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COMPETENCY ANDBEHAVIOR MODELOverviewThis industry-leading certification program is the result of an alliance between the Association for Manufacturing Excellence(AME), Shingo Institute, and SME. These organizations partnered to create the Lean Certification program to set the globallyrecognized standard for lean principles and practices. As a result, the Lean Certification program provides individuals,companies, and educators with a benchmark for achievements and a common roadmap for continuous improvement andworkforce development. The standard assesses your lean knowledge (exam), the application of that knowledge (portfolio/accomplishment record), and mentoring/coaching of others.Lean Bronze CertificationLean Bronze Certification focuses on lean from a tactical perspective. Tactical lean is the deployment and application of leanprinciples, concepts, and methods locally, within a work cell, work group, or value stream. This may be a workshop or projectfocused on implementation of specific lean concepts or techniques.Lean Silver CertificationLean Silver Certification focuses on lean from an integrative perspective. This is the integration of lean activities coupled withthe organizational restructuring necessary for transformation and sustainable lean operation of a complete value stream.Lean Gold CertificationLean Gold Certification focuses on lean from a strategic perspective. This is a lean transformation of a business or organization.This requires at least two business transformation projects. Each project must include two or more of these classic valuestreams: New product development Order through delivery Supply chain Administrative functionsValue StreamVALUE STREAM is defined as any process that has a defined customer and supplier (including internal), material flow, andinformation flow. The process should include multiple operations or tasks that require the use of several people, machines,or equipment.1000 Town Center, Suite 1910Southfield, MI

COMPETENCY ANDBEHAVIOR MODELLean Certification Competency and Behavior ModelThe Lean Certification Competency and Behavior Model is intended to help identify the minimum competencies and behaviorexpectations in your pursuit of a specific level of Lean Certification.Body of Knowledge Category: Cultural EnablersTerminal Learning Objective (TLO1): 1.1Subcategory: Principles of Cultural EnablersFocus Topics: Candidates understand and focus on respect for people and humility, and the evolution thereof, as they progresson their lean journey.Minimum Competencies and Expected BehaviorsBRONZESILVERBronze candidates demonstrate apositive attitude and respect forcolleagues. They check their “rank”at the door, demonstrating a solidunderstanding and effectively modelingappropriate team behaviors.They are role models for “we” versus“I” behaviors. Bronze candidatesunderstand and place the needs ofthe organization before the needsof themselves.GOLDIn addition to the Bronze competenciesand behaviors:In addition to the Bronze and Silvercompetencies and behaviors:Silver candidates are fully capable ofrecognizing and rewarding appropriateefforts and behaviors. Candidates valuethe contributions of others, and theyactively practice servant leadership.Gold candidates establish and enableproper training and human developmentto develop new “scientists” in theorganization, providing opportunities forcontinuous growth and learning.Candidates clearly understand thattheir role in the organization is to breakdown barriers that prevent progressand encourage the participation andinvolvement of all stakeholders.Candidates create a climate of successfor all, and establish a culture oflearning and empowerment that thriveson “learning by doing” and growingfrom mistakes.Silver candidates model behavior andfoster respect for people/individuals,safety, and the environment.Gold candidates actively eliminatebarriers by establishing and enablingeffective communication and workto develop a servant-leader modelfor management that others areheld accountable.Candidates also demonstrate humility,understanding that those who do thework are best suited to improve thework, and recognize that one’s leanlearning is never complete.1000 Town Center, Suite 1910Southfield, MI 48075313.425.3000Candidates ensure that the processsupersedes the leader — creating anenvironment where leadership changesare non-disruptive to the

