Industrial production managers coordinate activities related to production of goods and direct the work of first- line supervisors. Due to the variety of goods produced, few factories are exactly alike, so managers' duties may vary from plant to plant. However, industrial production managers generally have the same major functions regardless of industry. These include responsibility for production scheduling, staffing, equipment, quality control, inventory control, and the coordination of activities with other departments.
Based on current and projected customer demand, management determines what and how much will be produced. Working within budgetary limitations and time constraints, industrial production managers plan the production schedule. This entails analyzing the plant's personnel and capital resources and selecting the best way to meet the production quota. They determine which machines will be used, whether overtime or extra shifts are necessary, the sequence of production, and related matters. They also monitor the production run to make sure that it stays on schedule, and, if problems arise, take action to solve them.
Industrial production managers also monitor product standards. When quality drops below the established standard, product managers must determine why standards aren't being maintained and how to improve the product. If the problem is poor work, the manager may implement better training programs, reorganize the manufacturing process, or institute employee suggestion or involvement programs. If the cause is substandard materials, the manager works with the purchasing department to improve the quality of the product's components.
Maintaining the inventory of materials necessary for production ties up the firm's financial resources. Yet, insufficient quantities of materials cause delays in production. Working with the purchasing department, the production manager ensures that plant inventories are maintained at their optimal level. A breakdown in communications between departments can cause slowdowns and a failure to meet production schedules.
Production managers usually report to the plant manager or the vice president for manufacturing. (Information about these workers can be found in the statement on general managers and top executives elsewhere in the Handbook). In many plants, one production manager is responsible for all production. In large plants with several operations aircraft assembly, for example there are managers in charge of each operation, such as machining, assembly, or finishing.
Because the work of many departments is dependent upon others, managers work closely with heads of other departments such as sales, purchasing, and traffic to plan and implement companies' goals, policies, and procedures. Production managers also work closely with, and act as a liaison between, executives and first-line supervisors.
Computers play an integral role in the coordination of the production process by providing up-to-date data on such things as inventory, work-in-progress, and product standards. Industrial production managers then analyze these data and, working with those from upper management and other departments, determine if adjustments need to be made.
As the trend toward flatter management structure and worker empowerment continues, production managers will increasingly take on the role of a facilitator. Instead of singly making decisions and giving and taking orders, production managers will review and discuss recommendations with subordinates and superiors in the hopes of improving productivity. Because of the additional duties resulting from corporate downsizing, production managers are delegating more authority and responsibility to first-line supervisors.
Industrial production managers ensure that quality standards are maintained.
Most industrial production managers divide their time between the shop floor and their office. While on the floor, they must follow established health and safety practices and wear the required protective clothing and equipment. The time in the office often located on or near the production floor is usually spent meeting with subordinates or other department managers, analyzing production data, and writing and reviewing reports.
Most industrial production managers work more than 40 hours a week, especially when production deadlines must be met. In facilities that operate around the clock, managers may have to work shifts or may be called at any hour to deal with emergencies that could result in production line downtime. Occasionally, this may mean going to the plant to resolve the problem, regardless of the hour, and staying until the situation is under control. Dealing with production workers as well as superiors when working under the pressure of production deadlines or emergency situations can be stressful. In addition, restructuring has eliminated levels of management and support staff. As a result, production managers now have to accomplish more with less and this has greatly increased job-related stress.
Industrial production managers held about 203,000 jobs in 1992. Although employed throughout manufacturing, about one-half are employed in five industries: Industrial machinery and equipment, transportation equipment, electronic and electrical equipment, fabricated metal products, and food products.
Although production managers work in all parts of the country, jobs are most plentiful in areas where manufacturing is concentrated.
Because of the diversity of manufacturing operations and job requirements, there is no standard preparation for this occupation. Many industrial production managers have a college degree in business administration or industrial engineering. Some have a master's degree in business administration (MBA). Others are former production line supervisors who have been promoted. Although many employers prefer candidates to have a degree in business or engineering, some companies hire liberal arts graduates.
As production operations become more sophisticated, an increasing number of employers are looking for candidates with MBA's. This, combined with an undergraduate degree in engineering, is considered particularly good preparation. Companies also are placing greater importance on a candidate's personality. Because the job demands technical knowledge and the ability to compromise, persuade, and negotiate, successful production managers must be well rounded and have excellent communication skills.
Those who enter the field directly from college or graduate school often are unfamiliar with the firm's production process. As a result, they may spend their first few months on the job in the company's training program. These programs familiarize trainees with the production line, company policies and procedures, and the requirements of the job. In larger companies, they may also include assignments to other departments, such as purchasing and accounting.
Blue-collar worker supervisors who advance to production manager positions already have an intimate knowledge of the production process and the firm's organization. To be selected for promotion, these workers must have demonstrated leadership qualities, and often take company-sponsored courses in management skills and communications techniques. Some companies hire college graduates as blue-collar worker supervisors and then promote them.
Once in their job, industrial production managers must stay abreast of new production technologies and management practices. To do this, they belong to professional organizations and attend trade shows where new equipment is displayed; they also attend industry conferences and conventions where changes in production methods and technological advances are discussed.
Although certification in production management and inventory control is not required for most positions, it demonstrates an individual's knowledge of the production process and related areas. Various certifications are available through the American Production and Inventory Control Society. To be certified in production and inventory management, candidates must pass a series of examinations that test their knowledge of inventory management, just-in-time systems, production control, capacity management, and materials planning.
Industrial production managers must be able to speak and write effectively and deal tactfully with both subordinates and superiors in pressure situations.
Industrial production managers with a proven record of superior performance may advance to plant manager or vice president for manufacturing. Others transfer to jobs at larger firms with more responsibilities. Opportunities also exist as consultants. (For more information, see the statement on management analysts and consultants elsewhere in the Handbook.)
Little change in employment of industrial production managers is expected through the year 2005. Although manufacturing output is expected to rise significantly, the trend towards smaller management staffs and the lack of growth in production worker employment will limit demand for production managers. Nevertheless, many additional openings will result from the need to replace workers who transfer to other occupations or leave the labor force. However, many of these openings may be filled through internal promotions.
Opportunities should be best for those with college degrees in industrial engineering or business administration and MBA's with undergraduate engineering degrees. Employers also are likely to seek candidates who have excellent communication skills, and who are personable, flexible, and eager to participate in ongoing training.
Salaries of industrial production managers vary significantly by industry and plant size. According to the limited data available, the average salary for all production managers was about $60,000 in 1992. In addition to salary, industrial production managers usually receive bonuses based on job performance.
Benefits for industrial production managers tend to be similar to those offered many workers: Vacation and sick leave, health and life insurance, and retirement plans.
Industrial production managers oversee production staff and equipment, insure that production goals and quality standards are being met, and implement company policies. Individuals with similar functions include materials, operations, purchasing, and traffic managers.
Other occupations requiring similar training and skills are sales engineer, manufacturers' sales representative, and industrial engineer.
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Reprinted with Permission of U. S. Department of Labor