Managers are organizational members who are

responsible for the work performance of other

organizational members. Managers have formal
authority to use organizational resources and to make
decisions. In organizations, there are typically three
levels of management: top-level, middle-level, and
first-level. These three main levels of managers form
ahierarchy, in which they are ranked in order of
importance. In most organizations, the number of
managers at each level is such that the hierarchy
resembles a pyramid, with many more first-level
managers, fewer middle managers, and the fewest
managers at the top level. Each of these management
levels is described below in terms of their possible job
titles and their primary responsibilities and the paths
taken to hold these positions. Additionally, there are
differences across the management levels as to what
types of management tasks each does and the roles
that they take in their jobs. Finally, there are a number
of changes that are occurring in many organizations
that are changing the management hierarchies in
them, such as the increasing use of teams, the
prevalence of outsourcing, and the flattening of
organizational
structures.
Management Hierarchy
All levels of management perform these functions.
However, the amount of time a manager spends on
each function depends on the level of management
and the needs of the organizationfactors which play
a role in organizational design.
Top-level managers include the board of directors,
president, vice-president, CEO, and other similar
positions. They are responsible for planning and
directing the entire organization.
Middle-level managers include general managers,
branch managers, and department managers, all of
whom are accountable to the top-level management
for the functions of their departments. They devote
more time to organizing and directing.
First-level managers include supervisors, section
leads, foremen, and similar positions. They focus on
controlling and directing.
As a result of this hierarchy, upper management will
view the organizational design from a macro-level and
consider all moving parts of the organization. Middlemanagement will generally focus on operations
within functional or geographic areas. Lower-level
managers will look at specific processes within
functions or regions. From an organizational-design
perspective, the higher managers are in the
organization, the broader the view they will take and
the greater number of moving parts they will consider.
(a) Planning:
This is the first and the most important element of
production planning and control. Planning refers to
deciding in advance what is to be done in future. A
separate planning department is established in the
organisation which is responsible for the preparation of
policies and plans with regard to production to be
undertaken in due course.
(b) Routing:
Production routing is a process concerned with
determining exact route or path, a product has to
follow right from raw material till its transformation into
finished product. A few definitions of routing can be
cited here:
(c) Scheduling:

Scheduling in simple words means fixation of time and

date when each operation is to be commenced and
completed. It is an important part of production control
as all future process of production is based on it.
Scheduling lays down ground work for all subsequent
steps in production process
(d) Dispatching:
Dispatching relates to the process of initiating
production
in
accordance
with
pre-conceived
production plan. It is concerned with giving practical
shape to the production plan. This includes issuing
necessary orders and instructions and other important
guidelines and information pertaining to work.
(e) Checking the progress or Follow-up:
Follow-up or expediting function relates to evaluation
and appraisal of work performed. If goods are to be
produced as planned, proper follow up or expediting
must be undertaken. A properly planned follow up
procedure is helpful in finding errors and defects in the
work and it also suggests remedial measures.
(f) Inspection:
This is the last but not the least component in the
process of production planning and control. The
function of inspection is primarily carried to ensure
whether desired quality of products has been achieved
or not. Inspection is carried out at different levels of
production activity.
A bill of materials (BoM) is a list of the parts or
components that are required to build a product.
TheBoM provides the manufacturer's part number
(MPN) and the quantity needed for each component.
BOM LevelAssign each part or assembly a number
to detail where it fits in the hierarchy of the BOM. This
allows anyone with an understanding of the BOM
structure
to
quickly
decipher
the
BOM.
Part NumberAssign a part number to each part or
assembly in order to reference and identify parts
quickly. It is common for manufacturers to choose
either an intelligent or non-intelligent part numbering
scheme. Whichever scheme you use, make sure you
avoid creating multiple part numbers for the same
part.
Part NameRecord the unique name of each part or
assembly. This will help you identify parts more easily.
PhaseRecord what stage each part is at in its
lifecycle. For parts in production, it is common to use a
term like In Production to indicate the stage of the
part. New parts that have not yet been approved can
be classified as 'Unreleased' or 'In Design'. This is
helpful during new product introduction (NPI) because
it allows you to easily track progress and create
realistic
project
timelines.
DescriptionProvide a detailed description of each
part that will help you and others distinguish between
similar parts and identify specific parts more easily.
QuantityRecord the number of parts to be used in
each assembly or subassembly to help guide
purchasing and manufacturing decisions and activities.
Unit of MeasureClassify the measurement in which
a part will be used or purchased. It is common to use
each, but standard measures like inches, feet, ounces
and drops are also suitable classifications. Be

consistent across all similar part types because the

information will help make sure the right quantities are
procured and delivered to the production line.
Procurement TypeDocument how each part is
purchased or made (i.e. off-the-shelf or made-tospecification) to create efficiencies in manufacturing,
planning
and
procurement
activities.
Reference DesignatorsIf your product contains
printed circuit board assemblies (PCBAs), you should

include reference designators that detail where the

part fits on the board in your BOM. Capturing this
information in the BOM can save time and help you
avoid
confusion
down
the
road.
BOM NotesCapture other relevant notes to keep
everyone who interacts with your BOM on the same
page.