COMPETENCY ANDBEHAVIOR MODELBody of Knowledge Category: Cultural EnablersTerminal Learning Objective (TLO2): 1.2Subcategory: Process for Cultural EnablersFocus Topics: Planning and deployment; creating a sense of urgency; modeling the lean principles, values, philosophies;message deployment — establishing vision and direction; integrating learning and coaching; people development-education,training, and coaching; motivation, empowerment, and involvement; environmental systems; and safety systems.Minimum Competencies and Expected BehaviorsBRONZESILVERBronze candidates respect decisionmaking processes, and understand theimportance of driving consensus.Candidates actively share informationand encourage others to do so. Bronzecandidates build relationships bothinternally and externally (within team andoutside of team) to enable continuousimprovement and professionaldevelopment. Candidates actively seekout strategic goals, objectives, andinformation to understand the goals;and identify how they can affect goalsthrough their sphere of influence.They possess an understanding ofprinciples and use lean processes,procedures, etc. as standardized/specified by the organization. Candidatesare capable of collecting and analyzingdata, and using it to justify efforts.Candidates clearly understand andrespect roles and responsibilities.They take risks, experiment using thescientific method, and understand thatimprovement efforts are not a onetime event, but a cycle of improvementactivities. Bronze candidates embrace,support, and promote effectiveenvironmental and safety systems. Inaddition, candidates actively question“the way we do things” or “we’ve alwaysdone it that way because it works”to identify improvements and fosterprocess learning.GOLDIn addition to the Bronze competenciesand behaviors:In addition to the Bronze and Silvercompetencies and behaviors:Silver candidates are capable ofcreating learning environments, whichincludes developing others throughdelegation and “letting go” in order tostretch and grow protégés. They clearlycommunicate and plan at a value streamlevel with appropriate stakeholders,establishing and driving cross-functionalcommunication. Candidates identify andrecommend changes to organizationalstructure, policies, governance, etc., topromote continuous improvement andhuman development.Gold candidates are the architects andleaders of lean transformation efforts.Candidates are capable of settinglean vision and strategy. They evolveorganizational design to drive continuousimprovement and human development— getting the right people in the rightpositions, and developing successionplanning for human development.Candidates foster mentoring/coachingthroughout the organization, enablingall employees to evolve a thoroughunderstanding of lean.Silver candidates are the pivotalpoint within Hoshin planning – theylink goals and objectives to tacticsthat drive continuous improvement,and create systems to align withgoals, objectives, mission, and vision.Candidates participate and/or set goalsand objectives as part of the Hoshinprocess. These value-stream-levelleaders take the corporate vision andtranslate it into operational activities(e.g., projects, local goals/objectives),facilitating, and developing plans thatdrive from current state to future state.Candidates are capable of breakingthrough barriers and removing obstaclesthat prevent continuous improvementand compromise goals/objectives. Theyprovide 360 degree feedback, up anddown, through the organization, and theyreceive 360 degree feedback from downand up in the organization.Gold candidates set organizationalvision and requirements, establishinga system that drives improvement andinvolvement aligned with the needs andobjectives of the entire organization.They communicate and align theorganization to “true north” — theorganization’s purpose — and enablethe implementation of plans directed atthe achievement of “true north.” Theyestablish constancy of purpose, values,and accountability for themselves — andhold others accountable for agreedto expectations and upholding thevalues of the organization. They fullyunderstand and appropriately utilizeSWOT analysis (and other tools) for theentire organization’s development andlong-term viability.Continued.1000 Town Center, Suite 1910Southfield, MI

COMPETENCY ANDBEHAVIOR MODELMinimum Competencies and Expected BehaviorsBRONZESILVERBronze candidates are comfortableworking in teams of all different types,and recognize the value that a varietyof experiences and skill sets bring todecision-making and the improvementprocess.GOLDCandidates are capable of creatingmeasurement systems, and using thosesystems to enable transition to the nextlevel of continuous improvement.Silver candidates practice innovativesystems thinking. They set targetsto their level of influence within thesystem. Possessing a passion and drivefor excellence, Silver candidates arecapable of motivating teams to performat a level higher than the team thoughtthemselves capable.Silver candidates are comfortablechartering, selecting, and managingteam-based improvement efforts,and actively encourage a variety ofviewpoints and backgrounds whenfacilitating team activities.Within the improvement frameworkfor which they are responsible,silver candidates take seriously theresponsibility to protect the health andsafety of the workforce and observesound environmental practices.1000 Town Center, Suite 1910Southfield, MI 48075313.425.3000Gold candidates are fully capableof establishing contingency andcrisis plans. Gold candidates drivea sense of urgency throughout theorganization around the need for“continuous improvement.” Theydevelop a closed-loop system for drivingimprovement, and ensure alignmentand synchronization of businessplans that support the mission/vision/purpose of the organization. Goldcandidates encourage risk-taking andexperimentation using the scientificmethod. They set key metrics and shareinformation freely within acceptablefinance disclosure guidelines. Theyemphasize safety, and possess ahigher understanding of safety andenvironmental impact from a strategic,community and individual perspective(e.g., stakeholders).Gold candidates set expectations for theorganization to work cross-functionallywherever possible in support of customervalue, and see it as their responsibilityto establish organizational structuresand policies where teams can thriveand customer-supplier relationshipscontinue to strengthen over time,through joint efforts and strong andfrequent

