Improving Operational Performance Level 2 · •Improving Operational Performance - Level 2...

Improving Operational PerformanceLevel 2

Apprenticeship Framework

©Complete Lean Solutions LTD 07022019

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“Harness the best ideas and support the implementation through education”

Established in 2004, Complete Lean Solutions is a Lean training and Specialist support organisation providing services to clients across the globe. With offices in England and Australia and clients globally, CLS provides a standardised, well- proven model that enables our customers to significantly improve their operations. Our team of 35 Lean experts, all with first hand experience working at the home of Lean, Toyota, develop tailored Lean engagement programs to ensure maximum tangible benefits for our clients.

Introducing CLS

• Lean Manufacturing has been derived from the Toyota Production System.

• CLS only employs coaches who have “been there and done it,”

• Our coaches have extensive experience in implementing the Lean Tool Kit with people at all organisational levels, using a combination of simple examples, analogies, simulations and hands-on deployment, all done side-by-side with the process owner/operators.

• More importantly, our coaches understand how to communicate and reinforce the Lean mindset – the key to successful, sustainable improvement.

Our People, Your People, Your Business….

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• Improving Operational Performance - Level 2 Framework Apprenticeship

This qualification is aimed at companies who want to create a continuous improvement culture through teams of learners participating in improvement projects using the tools and techniques learned during this apprenticeship

The learners can come from any level in an organisation and from any area – cross functional teams work particularly well. The key is to create a common understanding and common approach across a business.

The Improving Operational Performance framework pathway Business Improvement Techniques ensures that business processes are planned and executed as efficiently as possible, identifying and, minimising waste whilst ensuring the highest quality.

The qualification aims to help trainees make a positive contribution to improving business performance, and enable companies and organisations to reduce their waste/costs, improve their productivity and ultimately increase their competitiveness.

Learners can come from all industry sectors and functions including automotive, banking, engineering, Food products, IT, Property, Retail, Telecoms, service and care sectors. This list is not exhaustive.

The learner can move on to a Level 3 Improvement technician certificate on completion of the level 2

Who is the Qualification aimed at ….

Before starting any training program we need to understand what is important to your business –

• Your biggest challenges

• Your current understanding of business improvement / lean

• What good practice is already in place

• What lean tools are most applicable to yourselves

• What project areas we can focus on as part of the apprenticeship

• What the teams will look like

We take the time up front to understand Your Business

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It is important that we build on the good work you already have in place and keep a consistent message–

• We dual brand the training material with your company logo

• We contextualise the delivery to be relevant to your type of work

• We incorporate your material and wording wherever possible

• We use the program to re-enforce important company information

• We plan the delivery and support visits around your company needs

You can chose if you want to work on a specific project or just take an area and implement Lean in that area utilising the training program


The Qualification….

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The Level 2 Framework Qualification is made up of the following items:

Duration – 53 weeks

Training

• Management Information session - To confirm project teams and potential projects (This can include learners)• Programme induction and enrolment half day. Where the learners undertake an initial assessment to confirm

functional skills understanding and discuss the projects or areas they will be working on.• Underpinning knowledge training delivered in classroom environment at your workplace. 4 days over the first 3

months. Technical questions to confirm knowledge at the end of each training day.• Work based improvement projects - Over the duration of the programme. • Collection of evidence gathered from project work kept in learners portfolio.• Functional Skills (Maths and English to Level 1) Diagnostic test to identify areas for improvement at Month 3

followed by any training required prior to taking a level 1 or 2 test around month 7• Regular reviews will be carried out every 12 weeks with the learner and their Mentor / Manager to review

progression.

Assessment

• Is carried out during the program by the CLS coach

How the 53 week program is delivered..

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Apprenticeship Structure

• The following pages describe how the program is typically delivered. HOWEVER the detail of the projects and make up of the training elements is tailored to the environment and needs of the trainees on the program.

• That actual content of the training will be selected from the training elements that are listed in the following pages. This will be discussed at the Management information session and the training tailored specifically to yourselves.

• If you have Improvement projects, or specific targets to be met that could be supported through the use of Lean tools then you should make us aware at the information session so that we can take these into account

• Wherever possible, undertaking the training as part of a team is preferable. We recommend that around 5 / 6 people are involved from each area and that the person who is responsible for that area is on the programme. If this is not possible we will try to design teams that are complimentary.


