The production management talent pool is a bit shallow here. As such yesterday I was approached about my interest level in being groomed for an operations management position as part of succession planning. I work at a large Canadian pipe and tube manufacturer and my background is a Metallurgical Engineer and the last 10 years have all been quality related positions with no direct production experience. This family of companies is very operations concentric and I am stuggling at the moment to make additional improvements in my current QA position. As such it appeals but I thought I would seek some advice because there is a mountain of experience and expertise on this board and it is a significant career path change. What do you think?

The production management talent pool is a bit shallow here. As such yesterday I was approached about my interest level in being groomed for an operations management position as part of succession planning. I work at a large Canadian pipe and tube manufacturer and my background is a Metallurgical Engineer and the last 10 years have all been quality related positions with no direct production experience. This family of companies is very operations concentric and I am stuggling at the moment to make additional improvements in my current QA position. As such it appeals but I thought I would seek some advice because there is a mountain of experience and expertise on this board and it is a significant career path change. What do you think?
Go for it. I don't know your age, but if your management is feeling you out, then do it. I tuned one down when I was in my 30's, then became a plant manager at 52. You have a good back ground, and experience.
"Cast out into the deep"

The production management talent pool is a bit shallow here. As such yesterday I was approached about my interest level in being groomed for an operations management position as part of succession planning. I work at a large Canadian pipe and tube manufacturer and my background is a Metallurgical Engineer and the last 10 years have all been quality related positions with no direct production experience. This family of companies is very operations concentric and I am stuggling at the moment to make additional improvements in my current QA position. As such it appeals but I thought I would seek some advice because there is a mountain of experience and expertise on this board and it is a significant career path change. What do you think?


Neil:

First, congratulations.

You have some decisions to make here. If you want to advance your career, IMHO you would do well to look at how many people jump from quality into upper management, compared to from production or finance. Here, you have some experience, valuable experience, that makes you much more well rounded and suited for the job.

The fact that they have asked you tells me that you must have been a good engineer, as well. Your time in quality should serve you well, and make the life of any Q people working for you a lot easier.

If they are looking to put you on the management succession track, backing out, to me, means that 10 - 15 years from now if you are still with the same company you will very likely be doing the same thing you are now. These opportunities only come once (maybe twice) a lifetime. Now is your turn.

Although its a different industry, my brother (a ChE) is in almost exactly the same boat as you, and he is looking to get back into production as a plant manager because that is what he enjoys doing, although the problem solving part of quality is to his liking, I think. He has had his share of the baloney part of quality, too, though.

Anyway, that's my 2 cents. Whatever you choose, I hope you are successful and enjoy it.

Craig

Neil:

First, congratulations.

You have some decisions to make here. If you want to advance your career, IMHO you would do well to look at how many people jump from quality into upper management, compared to from production or finance. Here, you have some experience, valuable experience, that makes you much more well rounded and suited for the job.

. . .
If they are looking to put you on the management succession track, backing out, to me, means that 10 - 15 years from now if you are still with the same company you will very likely be doing the same thing you are now. These opportunities only come once (maybe twice) a lifetime. Now is your turn.

Although its a different industry, my brother (a ChE) is in almost exactly the same boat as you, and he is looking to get back into production as a plant manager because that is what he enjoys doing, although the problem solving part of quality is to his liking, I think. He has had his share of the baloney part of quality, too, though.

Anyway, that's my 2 cents. Whatever you choose, I hope you are successful and enjoy it.

CraigLet me echo Craig and others: Congratulations!

Next, think of this as an EXPANSION of your career in Quality, not an abandonment. You will be in the unique position of having the authority to implement improvements you could only suggest as a Quality wonk.

Sometimes you have to consider that hybrids are more beautiful and hardy compared to either of the disparate parents.

...You will be in the unique position of having the authority to implement improvements you could only suggest as a Quality wonk...

Exactly - you lucky dog. :cool: Go for it!!

I'm not going to disagree with the others. I don't think the management would approach you with this if they didn't think you were good enough. Go for it. If you don't, you may never get the chance again, and kick yourself for the rest of your days.