COMPETENCY ANDBEHAVIOR MODELBody of Knowledge Category: Cultural EnablersTerminal Learning Objective (TLO3): 1.3Subcategory: Cultural Enabler Techniques and PracticesFocus Topics: Cross training, skills assessment, instructional goals, on-the-job training, coaching and mentoring, leadershipdevelopment, teamwork, information sharing (yokoten), and suggestion systems.Minimum Competencies and Expected BehaviorsBRONZESILVERBronze candidates are activeparticipants in improvement efforts andchange. Candidates promote teamworkand they actively participate on and/orlead teams.Bronze candidates actively input theirknowledge, skills, abilities, ideas, etc.,into the system. They share ideas, andencourage idea sharing from others.They are involved in and promote ideasand idea/suggestion systems.Bronze candidates understand thateffective teaming outperforms individualperformance. They understand andbelieve in the value of cross training;encourage and/or potentially conductcross training within their team.Additionally, candidates are acutelyaware of the need to grow their ownlean learning and actively seek outknowledge, skills, and mentors. Bronzecandidates know they are empowered,and they accept both accountability andresponsibility. They are able to recognizecomfort zones and have the capability tostretch outside their comfort zones.Specific skills expected of Bronzecandidates: Ability to be a positive contributor toan improvement team Understand and promote use of PDCAand problem-solving as basis forall improvementsGOLDIn addition to the Bronze competenciesand behaviors:In addition to the Bronze and Silvercompetencies and behaviors:Silver candidates are the communication Gold candidates create a learningbridge between suppliers and customers. organization. They establish and driveprograms and processes for peopleCandidates are capable of identifyingdevelopment and leader development.and acquiring appropriate resources forCandidates understand the number ofimprovement activities and initiatives.leaders and personnel that must beCandidates drive information sharingdeveloped in order to maximize progressboth internally and with external keyalong the journey, and actively developstakeholders. They drive idea generation (and enable the development of) otherand idea systems.lean leaders.They are key developers of crossA Gold candidate enables thefunctional teams, and actively coach/establishment of idea systems,mentor teams and people on lean tools, engagement programs, reward andprinciples, philosophy, and methods. Inrecognition programs, etc., andaddition, they safely guide them out ofunderstands their strategic valuetheir comfort zones. Silver candidatesand impact.are capable of identifying needs-basedGold candidates practice being a “leadertraining, and conduct training on aregular basis. Candidates understand the as teacher/mentor/coach,” as well asvalue of integrating training as a general servant leadership. Candidates leadby example, and model the desired(daily) practice.behaviors and corporate values.Candidates create learning opportunitiesGold candidates constantly seek andoutside of their areas, and driveprovide frequent, if not constant,benchmarking, best practices, They are personally involvedMoreover, they drive teams andin improvement activities on a regularteamwork that cross organization andtraditional boundaries. Silver candidates basis to demonstrate the importance ofthese activities to all others. Candidatesmanage and focus team dynamics,are also acutely aware that thereleveraging the knowledge, skills, andis still much more to learn on theirabilities of team members in orderown journey, and actively seek outto elevate the team to higher levelsknowledge, skills and mentors, as wellof share their own knowledge, skills andSilver candidates model appropriate/experience with others progressing ondesired behaviors and corporate values.the journey.Continued.1000 Town Center, Suite 1910Southfield, MI

