Generally speaking, skill-based plans are successful in manufacturing settings, especially in terms of productivity. In a manufacturing environment, it is possible to train many employees to complete a wide variety of jobs that allows the manufacturing process to continue, regardless of who is on staff on a particular day. Additionally, manufacturing often involves discreet skills that an employee can train for. It is easier to attach (and communicate) value to discreet, identifiable skills than it is to more generalized competencies. It is worth noting that the terms skills and competencies are used interchangeably by some; however, they are not equivalent. For the scope of this paper, a competency consists of sets of skills, and is a general term that also includes behaviors and knowledge.