Good luck. :agree:

/Claes

A few years back I had a similar opportunity. I guess you can tell I did not take the Operations Manager job. The main reasons I didn't is because I really liked the work I was doing at the time (QA/T&M) and I knew, based on my knowledge of the Top Dog, that I would be severely limited in what changes I could make to improve several things that were fundamentally wrong in our Operations area. The pay was just a little more (though the opportunity for the future was better), but I knew the headaches would be vastly increased and my freedom to implement what I thought would be the cures was limited. So, for better or for worse, I turned it down. But if I felt that I would be given the latitude to do the job the right way (IMO) then I would have probably done it. Ideally, I'd like to stay in "quality" but have the increased authority to make more changes, in Operations and elsewhere. Making production schedules and ensuring enough stuff gets made and such isn't my personal idea of fun. But helping those production/operations folks do their jobs better, easier, more efficiently, is my idea of fun. Sadly, few Operations types I seen really want any such input. If/when I find some who do, I predict we'd have a great relationship.

Thanks everyone for your support. I am definitely going for it. I'm forty-one so the timing seems right to me. I'm just fed up with not be able to tackle the cultural issues that are the REAL root cause of most of our problems. Any words of wisdom from someone who has worn production and quality hats in their careers? Where do most production managers tend to go wrong in your experience?

Looks like I'll be going onto a four shift rotating weekends schedule to "pay my dues" soon.

Neil,

Just keep in mind that the production workforce (hourly workers) are the ones that really can tell you where the problems are (whether you where a quality or a production hat), and that when solving quality problems or production problems many times they're the same.

Congratulations, and Good Luck! :bigwave:

Where do most production managers tend to go wrong in your experience?



FWIW here's a few ideas of mine about where they go wrong (in no particular order):

* DON'T: Fail to follow the "golden rule" when dealing with subordinates. For the majority (or at least half) of all personnel-related issues I can get my answer as to how to proceed by simply asking myself "how would I want/expect to be treated in this situation"? Don't be a prima-donna, don't play favorites, don't discriminate, and don't treat people poorly, etc.

* DON'T: Compromise your integrity in order to ship product.

* DON'T: Fail to divert some amount of resources to solve/prevent problems, instead focusing 100% of their time on production and band-aid fixes.

* DON'T: Treat the "rules" as optional when it's convienient.

* DON'T: Fail to frequently and clearly communicate with the employees (2-way, group and individual). My theory is that grapevines grow exponentially in direct proportion to the lack of truthful, clear, frequent communication from "official" channels. DO: Let the people know the status of the measures the company has (sales, market share, growth, defect rates, etc., etc.) Listen (really listen) to feedback from the employees at all levels. Actively solicit input -- even anonymous input if necessary -- so you know how the workforce feels, and don't shoot messengers.

* DO: Try to help your subordinates grow.

* DO: Give a hoot about their lives and don't work people so hard that they have to choose between work and home life. Promote balance!

DO: Hold people accountable. Do it fairly and justly, but do it positively.

That's a few IMO.

Neil,
I agree with the above, but keep in mid you will be under more pressure because you now have more impact on the P&L. At GenCorp, I was the first CQE to be promoted to plant manager. The corporate vice president, and division presidents wanted improvement P&L results every month. You can do this while still keeping your quality integrity. I'm sure you know your customers, and their needs, now just have to blend that with productivity improvements. Some people will bring you lots of problems, and think you are their "Daddy" to solve everything for them. Ask them what suggestions they have for solutions, and don't come with problems unless they have solutions.
Communications as mentioned is very important, in all directions. You can do this, and do a good job of it. Sort out the wheat from the chaf. Later you may find the power heady stuff when people actually do things because you say so. Not like QC where you have to cajole people. Don't get the big head, and remember to help others improve their position too. You can mentor others to do things the right way. Wish you all the best.

All of the above and...

Don't be stingy with the attaboy's. A little praise for a job well done goes a long way for employee morale and pride in workmanship.

Always remain "approachable" and maintain your bearing. If the boss wigs out everytime a problem happens or tends to shoot the messenger, people will be less likely to report a problem. Serenity is not freedom from the storm, it is calm in the midst of the storm.

I've seen this posted in another thread, but it is something that I personally do - say "good morning" to everyone.