COMPETENCY ANDBEHAVIOR MODELMinimum Competencies and Expected BehaviorsBRONZESILVER Ability to define value and identifycustomers both inside and outside theorganization Ability to identify waste and describeits impact on people who do the work See improvement as a normalcomponent of daily work for selfand othersGOLDSpecific skills expected of Silvercandidates:Specific skills expected of Goldcandidates: Ability to set up a team based project,select team members and manage animprovement team Ability to align the organizationaround lean principles and driveestablishment of lean systems inall areas Ability to plan, develop and conductlean training sessions Ability to design and implementappropriate idea and recognitionsystems to promote andincrease employee involvementand empowerment Capable of identifying ergonomic,safety or employee satisfactionissues that may slow or jeopardizeimprovement efforts Ability to coach/mentor future leanfacilitators in principles, systemsand techniques Capability to assess organizationaldesign and policies/proceduresto ensure they promote humandevelopment and the flow of value Ability to champion and sustain thelean journey over time Willingness and skills to coach andmentor new lean leaders Build a corporate strategy thatpromotes and rewards employeeinvolvement and shares gains withall constituents Participates in improvement activitiesand conducts gemba walks on aregular basis Sets high expectations for next levelsof management to reach new levelsof excellence annually, and holdsthem accountable for measuring andmonitoring progress toward new levels.1000 Town Center, Suite 1910Southfield, MI

COMPETENCY ANDBEHAVIOR MODELBody of Knowledge Category: Continuous Process ImprovementTerminal Learning Objective (TLO4): 2.1Subcategory: Principles of Continuous Process ImprovementFocus Topics: Process focus, identification and elimination of barriers to flow (waste, organize around flow, make it visible,etc.), match rate of production to level of customer demand/just-in-time, scientific thinking (PDCA, standardization, recognizethe abnormal, etc.), jidoka (quality at the source), autonomation, no defects passed forward, poka-yoke/error-proofing, stop andfix, etc., integration of improvement with work, seek perfection, incremental continuous improvement (kaizen), breakthroughcontinuous improvement (kaikakau).Minimum Competencies and Expected BehaviorsBRONZESILVERA Bronze candidate understands that thegemba (actual place or where the workis done) is always the best source ofinformation for improvement. Candidatesrecognize that all improvement activitiesshould be able to be linked to customersatisfaction — quality, cost and/or delivery.Bronze candidates effectively participatein local level improvement activitiesand understand the relationship ofthose activities to key local outcomes.They are capable of planning and/or conducting improvement activitiesusing proven best practices and reliablemethods and understand why it isimportant to use the scientific methodfor solving problems.Candidates constantly scan their localenvironment to expose problems andbarriers to flow. They are also capableof performing problem-solving on theirown, and effectively gather, analyze anduse data and information to supporttheir efforts. Additionally, candidatesrecognize and promote the importanceof stability and standardization as thebasis for all improvement.Specific skills expected of bronzecandidates: Ability to identify and use basicproblem solving and data collection/analysis toolsGOLDIn addition to the Bronze competenciesand behaviors:In addition to the Bronze and Silvercompetencies and behaviors:A Silver candidate uses tools to drivealignment to company vision andcorporate strategies (true north).Candidates are capable of using toolsto link and align value streams, and ofintegrating tactical projects for valuestream improvement. They also arefocused on a closed loop understandingof expectations — ensuring clarity ofpurpose and alignment of everyoneinvolved on the team.Gold candidates possess extensiveunderstanding of creating flow acrossan extended enterprise (from suppliersthrough customers).Silver candidates use customerexpectations and metrics to effectchanges that drive improvement, and arefully capable of establishing processesand flows to takt time.A Silver candidate understands and iscapable of communicating the idealstate, making it apparent to others,and protects the drive toward theachievement of the ideal state. Assuch, candidates are fully capable ofestablishing and implementing iterativecycles of improvement using appropriateprinciples and tools.They demand fact-based processknowledge from others and expect thatcorrect tools will be selected and utilizedto solve the most important problemsaffecting customer satisfaction —quality, cost and delivery.Gold candidates set direction to embracecontinuous process improvementthroughout the organization andbeyond the four walls to engagewith suppliers, customers, and otherpartners. Candidates promote processimprovement as a means to an end, notan end in itself. They possess a passionfor effective deployment of continuousprocess improvement techniques, and athorough understanding of all of the leantools/techniques and how, where andwhen to apply them.Specific skills expected of Goldcandidates:Candidates are capable of planning, Ability to define the value streamsstructuring, and leading the executionthat exist within an organization,of improvement events and projectsprioritize which value streams shouldat a value stream level. They possessbe the focus of improvement andthe ability to apply appropriate toolsarticulate whysimultaneously for process improvement.In addition, scientific thinking (PDCA/DMAIC) drives all improvement efforts.Continued.1000 Town Center, Suite 1910Southfield, MI

