CMI Board Matters
Strategic Direction
The Consortium initially formed in 2005 to enable registration of Australian Competitive Manufacturing units and qualifications on the NZQA framework, and to encourage a joint approach to the development of resources and training delivery in New Zealand.
In 2007 the Board agreed that to successfully increase take up of training and achievement of qualification the purpose and objectives of the Consortium needed to expand with a more holistic focus on productivity improvement of enterprises (as outlined in item 13 of the site).
A short strategic discussion paper proposed that the long term aim was to coordinate the initiatives of the many agencies with the aim of assisting productivity increase through a productivity improvement centre.
Comments on the paper may be forwarded to: Jost.Siegfried@fitec.org.nz or any of the board members.
The Consortium successfully applied for additional TEC funding for the 2008 - 2010 period under the Leadership Comment, enabling increased activities within this period, in three particular areas:
The Consortium initially formed in 2005 to enable registration of Australian Competitive Manufacturing units and qualifications on the NZQA framework, and to encourage a joint approach to the development of resources and training delivery in New Zealand.
In 2007 the Board agreed that to successfully increase take up of training and achievement of qualification the purpose and objectives of the Consortium needed to expand with a more holistic focus on productivity improvement of enterprises (as outlined in item 13 of the site).
A short strategic discussion paper proposed that the long term aim was to coordinate the initiatives of the many agencies with the aim of assisting productivity increase through a productivity improvement centre.
Comments on the paper may be forwarded to: Jost.Siegfried@fitec.org.nz or any of the board members.
The Consortium successfully applied for additional TEC funding for the 2008 - 2010 period under the Leadership Comment, enabling increased activities within this period, in three particular areas:
- Leadership of change through active promotion of CM benefits:
The outcomes in this area include; case studies, resource materials and ITO staff training in 2008, with further case studies developed in 2009, and 2010. - Development of capability to implement culture change linked to productivity improvements
The outcomes in this area include; development of an associate network in 2008, and further recruiting of associates to work with companies implementing improvements in 2009 and 2010; establishment of networks of stakeholders to promote and support implementation of the productivity improvement best practice model in 2009 and 2010; and manufacturing companies taking up structured training in CM from 2008. - Linkage to government productivity initiatives
The outcomes in this area include; establishment of a database of projects and contact organisations in 2008; promotion of the benefits of CM and standards based training to key government departments and supporting organisations in 2008; and integration of the best practice CM model into organisations involved in these initiatives in 2009 and 2010.
A project manager to manage the activities, reporting to the CMI Board, will from mid 2008 carry out some and oversee contractors for other projects.