Student Success Strategies Final Paper

Running head: INDUSTRIAL PRODUCTION MANAGEMENT 1
Industrial Production Management
Tyler Willingham
Concordia University
AL 107 Student Success Strategies
Danya Sasada
12/11/2016
As I develop in mind, body and spirit, I pledge on my honor that I have not given, received,
witnessed, nor have knowledge of unauthorized aid on this or any assignment.

Industrial Production Management
How would you like to join a career which offers an outstanding earning potential, and
the opportunity to lead some of the world’s most skilled craftsmen, all the while utilizing the
experience and education that you earned over the years in the manufacturing industry? If so,
Industrial Production Management might be a great opportunity for you! Many theories of how
to optimize management’s effect on the workforce have circulated over the years, but today’s
production lines require oversight and leadership; that comes in the form of the Industrial
Production Manager. Effective Industrial Production Managers use their knowledge of
manufacturing processes and their leadership skills to support and motivate production teams.
The role of the Industrial Production Manager in manufacturing is one that requires a dynamic
personality, a varying amount of education, training, and skill acquired over several years of
preparation and persistence.
Although Industrial Production Managers often have different titles depending on the
organization’s preferences, their roles tend to be quite similar with regard to the responsibilities
and disciplines expected to effectively perform within them. According to U.S. Department of
Labor Bureau of Labor and Statistics, 2014-2015 occupational outlook handbook (2014), those
professionals, regardless of title, are tasked with managing many aspects of the production of
goods. In order to successfully perform within this capacity, there are many circumstances to
consider, such as the allocation of personnel which is crucial to successful production
management. Who should produce which product? When are they best suited to do so? Or,
logistically-speaking, where within the production operation should that work take place? These
are questions that must be answered by the Industrial Production Manager on an on-going basis.

Deciding who should perform necessary production operations is a skill needed by the
Industrial Production Manager. Personnel allocation will involve addressing operator’s skills
needed to produce quality goods at the required velocity. Likewise, poor attendance in the form
of tardiness and truancy, will have a large role in deciding who will perform the work. This will
require the proper contingency planning to overcome, which is a huge asset of an effective
Industrial Production Manager. Lastly, any certifications needed for adherence to customer
specifications, will need to be attained by operators intended to do the work.
Which products should be produced, and when those products should be produced, are
questions typically answered by the production planning team. A keen Industrial Production
Manager will use this planning to glean a deeper understanding of what is needed and when it is
needed. He or she will then utilize the capabilities of their workforce as well as the capacity of
his or her operation, to complete the work on time and within budget.
Ensuring schedules are met, he or she will need to collaborate with various internal and
external teams to address any issues that could affect the timeline. Safety, quality and on time
delivery of the product are three common metrics that are measured by any viable production
operation. That being stated, if for example Quality Control spots a problem with a product, they
may need to stop production on that product until the issue is resolved. The Industrial Production
Manager will then need to decide the best way to get to the root cause of the issue in order to
resume production on the halted product. Some questions he or she may address: is the issue due
to a lack of training or equipment? Is the issue a result of using faulty or improper equipment,
and does that faulty or improper use of equipment cause concern for the operator’s safety? Is the
operator the best choice to perform the duties at hand? These are just a few questions that might
lead to the root cause of the issue which ultimately stopped production, and affected the timeline.

It is easy to see these professionals are integral to any production operation. They require
an acute knowledge of their workforce and a dynamic disposition which supports its workforce
in performing at an optimized level. All of this while staying focused on the agreed result, given
an ever changing itinerary and countless unforeseeable challenges, is the role of the Industrial
Production Manager (Summary Report for: 11-3051.00-Industrial Production Managers, 2016).
The education and training needed to be an effective candidate for the role of the
Industrial Production Manager, varies vastly depending on the nature of the production. One
thing is for certain however, knowledge is essential to any successful management strategy.
According to the U.S. Bureau of Labor Statistics (2016), the typical employer requirement at an
entry level for an Industrial Production Manager was a Bachelor’s Degree and five years or more
of related experience in the field. Certifications and licenses may also be required, depending on
governing laws and codes in place for the work being performed and the product being
manufactured, however the scope of this research paper will not specifically cover that
information.
Here in Wisconsin, an individual performing in the role of Industrial Production Manager
(data collected from a large array of production operations) can expect an average annual wage
of $106,930 (and a national average annual wage of $103,720). Wisconsin has the third highest
concentration of these positions nationally, with 2.20 positions for every 1,000 jobs (U.S. Bureau
of Labor Statistics, 2016).
According to the Institute for Career Research (2006), the duty of the Industrial
Production Manager is an unpredictable one given the dynamic nature of the position, however, a
professional in this role can expect to analyze progress daily; implementing and always
modifying a strategy for the success of daily production operations. To do these things