COMPETENCY ANDBEHAVIOR MODELMinimum Competencies and Expected BehaviorsBRONZESILVERGOLD Ability to map the extended value Ability to point to the critical measures Specific skills expected of Silverstream for an organization andin a work process that determinecandidates:determine when it makes sensesuccess or indicate problemsSilver candidates are able to teachto engage external customers or Ability to identify customers andand develop scientific thinking insuppliers in improvement effortssuppliers at least one level up orothers through experiential and Ability to stabilize and standardizedownstream from the areas whereexperimental learning.process inputs, activities and outputswork is performed or improvementSilver candidates organize for continuousefforts are being undertakenby using best practicesimprovement, looking for opportunities Ability to develop a spaghetti diagramto depict flow within a work cell Ability to define and calculate takttime for a process1000 Town Center, Suite 1910throughout the extended value stream,from supplier to customer (designsupply-delivery), identifying andcommunicating opportunities, andultimately driving change/improvementsthroughout the value stream. Becauseof their focus on value streamimprovement, they are able to influenceimprovements in areas outside their coreresponsibility that are needed to effectchange within their own value stream(e.g., support areas such as finance,sales, service, etc.).Southfield, MI 48075313.425.3000 Ability to sustain and protectimprovements that have beenmade through use of methods thatquickly expose Ability to train other managers in theprinciples of lean Capable of assuming the role ofchange agent Ability to set and align improvementvision across the

COMPETENCY ANDBEHAVIOR MODELBody of Knowledge Category: Continuous Process ImprovementTerminal Learning Objective (TLO5): 2.2Subcategory: Continuous Process Improvement SystemsFocus Topics: Visual workplace (including 5S), lot size reduction, load leveling, 3P, TPM, standard work, built-in feedback,strategic business assessment, continuous improvement process methodology (PDCA, DMAIC), quality systems, standards,corrective action systems, project management, process design, pull system, and knowledge transfer.Minimum Competencies and Expected BehaviorsBRONZESILVERA Bronze candidate is likely to be“solutions” focused versus focused ontemporary countermeasures (solutionmeans root cause level; countermeasuremeans temporary solution with atimeframe for the next evolution and/ormultiple cycles of improvement).Candidates possess a solidunderstanding of the improvementmethodologies employed and arecapable of explaining the “why” toothers. They clearly understand andutilize scientific thinking (PDCA,DMAIC), model appropriate use andencourage the behavior/usage by others.Additionally, a Bronze candidate iscapable of recognizing when a lack ofstability and standardization problemsoccur, and of making them visible toothers.Specific skills expected of Bronzecandidates: Understands how to manage awork area using visual systemsand methods Able to explain what is meant bystability and standardization to othersand point to what these conceptsmean in the context of his/her ownwork area or within any improvementproject they are a part ofGOLDIn addition to the Bronze competenciesand behaviors:In addition to the Bronze and Silvercompetencies and behaviors:Silver candidates effectively establishand utilize visual management. Theyunderstand and use visual managementto drive performance and improvement.Moreover, they identify improvementopportunities through visualmechanisms. Candidates ensure stabilityand standardization expectations aredefined, and that related requirementsare maintained.Gold candidates drive the organizationbeyond the tools of lean to totaltransformation. They are the drivingforce behind visual management. And,they utilize scientific thinking (PDCA,DMAIC) as the underlying principle forall tool selection and application. Goldcandidates emphasize understanding theroot cause of problems/abnormalities.They enable the evolution of tools tobeing employee-driven versus leaderdriven.Silver candidates establish and holdthemselves and others accountable forstandard work; and they appropriatelyintegrate standard work across valuestreams. Candidates are capable ofintegrating visual management into allareas of the organization.Silver candidates are capable ofmanaging complete value streamprojects and connecting all the subprojects (tactical projects) that comprisea value stream transformation. And,they continually drive and sharebest practices.A Gold candidate understands andenables continuous improvementevery day versus “random acts ofkaizen” behavior.Gold candidates possess a profoundcapability in the use of planning tools toset strategy and direction. They activelyseek out new tools and techniques toexpand the toolbox to those that fitappropriately — and, they possess adeep understanding of how the toolis used, why/when it should be used,and are capable of demonstrating bothits fit with lean principles and tools,as well as its fit with corporate cultureand practices.Continued.1000 Town Center, Suite 1910Southfield, MI