The first 12 weeks -

Week1 2 3 4 5 6 7 8 9 10 11 12

Each Lean Training Day is classroom based, and made up of interactive exercises, practical

examples and an end day test to ensure underpinning knowledge has been

understood

The Lean Project Work is the bedrock of the whole apprenticeship – This is where Learners

demonstrate their knowledge and our specialists support the project teams through coaching and

assessment visits

WK 1 Enrolment and functional skills scan, ERR day

Duration 4 hours

WK 2. Lean Training

Day 1 Duration 7

hours

WK 4. Lean Training

Day 2 Duration 7

hours

WK 8.Lean

Training Day 3

Duration 7 hours

WK 12. Lean

Training Day 4

Duration 7 hours

Team working

and OH&S

Evidence

Lean Project Work, Data Collection-Process improvement

Health & Safety, Teamworking, Safeguarding,

Prevent8 Wastes

Workplace Organisation(5’s)

Visual Management

Practical Problem solving,

KPI’s, Priority Matrices

Kaizen, Standardised work, Process

Flows

Lean Project Work- 5’, Visual Management

Three Month Underpinning Knowledge Training - providing the learners with the knowledge to be able to carry out improvements within the

workplace, incorporating the Technical certificate qualification and some foundation project work


The Practical Implementation..

Month3

Functional skills

diagnostic session

Duration 1-3 hours

Functional skills Tests level 1 and 2 Duration 1-2 hours

Additional Functional skills Tests if required and Presentations for

Speaking and listening. Duration 1-

2 hours

Ensure all work books

and evidence

folders are complete

and submit for

apprenticeship

certificate

Functional skills Qualifications are required to be undertaken by everyone who does not hold a GCSE level C

or above. The areas for improvement will be identified during the diagnostic test and an individual learning plan

and support will be created at this time

Functional skills improvement

The Lean Project Work is the bedrock of the whole apprenticeship – This is where Learners

demonstrate their knowledge and our specialists support the project teams through coaching and

assessment visits

Personal Learning, thinking

skills worksheet

12 week review

Manager review

9 Months of Improvement projects implementation

24 week review

Manager review

36 week review

Manager review

48 week review

Manager review

4 5 6 7 8 9 10 11 12 13

The Learners work in teams on the projects that give the most benefit to the business. The CLS coach supports and carries out on project assessments.


Company Vision

Module 1: Lean Values, H&SClassroom Day 1 (Week 1)

1) Introduction to Lean 2) Introduction to Lean Values, Behaviors and tool kit 3) Health & Safety4) Team working5) Safeguarding, Prevent & British Values6) 8 Wastes

Module 1: Health & Safety

Team working

& Safeguarding

Sharing common goals

Team Roles

Safeguarding & Prevent

British Values

What we train..

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Health & Safety

Risk assessments

COSHH

H&S Induction Document

Workplace Safety checks

8 Wastes

Initial waste walk

Raise ideas for approval

Implement improvement ideas

Regular review/update wastes

Verify evidence is in binder


Company Vision

Module 2 : Workplace OrganisationClassroom Day 2 (Week 3) Module 2 : Applying workplace

1) Review2) Foundation of lean3) 5’S 4) Visual Management5) Concern & Action Plans6) Applying 5’S – Audit area7) Understanding 5’s- Test questions

Concern &

action planning

Develop action plan of current

activities

Implement action plan

Implement use of PDCA


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What we train..

Organisational techniques

5s

Sort

Set

Shine

Standardise

Sustain

Knowledge verified- Test

visual

management

Develop KPI's and SMART targets

Develop Visual Display

Implement Visual Displays



Module 3 : Practical problem solvingClassroom Day 3 (Week 7) Module 3 : Project Work

Company Vision

1) Review2) PPS- Root cause, Ishikawa,

Improvement summary.3) Key Performance Indicators Practical

Problem

Solving

Identify project

PPS exercise + Poka Yoke

Document PPS A3 Report

KPI’s

Develop KPI's for project area

Data Collection

Set up Concerns and

Countermeasures

Setup review process

Remove waste / increase capacity

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What we train..