proficiently, one must exhibit several strong skills, including the ability to use analytical thinking
to solve any issues that may arise.
Critical thinking is define as “Using logic and reasoning to identify the strengths and
weaknesses of alternative solutions, conclusions or approaches to problems” (Summary Report
for: 11-3051.00-Industrial Production Managers, 2016); a skill that must be honed. The ability to
critically think about the production process is extremely valuable for an Industrial Production
Manager to attain. Critical thinking is used to analyze problems on the production line, and
subsequently, to implement plans that mitigate similar issues in the future. The identification of
strengths and weaknesses to an operation, as well as the anticipation of the opportunities and
threats that exist to it, are vital products realized through critical thinking. These realizations
assist in the implementation of effective process improvements in any production operation;
realizations that can only be acquired through critical thought.
The constant monitoring of performance metrics in order to improve operational
integrity, product quality, or when addressing the needs and concerns of the workforce, is
imperative to properly analyze the results of any implemented change. Failure to follow-up on
implemented changes to an operation, will likely lead to a recurrence of past results, as the
effectiveness of the change has been overlooked. Closely monitoring progress, after an
implementation of process change, is the only way to deduce a process improvement, and
therefore the only way to measure its effectiveness to the operation. This monitoring will give
the Industrial Production Manager the needed feedback to either move on to the next challenge,
or to continue searching for a solution.
Clear communication is key to conveying what is expected by management, while
appropriate communication is key to being successful in delivery. Without clear communication,

for example, an Industrial Production Manager cannot anticipate the result of a given request he
or she has made. That result is therefore likely to be deemed ineffective, as the information
needed to achieve the expected result was never actually conveyed in the first place. Clear
communication requires many different approaches in order to be successful, such as
overcoming possible language and cultural barriers, or navigating certain cognitive abilities of
the intended audience. Having the awareness to understand whether that communication was
clearly conveyed and received, will greatly improve the communication’s effectiveness.
Appropriate communication, on the other hand, either with subordinates and colleagues,
or with customers and company stakeholders, will vary depending on extenuating circumstances
of those interactions. A successful Industrial Production Manager will understand the importance
of having both clear and appropriate exchanges; the sum of these two aspects of communication
combine to make that communication definitively effective. Effective communication is the
ultimate goal, regardless of who the audience might be.
The coordination of objectives, along with the coordination of personnel, are needed in
conjunction with one another, and are the duty of the Industrial Production Manager. Being
synchronized with his or her employee’s concerns, can show a team member due respect, and
give them the confidence that the manager understands their needs, and is responding
appropriately to them. The allocation of personnel within a production facility is a critical factor
as personnel is always a company’s most valuable asset. Placing people in positions best suited
for the overall success of the operation, will take time to master, but will become intuitive for the
manager, and will give employees a sense of worth and purpose.
Coordination of interconnected processes within an operation can be quite complex,
similar to the complexity of personnel coordination. Some production lines have similar

processes supporting them, however they will most likely have different products and timelines
to respect. An everyday skill for an Industrial Production Manager to have, is the ability to
overcome unforeseen delays in the production process. The industrial production of products
typically involves many processes, all of which are contingent on each other for successful
execution. Being flexible and dynamic, while being able to deliver quality products, within the
agreed timeline and budgetary constraints, are necessary qualities required when managing the
manufacture of products. There will be times that certain processes may be delayed due to a
flawed, or altogether inoperable process in a production setting. Equipment down time due to
maintenance, operator fatigue, tardiness or absence, supply chain issues, and quality quarantine
requirements, are all examples of the unforeseen delays one can expect. The Industrial
Production Manager will need to find a way to mitigate any loss of time or money given possible
production issues, and deliver the products agreed upon within the scope of the contract.
Time management is arguably a necessary skill for any professional to have, however, in
a position which oversees so many different operations and personnel dynamics, this skill is
imperative. Proper prioritization of tasks and duties will allow any management professional to
provide utmost value to an organization, by making the decisions only he or she can make, and
delegating all others to his or her supporting team. Knowing when to delegate tasks to others, as
well as knowing when to personally execute tasks, is not always a clear choice, but developing
this understanding will become a major skill to one’s effectiveness as an Industrial Production
Manager.
As you can see, the role of the Industrial Production Manager in manufacturing is a
necessary one. A role which requires a dynamic disposition, a varying amount of education,
training, and skill; all of which acquired over several years of experience in manufacturing. With

enough passion and persistence, success will be imminent for any professional seeking a career
in the Industrial Production Management role. These professionals are everyday people who seek
a dynamic career. Having a sense of fulfillment and accomplishment at the end of every work
day, while demanding a strong earning potential, are common goals in today’s workforce; goals
which can be easily achieved in the role of the Industrial Production Manager.

References
Career as an Industrial Production Manager: Making the Manufacturing Process Happen from
Counter Tops to Comic Books, Towel to Taco Shells (2003). Chicago, IL: Institute for
Career Research.
Industrial production managers. (2014). In U.S. Department of Labor Bureau of Labor and
Statistics, 2014-2015 occupational outlook handbook. Washington, DC: Bureau of Labor
Statistics, U.S. Department of Labor. Retrieved from
http://cuw.ezproxy.switchinc.org/login?qurl=http%3A%2F
%2Fsearch.credoreference.com%2Fcontent%2Fentry%2Fblsoccupation
%2Findustrial_production_managers%2F0
“Summary.” U.S. Bureau of Labor Statistics. U.S. Bureau of Labor Statistics, n.d. Web. 29
Nov. 2016.
Summary Report for 11-3051.00 - Industrial Production Managers
11-3051.00 - Industrial Production Managers
http://www.onetonline.org/find/match/1/11-3051.00

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