AAOM Handbook

 Find solutions to employee concerns that are within approved practices.  Involve supervisors and selected employees in identifying potential special causes and identifying solutions (encouraging contribution).  Translate policies, procedures, systems, and standards into acceptable practices for your workplace(s). As required, create standards for your area where none are established externally.  Call supervisors to account for their actions in ensuring that schedules, standards, and practices are adhered to by team-members.  Consistently model appropriate values and behaviours. Programming - organise your work such that you;  Use BPF processes and systems for the timely and correct assessment and approval of the work that is necessary, appropriate and funded for the delivery of the process performance requirements.  Apply resources to meet business expectations.  Monitor the quality of the planning, scheduling and resourcing activities occurring to set up for the timely and successful completion of work in your area of accountability.  Monitor the relevant function level purpose and theory measures for special cause events, and respond appropriately to; o deal with those you have the authority to correct, o escalate those that you do not have the authority to correct.  Frequent all areas/aspects of the process, including those that are off the beaten path. Confirm that everything is as it should be or identify the risks to the business from a possible unanticipated threat.  Monitor that standards and practices are adhered to in all areas of accountability and on all shifts. Technical  Continuously acquire knowledge and skills relating to interacting with people.  Continuously acquire knowledge and skills relating to the technical capabilities and risks to the process and people.  Support the work of the second level manager by contributing ideas to: o Identify interdependencies with other processes or systems. o Optimise production and service strategies. o Optimise operating master and expenditure schedules. Second Level Manager Following this model, the things that differentiate the work of the second level of management are;  Deliver processes that meet the business‘s current optimum specification limits.  Specify any work practices necessary to implement the policies, procedures, systems, and standards that have been designed to limit process variation, and/or prevent special cause events.