Module 4 : Sustainable and Continuous ImprovementClassroom Day 4 (Week 11)

Module 4 : Project Work1) KAIZEN2) Standardised work3) Process Flow4) Priority Matrix5) Knowledge test

Company Vision

5STPM

VisualControls

Heijunka TAKT

Standardisation

QCO

Kanban

Andon

PokaYoke

SinglePieceFlow

Managedbuffers

CompanyGrowth

FlexibleMotivatedMembers

Kaizen

JUST

IN

TI

ME

JIDOKA

Sustain and continue improving

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What we train..

Kaizen

Design a system to capture

improvement ideas

Train and implement

Measure through KPI’s

Celebrate Success

Process to be determined by project sponsor

Standardised

Work

Identify project

Write Std Wk

Review against actual

Review benefit of std work



Typical Projects What we train..

Project Objectives Project Area TipsSynergy Projects Outputs

8 Wastes -Trainees to demonstrate their ability to identify waste by performing Genchi Genbutsu, and, to evaluate the costs of waste.-Gain a thorough understanding of the 7(+1) wastes, and opportunities for improvement, within a selected area.

-Focus on making a thorough evaluation of a relatively small area

-Scope should ideally include people and material flow and examples of any of the 8 wastes learned In the classroom

All. -Individual – complete 7 wastes sheet based on a minimum 2 wastes -Team –consolidated 7 wastes sheet with ideas to remove and cost evaluation against each issue identified

5S -Trainees to demonstrate their ability to lead, and sustain, 5S in the workplace.-Achieve order and cleanliness in an area to support standardised work and visual management.

-Select a small area 1st ) and complete the 5 steps to a high standard. -Can then carry the learning across to a wider area.

Primarily:-Standardised Work-Smart Changeover-Visual Management

-Before and after photos-Capture of benefits/ savings (e.g. materials returned to stores, time savings, space)-Completed Standard task sheets, audit sheets, team member concerns/ideas feedback sheets.

Visual Management

-Trainees to demonstrate their ability to utilise visual tools (clear status against targets, andon, standard locations, min/max or red/green etc)-Enable 30 sec status – make the standard situation clear to everyone so problems can be seen straight away-Provide visual tools to people in the area to make the job easier and right 1st time

-Select a small area 1st and fully utilise visual management principles. -Can then carry the learning across to a wider area. Update visuals and KPI’s on a daily / hourly basis

Primarily: -5S-Standardised Work-Smart Changeover-Capacity Improvement Board

-Before and after photos –Graphs etc

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Typical ProjectsWhat we train..


Master Schedule -Trainees to demonstrate their ability to plan and manage their project work effectively as a team.-SMART schedule of tasks reflecting resource availability, heijunka, and the critical path.

-Start the Master Schedule as a top priority--Be as detailed as possible and consider the critical path/ task interdependencies-Get supervisor sign-off, review regularly, and use to prioritise work and escalate issues.

All -Master Schedule – with status linesOptionalTeam meeting minutes

Standardised Work -Trainees to demonstrate their ability to lead task standardisation in the workplace-Agree best practice for a task and standardise across all team members to achieve time/ quality/ safety improvements.

-Select a regularly done task/process in the area. Ideally with:-low variation of content (e.g. by product)-different methods used across shifts-improvements required in time/ quality/ safety

Primarily: -5S-Smart Changeover-Visual Management-TPM

-Standardised work chart (with VA & NVA timings where appropriate) -Work element sheets-Capture of changes to the task/process (e.g. video)-Capture of benefits/ savings

Team Leader Working Menus

Trainees to demonstrate their ability to manage time on low frequency work tasks aligned to business objectives

As per the classroom activity –design a periodic working menu and allocate time for each task. Confirm that this is aligned to company objectives and local management requirements. Build these tasks in the your daily routines – Management to measure your success to adherence

ALL Completed Menu - sustained over the duration of the program

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Practical Problem Solving

-Trainees to demonstrate their ability to apply a structured, fact driven, approach to problem solving.

-Use data & cause & effect analysis to find the root cause of a problem and apply a PDCA approach to implementing containment and countermeasure actions.

-Select a problem that requires some analysis to solve, but that isn’t bigger than Ben Hur.

-Gather data and use the 7 QC tools to understand the current situation

-Map the process flow and follow it through to find the Point of Cause

-Use a Ishikawa (fishbone) to help brainstorm possible causes

Use data and team knowledge to identify the most probable causes and use 5 Whys to reach the root cause(s).