COMPETENCY ANDBEHAVIOR MODELMinimum Competencies and Expected BehaviorsBRONZESILVERGOLDSpecific skills expected of Silvercandidates:Specific skills expected of Goldcandidates: Ability to design and implement visualsystems and visual managementmethods throughout processes Ability to establish a culture of dailycontinuous improvement within allareas of an organization Deep understanding of how to conduct Ability to define appropriate measuresof improvement for any area ofroot cause problem-solving activitiesthe organization and recognize the Capable of teaching PDCA problembehaviors that particular measuressolving methods to others and leadingwill driveproblem-solving projects Able to build a file/database ofimprovement results that can beshared with others Capable of identifying whetherappropriate tools are being used byBronze and/or Silver candidates Ability to create and set improvementstrategies and priorities, and usemethods such as hoshin planningand tools such as x-matrix and A3to ensure alignment and measure Ability to plan and lead multiple, interprogress regularlyrelated improvement projects withina value stream, including iterations ofimprovement within a single area orportion of a value stream Practices the concept of reflectionwithin all projects in order to capturelessons learned and make the nextround of improvement efforts better1000 Town Center, Suite 1910Southfield, MI

COMPETENCY ANDBEHAVIOR MODELBody of Knowledge Category: Continuous Process ImprovementTerminal Learning Objective (TLO6): 2.3Subcategory: Continuous Process Improvement Techniques and PracticesFocus Topics: Work flow analysis (includes flow charting, value stream mapping, takt time analysis, etc.), data collectionand presentation, identification of root cause (cause and effect diagrams, five whys, FMEA), presenting variation data (SPC,etc.), product and service design (concurrent engineering, QFD, benchmarking, DfX, variety reduction, DFM), organizing forimprovement, countermeasure activities (poka-yoke; SMED, right-sized equipment, kanban, etc.), and supply processes (bothexternal and internal).Minimum Competencies and Expected BehaviorsBRONZESILVERA Bronze candidate is capable ofapplying lean tools on project drivenimprovement efforts, including thecapability to apply multiple tools on thesame project.GOLDIn addition to the Bronze competenciesand behaviors:In addition to the Bronze and Silvercompetencies and behaviors:Gold candidates possess a deepunderstanding of the interrelationshipbetween the various tools of lean. Theyalso understand that tools are a meansCandidates understand and are ableto pick appropriate tools for localizedto an end to drive lean philosophy intothe business. Candidates facilitate andproblems. Bronze candidates are highlyenable the extension of tools to all areasfocused on the use of lean tools ina local/highly focused manner thatand all processes within an enterprise;Candidates use tools and techniques tomay or may not be part of a largerbuild relationships in the extended value drive a depth of understanding of thetransformation (e.g., joint projects with suppliers tools to drive continuous improvement;and drive an understanding of the “why”Bronze candidates actively engage inand/or customers using specific tools/for appropriate tools.problem-solving, root cause analysis,methods). They develop and foster theand scientific thinking (PDCA, DMAIC).use of standard tools and methodsGold candidates are capable of evolvingThey utilize lean tools to help focustool usage: customizing tools to t

Tactical lean is the deployment and application of lean principles, concepts, and methods locally, within a work cell, work group, or value stream. This may be a workshop or project focused on implementation of specific lean concepts or techniques. Lean Silver Certification Lean Silver Certification focuses on lean from an integrative perspective.

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