics to understand operating processes and flows of air, fluid and electrical energy. For example, scan workflow process schematics to locate bottlenecks and plan for the installation of new equipment. Review wiring and ventilation schematics to determine the electrical requirements for new equipment and air flows from finishing booths. (3)
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Digital Technology
  • Use graphics software such as Volo View to view and print product design drawings. (2)
  • Access the organization's databases to locate technical drawings, inventory counts and production data. Input data such as names, quantities, dates and parts numbers and run queries to locate customers' contact information, parts, serial numbers and the availabilities of parts, materials and supplies. (2)
  • Use basic editing and text formatting features in word processing applications such as Word and WordPerfect to write policies, procedures, reports and performance appraisals for the workers you supervise. (2)
  • Access suppliers' websites to research new products and product specifications using browsers such as Internet Explorer and Google Chrome. (2)
  • Use intranets and email applications to exchange information and electronic files with suppliers, co-workers and managers. (2)
  • Use computer-assisted design, manufacturing and machining. For example, use computer-assisted design programs such as AutoCAD to create dimensioned drawings of products such as desks and pedestals. Set-up, test and operate computer numerically controlled equipment such as milling machines by entering measurements and other specifications into computers. (3)
  • Create spreadsheets and enter data to track inventory, hours worked, costs and product orders. Use spreadsheets to forecast production and monitor operating budgets and production statistics such as units produced and efficiencies. (3)
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Oral Communication
  • Discuss products, prices and delivery schedules with suppliers. For example, call suppliers to order additional materials and request delivery information. Call repair technicians to schedule equipment repairs and determine costs. (1)
  • Discuss ongoing work with co-workers. For example, talk to workers in human resource departments to determine the status of hiring campaigns. Exchange information about production runs and equipment breakdowns with other supervisors during shift changes. Discuss operational matters such as hiring practices, policies and procedures and capital investment requirements with managers and owners. (2)
  • Direct, instruct, advise and motivate the workers you supervise. For example, describe job duties, work procedures, worksite hazards and safety and quality control programs to new workers. Mediate conflicts between workers and discuss performance with unproductive and disruptive workers. Offer praise to encourage the individual efforts of workers and promote positive work cultures. (3)
  • Explain procedures to customers, answer their questions and address their complaints. For example, talk to customers to determine product specification and delivery dates. Respond to complaints from customers who are angry about delays and negotiate settlements with them. (3)
  • Talk to prospective employees about employment opportunities and learn about their skills, experiences and expectations. Explain job descriptions, discuss expectations and actively recruit desirable workers by promoting workplace benefits. (3)
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Money Math
  • Count cash payments from customers and make change. (1)
  • Calculate amounts for estimates and invoices. Multiply production run hours by shop rates and add amounts for set-up, raw materials and supplies. Subtract prepaid payments and calculate applicable taxes. (3)
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Scheduling or Budgeting and Accounting
  • Establish maintenance, repair and replacement schedules for equipment. Consider the age of equipment, the harshness of operating conditions and manufacturers' service recommendations to determine maintenance intervals and dates. Schedule repair and maintenance tasks to use time efficiently and to affect production minimally. (2)
  • Calculate costs for production runs. Forecast costs for labour, raw materials and consumables. Calculations must be precise because bids and quotes are often binding. (3)
  • Identify lowest costs for equipment, materials and services from different suppliers, in different quantities and packaging and with different delivery and assembly options. For example, supervisors with wood furnishing manufacturers compare the costs of fabricating cabinets to the price of purchasing prefabricated components to determine which option is of best value. (3)
  • Establish and monitor maintenance and repair budgets. For example, supervisors employed by metal fixture manufacturers may establish maintenance budgets to forecast costs such as labour, repair parts and consumables for refurbishing fabrication equipment. (4)
  • Schedule production runs. To establish production schedules, establish daily rates of production that will meet delivery deadlines. Factor in lead times for tooling and the delivery of materials and parts. Make allowances for disruptions caused by breakdowns and shortages of materials, supplies and labour. (4)
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Measurement and Calculation
  • Take a variety of measurements using basic measuring tools. For example, supervisors with wood furnishing manufacturers may measure the thicknesses of rails and plywood sheets and the lengths of legs and fasteners. They may measure angles using protractors and oven temperatures using thermometers. (1)
  • Calculate quantities of materials such as panels, rails, fixtures, sheathing, sheets, upholstery and batting needed for production runs. For example, supervisors with office furniture manufacturers may determine the amount of wood, cloth, batting and fasteners required for large production runs. They often need to increase quantities to factor in wastage. (2)
  • Take precise measurements of shaped wood products and features such as bolt holes using callipers. (3)
