Operations Manager

MAC Incorporated

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Operations Manager Fort Gibson, Oklahoma
Job Ref:

Position: Operations / Manager


Determine 3 Major Objectives:

  1. Interdepartmental relationships – Understand the processes and interrelationships of all departments and how each department effects production.
    1. Meet with each department head to get a better understanding of roles and responsibilities.
    2. Establish a leadership role amongst peers
    3. Evaluate how each department is supporting the production process
    4. Make recommendations on how to improve the interdepartmental process.


  1. Understand and get to know the Production team – Learn the strengths and weaknesses of the team. Identify the “go to” employees.
    1. Take the time necessary to learn each position and what it requires.
    2. Take the time necessary to evaluate each employee and identify their skills and abilities.
    3. Review each crew/shift and see how they work together.
    4. Make the necessary changes to drive results.
    5. Develop a training plan to drive greater skill sets


  1. Drive the production process – Take leadership role in driving the process. Own it from beginning to end.
    1. First of all understand the production process from beginning to end by being on the floor and watching production run.
    2. The flow of raw materials through the entire system
    3. Understand the changeover processes – flavor, container and package.
    4. Understand the computer systems, (adc, bpcs & prod reps)



Develop Sub-objectives to above:

  1. Interdepartmental relationships
    1. – Establish themselves as a leader in the process by making good business decisions. Not afraid to make decisions or take calculated risks.
    2. Establish clean and open communication within all departments.
    3. Establish clearly defined expectations and then follow up on those expectations.



Key Challenges:


  1. Expectations need to be defined and followed through.
    1. Well defined QPRs for direct reports are established.
    2. Establish a performance review for operators
    3. Set productivity targets
    4. Set cost targets.


  1. Personnel changes may need to be done. Getting the right people on the bus and in the right seats is important
    1. Evaluate each direct report and determine if they are the right individual.
    2. Evaluate each operator to determine if they are in the right position.
    3. Set training targets.


  1. Get cost targets in line with operational budget.
    1. Establish the necessary/correct crewing for the production needs.
    2. Establish acceptable overtime in relation to volume and targets.
    3. Understand components of waste and establish a plan to control those components
    4. Review all other costs associated with production and understand what drives those costs.


Convert technical skills into results:

  1. That the individual understand the production/manufacturing process.
    1. Uses the skill by being able to drive and improve the process
    2. Help troubleshoot issues in the process
    3. For training and development of direct reports


  1. The individual should have general computer skills to be able to plan and budget accordingly and run statistical reports.
    1. To manage and control costs within department
    2. To evaluate the results of actions taken


  1. The basic understanding of food production
    1. GMPS
    2. Regulations governing food production
    3. Quality standards involving food production.



Understand Team skills:

  1. The Production Manager will work directly with the leadership team to include, Plant Manager, People Manager, Maintenance Manager, Warehouse/Operations Manager, Quality Manager and Controller. Individual will also have regular contact with the production planner/scheduler. The types of projects could include but not limited to process improvements, line changes, and product changes.


  1. The Production Manager would also provide direction and have day to day contact with production supervisors and production hourly employees as necessary.




Understand long-term planning and strategy issues:

  1. Long term goal – Development of the employees.
  2. Strategic goal – Continuous improvement projects to drive efficiencies and drive out costs.



Benchmarking the Best:


  1. Developed people- continuously drive better skills.


  1. They were forward thinking- able to see what was coming long and short term and planned accordingly.


  1. Able to work outside the box – work well with not only internally but with customers/vendors as well.


  1. Communicator- able to communicate and relate on different levels. Could adjust accordingly to the different levels.




Someone who owns and drives the entire process and demands that the other departments support the same goals.

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