The primary mission of manufacturing and production managers is planning the production schedule with in budgetary limitations and time constraints. This entails analyzing the plant's personnel and capital resources and selecting the best way to meet the production quota. Manufacturing and production mangers determin e which machines will be used, whether overtime or extra shifts are necessary, and the sequence of production. They also monitor the production run to make sure that it stays on schedule and correct any problem that may arise.

Manufacturing and production managers also monitor product standards. When quality drops below the e stablished standard, they 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 manufactur ing process, or institute employee suggestions or improvement programs. If the cause is substandard material s, the manager works with the purchasing department to improve the quality of the raw materials purchased.

Working with the purchasing department, the manufacturing or production manager ensures that the plant inventories are maintained at their optimal level. This task of accurately determining the inventory level s necessary to sustain production is vital to a firm's operation. Too much inventory ties up a firm's financ ial resources, yet insufficient quantities of materials cause delays in production. A breakdown in communica tion between these departments can cause slow downs and failure to meet production schedules.

Because the work of many departments is dependent upon others, managers work closely with other depar tments such as sales, purchasing, and traffic to plan and implement companies' goals, policies, and procedure s. Production managers also work closely with, and act as a liaison between, executives and first-line super visors.

Manufacturing or Production managers usually report to the plant manager or the vice president for ma nufacturing. In many plants, one production manager is responsible for all of production. In large plants w ith several operations there are several managers in charge of each operation, such as machining, assembly, o r finishing.

As the trend towards a flatter management structure and worker empowerment continues, production mana gers will increasingly perform the role of facilitators. Instead of independently making decisions and givin g and taking orders, manufacturing and production managers will review and discuss recommendations with subor dinates and supervisors in hopes of improving productivity. Because of the additional duties resulting from corporate down-sizing, production managers are delegating more authority and responsibility to first-line supervisors.

• Draws up master schedule to establish sequence and lead time of each operation to meet shipping dates according to sales forecast or customer orders.
• Sets guidelines and formats for production workers to operate under.
• Analyzes production specifications and plant capacity data and performs mathematical calculations to determine manufacturing processes, tools, and manpower requirements.
• Alters operation schedules to meet customer demands.
• Manages production personnel by recruiting, selecting, orienting, and providing training for employee s.
• Plans and schedules work-flow for each department and operation according to previously established m anufacturing sequences and lead times.
Confers with other departmental supervisors to determine the status of various projects and operations.
• Directs and approves designs and modifications in the production operations.
• Plans sequence of fabrication, assembly, installation and other manufacturing operations for guidance of production workers.
• Prepares and reviews production reports and data.
• Confers and collaborates with other members of management representing the position and concerns of m anufacturing and production.