Everand Logo

Welcome to Everand!

  • Discover millions of ebooks, audiobooks, and so much more with a free trial

    Only $11.99/month after trial. Cancel anytime.

    Communication in the Production: Production Management for Senior Managers
    5 Rules of Operative Optimization: Production Management for Managers
    5 Rules of Production: Production Management for Senior Managers
    Ebook series3 titles

    production management for managers Series

    By Marcus Karl Haman

    ()

    About this series

    An undertaking should be considered like a organism. In order to exist, each "form life" must develop itself further. May this be by experiencing and collecting of experience or through specific transfer of knowledge. The most effective approach to improve the organization is certainly the training of the people or employees, who ensure the core business. In the example of a production plant, these are the workers or production employees. However, the difficulty is to implement the transfer of knowledge in a regulated and controlled or structured manner. Similarly subjects like wage structure and function allowances as well as the desire of the un-dertaking to make progress are always pre-sent. May this be professional, personal, methodical or hierarchical.
    LanguageEnglish
    PublisherBooks on Demand
    Release dateDec 11, 2014
    Communication in the Production: Production Management for Senior Managers
    5 Rules of Operative Optimization: Production Management for Managers
    5 Rules of Production: Production Management for Senior Managers

    Titles in the series (3)

    • 1

      5 Rules of Production: Production Management for Senior Managers
      5 Rules of Production: Production Management for Senior Managers

      5 Rules of Production: Production Management for Senior Managers

      Marcus Karl Haman
      0 ratings
      0 ratings

      Production is a lively cultural process with its own rules and structures. In order to understand production correctly, it must be learnt and experienced. Not in the lecture hall – but on the shopfloor! Like every other discipline, the production too is a field of enterprise with its own rules and structures. Comparable with a kitchen. It gives recipes and in-gredients, pots and other utensils, which the cook can use to create a symposium of a treat. A top cook learns the hard craft over several years; despite that the taste is not of the same quality for every cook. An example for this: A champion cook writes a cookery book, wherein he lists and describes the ingredients, mentions exact quantities and discloses his very precise recipe, so that just about everything is explained and described. Do you really believe that it tastes as good if it is cooked by someone else? Perhaps, however, it will always taste differently and never the same. To the question, as to why this is so, there can only be one explanation: „Not everyone can cook!“ And that is how it is also with the production. Production must be understood. Whosoever thinks that he has learnt production in the university makes a mistake. Production is learnt on the shopfloor, starting from scratch. On the production line and not in the lecture hall. And one thing is certain: Production is more complex than one thinks.

      Production is a lively cultural process with its own rules and structures. In order to understand production correctly, it must be learnt and experienced. Not in the lecture hall – but on the shopfloor! Like every other discipline, the production too is a field of enterprise with its own rules and structures. Comparable with a kitchen. It gives recipes and in-gredients, pots and other utensils, which the cook can use to create a symposium of a treat. A top cook learns the hard craft over several years; despite that the taste is not of the same quality for every cook. An example for this: A champion cook writes a cookery book, wherein he lists and describes the ingredients, mentions exact quantities and discloses his very precise recipe, so that just about everything is explained and described. Do you really believe that it tastes as good if it is cooked by someone else? Perhaps, however, it will always taste differently and never the same. To the question, as to why this is so, there can only be one explanation: „Not everyone can cook!“ And that is how it is also with the production. Production must be understood. Whosoever thinks that he has learnt production in the university makes a mistake. Production is learnt on the shopfloor, starting from scratch. On the production line and not in the lecture hall. And one thing is certain: Production is more complex than one thinks.

    • 2

      Communication in the Production: Production Management for Senior Managers
      Communication in the Production: Production Management for Senior Managers

