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Industrial Production Managers

(D.O.T.  180.167-054; 181.117-010; 182.167-022; 183.117-010, -014,
.161-014, .167-010, -014, -018, -022, -026, -034, and -038; and
189.117-042, .167-042, and -046)

Nature of the Work

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.

Working Conditions

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.

Employment

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.

Training, Other Qualifications, and Advancement

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.)

Job Outlook

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.

Earnings

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.

Related Occupations

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.

Sources of Additional Information

   Information on industrial production management can be obtained
from:

   National Management Association, 2210 Arbor Blvd., Dayton, OH 45439.

   American Manufacturing Association, 135 W 50th St., New York, NY
10020.