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Data Analysis
  • Compare measurements of angles, dimensions, clearances and temperatures to specifications. (1)
  • Generate and analyze production statistics to describe manufacturing operations. For example, generate statistics such as production rates and total production volumes. Calculate rates for errors, defects and wastage. Analyze production statistics to determine when deadlines will be met. (3)
  • Manage inventories of raw materials and consumables such as fabrics, metals, leathers, paints, lacquers and fasteners. For example, forepersons with metal fixture manufacturers may calculate quantities of raw materials such as flat bar used each day and minimum quantities which need to be kept in stock. Supervisors with wood furnishing manufacturers may reduce inventory quantities when records show that supplies such as fabric and batting are seldom used. (3)
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Numerical Estimation
  • Estimate the times required to complete equipment maintenance and repairs. Consider the difficulty of the tasks, the availability of parts and the times previously taken to complete similar maintenance and repair tasks. (1)
  • Estimate times required for workers to complete manufacturing tasks. Consider the requirements of the work being carried out, the experience levels of workers and the times taken to complete similar tasks in the past. (2)
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Job Task Planning and Organizing
  • Supervisors in furniture and fixtures manufacturing organize their daily activities to meet production deadlines established by managers. They are responsible for planning and organizing their time and do so in ways that optimize their efficiency. They must frequently adjust their work schedules to address equipment failures and shortages of materials, supplies and labour. Supervisors in furniture and fixture manufacturing coordinate and schedule the activities of workers to efficiently meet production deadlines and quality requirements. (3)
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Decision Making
  • Decide to stop, slow and speed up work on production runs. For example, decide to halt production runs due to high product defect rates caused by faulty equipment. (2)
  • Assign job tasks to production workers. Consider the scope of work and workers' skills, job descriptions, collective agreements and rates of pay. (2)
  • Choose work methods. Select workplace processes that meet safety, quality and production requirements. Select the materials and components that meet product specifications. Decide which reward systems will best motivate workers and what additional training and supervisory measures are needed for workers who have problems with quality and deadlines. (3)
  • Recommend the hiring, firing, promotion and demotion of workers. Consider job requirements and the workers' performance. (3)
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Problem Solving
  • Production cannot start due to missing and ambiguous product specifications and inadequate design drawings. Discuss the deficiencies with customers, sales representatives, designers and managers. Request additional drawings and clarification of specifications. Start production runs once the required information is provided. (2)
  • Conflicts between workers are slowing production and creating dissension. Discuss the conflicts with co-workers and seek advice from human resource practitioners. Censure workers and take other disciplinary measures specified in labour agreements and other employment standards. (2)
  • Discover that production does not meet quality standards due to faulty materials, construction and workmanship. Procure raw materials from different suppliers, adjust production processes and equipment settings and provide additional training to workers to ensure similar problems do not recur. Record the incidents and discuss the corrective actions taken with customers and co-workers. (3)
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Finding Information
  • Learn about prospective employees by reviewing résumés, asking questions during interviews and talking to references. (2)
  • Determine project specifications and allowable materials by reviewing specifications and drawings and by talking with customers, co-workers, colleagues and managers. (2)
  • Locate information about new products, equipment and production techniques by reading trade magazines and marketing brochures, talking with suppliers and colleagues and conducting research over the Internet. (2)
  • Locate information about raw materials by reading catalogues, reviewing price lists and talking with suppliers, employees, co-workers, colleagues and managers. (2)
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Critical Thinking
  • Evaluate the safety of workplaces and work procedures. Evaluate risks posed by machines such as saws and lathes and the effectiveness of safety systems such as gates, guards and automatic switches. Assess the safety of ladders, hoists and conveyance systems and consider the risks posed by slippery work surfaces, frayed cables, toxic chemicals, standing water and compressed gases. (2)
  • Evaluate the suitability of workers for employment, job assignments and promotions. For example, assess the suitability of job candidates by analyzing information gathered from résumés, job interviews and references to see if there is a match to job requirements. Evaluate the suitability of incumbent workers for positions of increased responsibility and new job assignments. Consider workers' skills, attitudes and performance and gather the opinions of co-workers. (2)
  • Evaluate the efficiency of work processes. Gather data on production processes and product quality. Analyze factors such as job arrival patterns, machinery operation, worker to machine ratios and work flow patterns. Identify work methods and processes that satisfy cost, speed and quality criteria. (3)
  • Judge the quality of manufactured products. Evaluate product quality by analyzing reject rates and by inspecting finished products to confirm that they meet specifications and quality standards. (3)
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