      Communication in the Production: Production Management for Senior Managers

      Marcus Karl Haman
      0 ratings
      0 ratings

      Communication in the production and especially on the shop-floor is more important than many a manager would think. To hold discussions and re-views over all possible subjects seems to have be-come a kind of sports discipline in many organiza-tions. The false belief of many senior managers is to think that the more discussions a manager attends, the more important and esteemed he is. Otherwise no one would think of inviting him. And already the manager is sitting in a confer-ence room and discussing with other participants. Naturally with coffee and if possible also with biscuits and cakes. A fantastic picture for every employee on the shop-floor, or? A manager is only then a manager, when he car-ries out his management responsibility or can carry it out. And this is only limitedly possible in a conference room, since the problems are to be found on the shop-floor and not in the conference room. Here it must also be said that not all the discus-sions in the conference rooms are unnecessary, or are a wastage. There indeed are discussions, which should or must take place in closed or quiet areas. But how many of the discussions really take place due to these reasons? And how many discussions take place with participants, who ask themselves only one question over the entire meeting: „What am I really doing here?“ The inviting party should ask himself the following questions, as for instance:  How structured is the discussion?  How prepared is the discussion?  Are the right participants invited?  Which objective, which significant points does the discussion have?  How long should the discussion last?  Which rules are there in the discussion, in case it does not run so smoothly?  Where should the discussion take place?

      Communication in the production and especially on the shop-floor is more important than many a manager would think. To hold discussions and re-views over all possible subjects seems to have be-come a kind of sports discipline in many organiza-tions. The false belief of many senior managers is to think that the more discussions a manager attends, the more important and esteemed he is. Otherwise no one would think of inviting him. And already the manager is sitting in a confer-ence room and discussing with other participants. Naturally with coffee and if possible also with biscuits and cakes. A fantastic picture for every employee on the shop-floor, or? A manager is only then a manager, when he car-ries out his management responsibility or can carry it out. And this is only limitedly possible in a conference room, since the problems are to be found on the shop-floor and not in the conference room. Here it must also be said that not all the discus-sions in the conference rooms are unnecessary, or are a wastage. There indeed are discussions, which should or must take place in closed or quiet areas. But how many of the discussions really take place due to these reasons? And how many discussions take place with participants, who ask themselves only one question over the entire meeting: „What am I really doing here?“ The inviting party should ask himself the following questions, as for instance:  How structured is the discussion?  How prepared is the discussion?  Are the right participants invited?  Which objective, which significant points does the discussion have?  How long should the discussion last?  Which rules are there in the discussion, in case it does not run so smoothly?  Where should the discussion take place?

    • 4

      5 Rules of Operative Optimization: Production Management for Managers
      5 Rules of Operative Optimization: Production Management for Managers

      5 Rules of Operative Optimization: Production Management for Managers

      Marcus Karl Haman
      0 ratings
      0 ratings

      Especially in the crisis period it is observed again and again that undertakings, which rested in the sunshine of positive order position, they face in crisis period the icy frost of the market. The knowledge from several assignments as Interim Manager, also called manager for a period, or also addressed as industrial mercenary, is, that it requires rules to implement successful modifications. Not as a template but much rather as guide in order to find again and again to find the right path. Because what should be achieved lies on the hand. It is necessary to do the RIGHT things and to do the things RIGHTLY!

      Especially in the crisis period it is observed again and again that undertakings, which rested in the sunshine of positive order position, they face in crisis period the icy frost of the market. The knowledge from several assignments as Interim Manager, also called manager for a period, or also addressed as industrial mercenary, is, that it requires rules to implement successful modifications. Not as a template but much rather as guide in order to find again and again to find the right path. Because what should be achieved lies on the hand. It is necessary to do the RIGHT things and to do the things RIGHTLY!

    Author

    Marcus Karl Haman

    Marcus Karl HAMAN, MSc, studierte, nach seiner Ausbildung zum Starkstrommonteur und Werkmeister, Prozess- & Qualitätsmanagement an der Donau Universität Krems, Supply Chain Excellence an der Georgia Tech USA, bzw. an der alcala Universidad in Spanien. In seiner internationalen beruflichen Laufbahn konnte er alle Ebenen einer produktiven Organisation kennen lernen. Vom "blue collar" Werker bis zu Top Management Positionen internationaler Konzerne, konnte Marcus Haman Erfahrungen in der Automobilindustrie, sowie anderen Industrien sammeln und diese mehrfach gewinnbringend umsetzen. Für weitere Informationen besuchen Sie bitte die Webseite: www.haman.at oder www.hca-consulting.at

    Related to production management for managers

    Related ebooks

    Production & Operations Management For You

    View More
    View More

    Related podcast episodes

    Related categories

    Reviews for production management for managers

    0 ratings

    0 ratings0 reviews

    What did you think?

    Tap to rate

    Review must be at least 10 words