ABSTRACT
There are several other titles in use for this role, for example, production manager or plant superintendent in a traditional factory or value stream manager or unit manager in a cellularized/focused factory setting. So let’s start by clarifying who this is. The manufacturing manager (MM) is the person who is responsible for all of the direct labor associates in the plant, their supervisors, and most indirect support people. He basically “owns” responsibility for the shop floor. Typically, the person in this role, by position, is considered the number two person in the plant management structure. (There are, of course, lots of exceptions based on the strength, leadership, and upward mobility of an up-and-coming member of the staff; for example, materials or engineering management are the most common.)
So why is this role normally perceived as the number two spot? In a manufacturing company, you will typically find that the manufacturing organization manages about 75% of the people and spends about 75% of the money. Further, since manufacturing is where most of the value is added in the company, indirect labor and salaried staff are in support/staff roles to help ensure that direct labor functions as effectively as possible. Of course, there are many examples where the manufacturing manager has settled into a career position due to his lack of capability or interest in assuming the full accountability of the plant. This is OK as long as the incumbent is the continuous improvement zealot on the shop floor and is well read and practiced with key Lean and Six Sigma skills so he can effectively lead “the revolution.” Absent this mindset and these skills, he becomes a “blocker” to progress and organizational development and must be managed out of this role.