-Use Plan Do Check Action to trial and implement containment & countermeasure actions

Primarily:

-Capacity analysis

-VSM

-A3 document following the PPS stages (initial problem perception, current situation, point of cause, cause analysis, root cause, containment and countermeasure, implementation PDCA)

-Capture of benefits/ savings

Capacity Improvement

-Trainees to demonstrate their ability to create extra capacity through the implementation of capacity improvement boards

Set up an area control board that includes all of the metrics for your area. Establish a meeting schedule and allocate responsibilities for tasks against your concern and countermeasure sheets using your master schedule to follow this.

Primarily:

-visual management

-Master schedules

KPIs’

-VSM

-Process improvement sheets

KPI’s

Skills Matrix & Training Plan

-Trainees to demonstrate their ability to understand min skills coverage required to consistently run an area and prioritisetraining to cover off gaps-Simple visual tool to highlight skills gaps (individual, process, area/shift) and prioritise, plan and track training.

-Complete for 1 area & split by shift-Split by process/ task-Complete based on current demonstrated skill levels not historical training/ competencies-Min skill levels required should allow for holidays/ RDOs etc

Primarily:-visual management-Standardised work-Smart Changeover-Manpower Planning

-Completed skills matrix and training plan (indicating plan vs actual skill levels)

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Project Objectives Project Area Tips Synergy Projects Outputs

Value Stream Mapping

-Trainees to demonstrate their ability to understand the value stream and identify opportunities for waste, & lead time, reduction-Visual summary of the material and information flow supplying value to the customer identifying wastes, breaches of lean values, bottleneck(s), and lead time-Identification and prioritisation of improvement opportunities displayed through remapping of the value stream

-Select a high running product or process and limit scope to <6 hand offs in the order à delivery flow-Walkthrough the process and map the key steps-Capture wastes & breaches of lean; capture actual data on process performance, inventory, & motion/ transport-Draw up the ‘current state map’-Brainstorm improvements as a team & prioritise actions based on impact vs ease of implementation-Map the ‘future state map’ and quantify improvements & planned timings

All Individual task --Current state map-Future state map-Spaghetti diagram showing material (or info) movements-Estimated/ actualised improvements -Timing plan for outstanding actions

Pull Systems -Trainees to demonstrate their ability to implement a simple, visual, pull system.

-Prevent overproduction/ reduce inventory, identify bottlenecks, and reduce risk of shortages/ need for stock counting.

-Start small with just a few parts/ materials and run in parallel with any IT ordering systems as a trial

-Can be applied to components, materials, consumables, packaging, tooling etc.

-Kanban squares and triangle kanban are easiest to implement

-Standardised work & training are key to effective deployment.

Primarily:

-visual management

-Standardised work

-Smart Changeover

-VSM

-Before and after photos with labels

-Process overview

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Project Area DetailSavings (one off)

Savings (ongoing)

5S

Soft Machining

Excess Benches & Tooling £1,478.00

Tooling replacement reduction £2,000.00

5% setting reduction £4,400.00

Flute Grinding

Tooling and materials returned to store £192.00

Time saving from using new Setting Trolleys on the Bramac & ITM £5,500.00

Time saving from organising projections from a pile to a filing cabinet £3,940.00

Blank Finishing Shortened setups due to not having to look for setting tools £583.00

Thread Grinding Obsolete inventory sold as scrap metal £900.00

Standardised Work

Soft Machining 5% reduction in Set Ups £4,400.00

Blank Finishing 11 min reduction time in set-up time £1,283.00

7 Wastes

Soft Machining

Staggered lunch breaks £17,600.00

Spare set of Swarf bins - downtime reduction £5,700.00

M35 C8 Steel Rationalisation £16,779.00

Flute Grinding

Transport of tools to store - trolley put in place & end of transport £6,500.00

pre-rough of grinding wheel off machine - reduce set-up time £13,800.00

Blank Finishing

5S WIP(reduction) & visual factory highlighting excess labour -redistributed £69,160.00

Grinding Wheel rationalisation & control - 17 reduction £1,170.00 £350.00

Heat Treatment

Inventory (WIP) reduced through implementation of a managed buffer £45,448.00 £4,545.00

Parts were being scrapped due to degreasing to early - rusting £1,200.00

Thread GrindingTime saved by eliminating need for operators to calculate from imperial to metric - downtime reduction £22,500.00

Visual Factory Heat Treatment 5s, target setting & managed buffer - 20% increase in throughput £36,800.00

