Supervisory Leadership and the New Factory

Reviewed by Debra Gaynor for Reader Views (1/07) "Supervisors are the glue that holds a place together. You work with the people who actually make the product -- guiding, assisting, correcting, training, and encouraging them - It's up to you to make sure your plant produces the high quality goods demanded by today's tough customers. Often, you walk a tightrope; balancing production and quality requirements with the skills and personality quirks of those who report to you." In yesterday's world, supervisor's told people what to do. "Now, however, your managers are not only demanding high quality, high labor efficiencies, and high yields; but telling your things like you must "empower" your employees, "create an environment where teamwork flourishes," and learn to use statistical quality and process control tools." Supervisors often feel they are caught between management and the labor force. "A pressure point between orders and instructions from management, problems and complaints from workers, delays and excuses from suppliers, reports and reminders from stall, and demands and directives from government and unions." Successful manufacturing takes cooperation from management and the labor force. Supervisors bring together the work of their people and departmental objectives. Some employees are willing to work hard than others. Not all workers are as meticulous as others. Until you realize this you will have a complicated problem managing people. Some of the items discussed in this book are conflict management and preparing an organized task list. A good supervisor will handle conflict face to face. A task list is necessary to stay organized. Bilanich suggests "being knowledgeable of equipment, technology and processes" but not an expert. "You need to be up-to-date on new developments in equipment, technology, and processes or you will lose credibility with your people." Maintenance is the key to managing equipment, technology and processes. There is usually a barrier between production and maintenance departments. For effective production these two much work together in a positive manner. The supervisor is expected to assist in administering the Labor Agreement. The supervisor is expected to know the contract and manage by it. He/she is to handle grievances at the lower level and the second level. The supervisor is to "meet regularly with the shop steward and discuss issues before they become problems." "Supervisory Leadership and the New Factory" is an excellent guide for supervisors. The material is stated in plain, simple language. The information is priceless! My husband is a supervisor and I immediately shared this book with him. He stated that he could have used this book 10 years ago when he first took his current position. I highly recommend this book to all supervisors, or those considering going into su

This book is brilliant in its simplicity! It should be read by anybody who has people working for them. Bilanich understands where the rubber meets the road. Throughout the book, he outlines pragmatic approaches to everyday situations. He takes the high level concepts of organization theory and leadership and turns it into concrete actions for manufacturing supervision. And, most importantly, IT WORKS!