| Whatever the industry, organisations that stand apart | | | | as well as the products. The organisation should be |
| foster a culture that encourages staff to take pride in | | | | flexible enough to quickly respond to market and |
| their work and participate in the success and growth | | | | consumer trends based on market data. If this data is |
| of the business, while recognising and rewarding them | | | | not available immediately, an effort must be made to |
| for their achievements. | | | | obtain the data as soon as possible. |
| To achieve sustained growth and strive for continuous | | | | Employees are a company's greatest asset and a |
| improvement, production managers in woodworking | | | | production manager in a woodworking company |
| organisations are redirecting their attention from | | | | should treat employees fairly and with respect. Egos in |
| process oriented to being customer-centric. Employees | | | | the woodworking industry can especially be fragile with |
| are being taught to improve their individual | | | | employees eager to find a "better or easier way" to |
| performances in a manner that leads to customer | | | | generate an output. It is the production manager's role |
| satisfaction. Customer satisfaction drives repeat | | | | to evaluate suggestions and implement the ones with |
| business, which in turn keeps the profitability curve | | | | merit. Staff should be given opportunities to improve |
| progressing steadily on an upward curve. | | | | their skills, especially in the use of technology. The |
| A challenging and complex role | | | | faster staff members climb onto the technology |
| The role of a production manager in the woodworking | | | | bandwagon, the easier it is to improve productivity and |
| industry is challenging and complex. Beginning with | | | | reduce wastage. |
| efficient planning, production and workflow | | | | Focus on continuous improvement |
| management, the production manager is responsible | | | | Success in the woodworking industry can quickly be |
| for stock control, prototype development, waste | | | | replicated by a tenacious competitor. The relentless |
| management, quality control, organising staff rosters | | | | pursuit of perfection requires a formal methodology for |
| and negotiating with suppliers when required. | | | | continuous improvement. Formalisation of such a |
| To keep the production lines ticking like a well oiled | | | | system will ensure that results are monitored and |
| machine a production manager in a woodworking | | | | growth avenues are continuously explored. Workflow |
| company has to appreciate that the only reason the | | | | procedures that have delivered results should be |
| company exists is to help the customer lead a better | | | | documented and those that are not efficient should be |
| life. By understanding the customer's need and meeting | | | | quickly discarded. |
| demands the organisation will be able to differentiate | | | | Finally, it is important for a woodworking production |
| themselves from the competition in a meaningful way | | | | manager to ensure that the right procedures are |
| to gain respect and admiration in the industry. | | | | followed consistently. Manufacturing processes and |
| Capitalising on market knowledge | | | | production schedules should be controlled for optimum |
| While preparing plans many production managers in | | | | productivity. Meeting the requirements of a demanding |
| working fail to capatalise on market knowledge and | | | | market requires superior skills in managing the plant, |
| customer data. Instead the plans are based on | | | | people and facilities, a responsibility that the production |
| personal interest and assumptions. They need to think | | | | manager in a woodworking company must be |
| about providing a personalised customer service | | | | prepared to take on. |
| experience that applies both to the service provided | | | | |