Example of improvements made during one of our Improvement ProgrammesThese cost savings were made by an engineering company of around 100 employees

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Example of improvements made during an LLA

Capacity Improvement

Thread GrindingUptime increased by 27% through implementation of a visible & audio andon

£104,320.00

Smart Changeover

Soft Machining 22% reduction in setup time on Miyano £9,600.00

Flute Grinding Wheel changeover - externalisation of prep tasks & standardisation = 26min/set-up £9,660.00

Blank FinishingReduction in set-up time through externalisation of tasks and removal of need for manual crane £1,166.00

Thread Grinding Set-up time reduction of 34 minutes by externalisation of tasks £41,328.00

TPM Soft Machining 25% Fewer breakdowns in section. Machine down for an average of 4 hours £7,680.00

A3 Reports

Conveyance Walkway between plant 1 & 3 - reduce motion, inventory, scrap and heating £75,000.00 £6,600.00

Flute GrindingPurchase of additional grinding wheel spindles to aid smart changeover - reduced time £7,300.00

Thread Grinding Purchase of spare motors for the Drakes - loss in downtime £25,390.00

Value Stream Mapping

DrillsLead time in Black Magic Drills reduced by 9 days - WIP saving & improved IFOT £21,743.00 £2,174.00

Taps Highlighted build up of inventory at inspection - new layout will almost eliminate buffer WIP reduction (17,606 components @ average cost £8.05 per tap) £141,728.00 £1,473.00

Training MatrixSoft Machining 1 shift per month the Miyano doesn't run due to lack of skills coverage £7,680.00

Blank Finishing Skills coverage improvement freeing up 1 shift / week £13,125.00

PPSSoft Machining Band-aid identified for broken centres - scrap reduced by 0.1 £2,880.00

Thread GrindingScrap reduction through implementation of new flute to square measurement method £2,186.00

Pull System

Tips Kanban re-ordering for Tips - Reduction in stock £400.00

Grinding Wheels Kanban re-ordering for wheels - reduction in emergency trips to Bunnings £735.00

Kanban re-ordering for wheels - reduction in downtime £12,864.00

Poka Yoke Thread GrindingPoka Yoke implemented to prevent blowing of light on inspection kit - reduce downtime while using plant 1 kit £1,368.00

Total

£303,938.00£458,690.0

0 £762,628.00

These cost savings were made by an engineering company of around 100 employees

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Functional Skills Maths (Level 1 or 2) English (Level 1 or 2)You will complete Functional Skills in Maths and English. The initial assessment will determine your current level, diagnostics to identify support, where required, will be tailored to your requirements. Assessments are designed to measure the competent application of skills within real life scenarios. The final exams can be completed on line or paper based, these include reading, writing, speaking & listening assessment & Maths . Completion of functional skills may not be required where evidence of a current transferable skill exists, such as Maths or English GCSE certificates.

Personal Learning and Thinking SkillsThere are six Personal, Learning and Thinking Skills(PLTS) that provide a framework for describing the qualities and skills needed for success in learning and life. The assessment of these will be embedded within your apprenticeship.

Employee Rights and ResponsibilitiesEmployee Rights and Responsibilities (ERR) is part of all Apprenticeships. It must be assessed and clearly evidenced. You must understand your rights and responsibilities with regards to equal opportunities and health and safety. You will complete a workbook at the start of the program that demonstrates your understanding of this.

Technical CertificateThe technical certificate covers the areas included in the BIT Diploma, but also includes some short answer questions that you will need to complete in classroom environment. Strict exam regulations do not apply, however this is designed to be a closed book test and will take place towards the end of each classroom training sessions.

Competence - NVQ BIT DiplomaThe majority of the apprenticeship is made up of practical hands on project work. You may have projects to improve your area already allocated or clear targets in mind. The training delivered will support these improvement areas (as long as they are in line with the standards required for the qualification). You will be given underpinning knowledge training in the classroom and support at the project area from the your trainer. The assessment will be carried out on the tasks achieved and the evidence that you will gather and file in your portfolio. The target is to show that you have improved the operational performance of your area using the knowledge and learning you have gained during the apprenticeship. Your trainer will take you through the specific evidence required and the tools which should be applied.

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Elements of the Apprenticeship Framework….


