How to Manage Growing Production Without Going Crazy

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When a company grows, managers at different levels face the risk of losing control over business processes. However, behind the system of processes, no matter how well they are built, there are always people. They can be responsible for preparing for the launch of production, organizing the supply of materials to the lines or shipping finished products to customers. At the same time, when the number of orders increases, it is important for managers not to go into micromanagement and maintain a far-sighted view of business development. Briefly about how to find a balance between control and planning in production.

Production Management System
As is known, the integrated production management system is multi-stage. At the top uruguay whatsapp list level are the CEO, president, and chairman of the board of directors. Their main task is to determine the company's development strategy and ensure the interests of shareholders. Among the listed persons, there are those who carry out general management and those who are entrusted with authorized management.

The organization of production management at the middle level is concentrated in the hands of shop managers and department heads. They are engaged in the implementation of the enterprise policy developed by the top management, detail the tasks and are responsible for their implementation. The managers of this category have a wide range of responsibilities, which is compensated by significant freedom in decision-making.

Lower-level production management is the junior management personnel to whom workers and employees report. This includes foremen, team leaders, and other administrative managers. Their functions include issuing assignments to immediate performers.

Planning, control or both?
The organization of work of managers at different levels differs in that the higher the rank of the manager, the more time of the working day he devotes to planning and less to the execution of control functions. And vice versa. Although the share of time allocated to the direct management of subordinates (setting a task, determining deadlines, assigning those responsible and ensuring its implementation), that is, to the organization of work, is approximately the same for all categories. Also, at all levels, managers are both managers and executors. But with an increase in rank, the share of tasks allocated to management increases, and the proportion of tasks in the specialty decreases.

Requirements for a production manager
A clear vision of what the company should be.
Professionalism in the specialty and knowledge of the basics of management.
Loyalty to the company's employees.
Ability to easily establish contact with all categories of people: superiors, subordinates in production, suppliers, clients.
The desire to create an atmosphere in the company that would facilitate the maximum use of the abilities of employees.
Direct participation in the work of your group.
Using a leadership style of management instead of an authoritarian one.
Rapid response to changing conditions.
Continuous improvement of personal and business qualities.