The Assessment Process

Performance at workYour assessor will observe your performance in the workplace against the national standards

Work TasksTasks that you carry out which are applicable to your qualification – the product of these tasks may be used as evidence as long as the evidence is sufficiently current and relevant to the qualification

Recognition of prior LearningThis could be a relevant qualification or achievement

QuestioningQuestioning may be oral or written your assessor will ask you questions to ensure you have the necessary understanding to carry out your job activities to the correct standard where suitable your assessor may electronically record question and answer session

Professional DiscussionYour assessor may use a smart phone tor record professional discussion. These discussions will be based on the activities you have taken part in and are a good way for yourself and your assessor to discuss and explore the event.

Reflective accountReflective accounts are used reflect on your working practice. You will be asked to write statement on how you carried out a task this will then be assessed and used as evidence are your competence

CLS use a blended learning model which means that the training assessment and support will be delivered in a variety of ways to suit yourselves and your employer – The majority of evidence required to pass the qualification will be created through the project work carried out in your work area and retained in your training portfolio all. This evidence will be assessed alongside the workbooks you are asked to complete and the short tests you are asked to take.Support is provided through the classroom and project mentoring at the work place by the CLS coach. – The coach is also available to support via video conference and telephone.

Completion of the ApprenticeshipWhen all outcomes have been achieved your paperwork and portfolio is passed on to the internal quality assurer who will sample it and apply for your certificate if it is of the required standard

Other Methods of Assessment

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What Does The Company Get From The Programme?

What Do The Apprentices Get From The Programme?

Employees that have a common understanding of how business improvement works and the steps to take to solve problems

A clear cost benefit to the company through the projects that have been implemented

A legacy framework to operate the business in a Lean way

Access to world class business improvement specialists – who get their hands dirty and pass their knowledge on by getting involved

A nationally recognised Level 2 Apprenticeship Certificate awarded by City and Guilds

An opportunity to carry out improvement projects that directly affect themselves in their own workplace

A structured platform to showcase to management their achievements

12 months of access to world class business improvement specialists, who are real people and have “been there” and implemented lean activities in different environments all over the world

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What Does The Programme Cost?

What Is the commitment required from you?

For LEVY paying companies (With a payroll in excess of £3m)The cost per learner for the apprenticeship is £3500. This will be drawn down from the amount in your LEVY digital account monthly over a 13 month period. At the rate of £233 / month / apprentice with a month 13 payment of £700 based on completion – This will be done electronicallyIf in any month you do not have enough money in your Levy pot to cover the cost you will be charged 10% of any shortfall. As an example if the bill for the program that month is £6000 and you only have £3000 in your LEVY account then you will invoiced for 10% of the shortfall – which in this example would be £300

For None Levy paying companies(With a payroll of less than £3m)The cost per learner for the apprenticeship is £3500. This will be 90% funded by the Skills funding agency which CLS can access.You will pay a total of £350 per learner spread over 10 equal monthly payments of £35 / Month. This will be invoiced at the end of each month once the training program commences.

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Throughout the 53 weeks of the programme, 20% of the apprentices time should be spent working on subjects relating to the achievement of their apprenticeship. This will be documented with the assessor and can include training that is delivered at theapprentices normal place of work but not be delivered as part of their normal working duties, unless it is a result of their normal working duties being adapted/amended as a direct consequence of activities from the apprenticeship programme.This time must be directly relevant to the apprenticeship framework or standard and could include, but not limited to, the following;• The teaching of theory (for example lectures, role play, simulation exercises online learning or job specific training)• Practical training such as shadowing, mentoring (receiving and providing), industry visits and attendance at competitions• Learning support and time spent writing assessments / assignments• Team meetings• Improvement Project work• Documenting improvements and re training of improved processes


Next Steps

Select a minimum of 25 people to start a program and pass their details to CLS – There is no maximum number

CLS visit your site for the information session and tailor the program to your specific needs and agree start dates

Enrolment and skills scan day – CLS are on site to explain the course to the apprentices and carry out a skills scan for English and Maths for anyone who does not hold a GCSE level C or higher to confirm that they are eligible to undertake a level 2 apprenticeship. There is then some Health and Safety basic training

One week after the enrolment day the LLA training commences with Module 1 training

At around week 40 there will be a Level 1 English and Maths test carried out for those that do not already hold a GCSE level C or above certificate – This will lead to a certificate that we issue through city and guilds.

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Improving Operational Performance Level 2 · •Improving Operational Performance - Level 2...

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