FUNCTIONAL: Operations CATEGORY: Exempt/Supervisory

SUBFUNCTIONAL: Manufacturing Engineering PUBLICATION DATE: January 1998

1772 Operations Engineering Mgmt 2

1773 Operations Engineering Mgmt 3

1774 Operations Engineering Mgmt 4

1775 Operations Engineering Mgmt 5

1776 Operations Engineering Mgmt 6

PRIMARY RESPONSIBILITY

Note: These positions are to be matched by companies that do not distinguish their operations engineering positions by functional designations such as Manufacturing Engineering (1702-1706), Quality Assurance Engineering (1652-1656), and Test Engineering (1722-1726).

Responsible for directing the planning, development, implementation, and maintenance of processes and procedures in any of the following:

Manufacturing Engineering: Oversees manufacturing methods, processes and operations for new and existing products. Ensures the effective use of materials, equipment, and personnel in producing cost-effective, quality products.

Quality Assurance Engineering: Defines and specifies the implementation of standards, methods, and procedures for inspecting, testing, and evaluating the precision, accuracy, and reliability of company products. Participates in the review of engineering designs to contribute quality assurance requirements and considerations.

Test Engineering: Oversees the testing, troubleshooting, and evaluation of systems and equipment. Specifies tests to be performed, compiles data, and makes recommendations for changes required in test procedures, manufacturing process and test equipment. Stipulates new testing requirements. Recommends the purchase of test equipment.

LEVELING REQUIREMENTS

Level 2: Receives assignments in the form of objectives with goals and process to meet goals outlined. Provides direction to employees according to established policies and management guidance. Work is reviewed by management to measure meeting of objectives. Administers company policies that directly affect subordinate employees. Recommends changes to unit or sub-unit policies. Erroneous decisions or failure to achieve results will cause delays in schedules. Frequently interacts with subordinate supervisors, outside customers and functional peer groups at management levels. Interaction normally requires the ability to gain cooperation of others, conducting presentations of technical information concerning specific projects/schedules, etc. Provides general supervision to lower level supervisors and direct supervision to exempt employees and/or skilled nonexempt employees (i.e., engineers, technicians).

Level 3: Receives assignments in the form of objectives and establishes goals to meet objectives. Provides guidance to subordinates to achieve goals in accordance with established policies. Work is reviewed and measured based on meeting objectives and schedules. Establishes and recommends changes to policies which affect subordinate organization(s). Erroneous decisions or failure to achieve goals results in additional costs and personnel, and serious delays in overall schedules. Frequently interacts with subordinate supervisors, customers and/or functional peer group managers. May interact with senior management. Interactions normally involve matters between functional areas, other company divisions or units, or customers and the company. Manages, through subordinate supervisors, the coordination of activities of a section or department with responsibility for results in terms of costs, methods, and employees. In some instances this manager may be responsible for a functional area and may not have subordinate employees.

Level 4: Establishes operational objectives and assignments, and delegates assignments to subordinate managers. Objectives are reviewed by senior management to determine success of operation. Involved in developing, modifying, and executing company policies which affect immediate operation(s) and may also have company-wide effect. Erroneous decisions will result in critical delay(s) in schedules and/or unit operations and may jeopardize overall business activities. Regularly interacts with senior management or executive levels on matters concerning several functional areas, divisions and/or customers. Requires the ability to change the thinking of, or gain acceptance of, others in sensitive situations. Manages activities of two or more sections or departments through subordinate managers who exercise full supervision in terms of costs, methods, and employees. In some instances this manager may be responsible for managing staff function and may not have subordinate managers.

Level 5: Participates with other senior managers to establish corporate strategic plans and objectives. Makes final decisions on administrative or operational matters and ensures effective achievement of operation’s objectives. Erroneous decisions will have a serious impact on the overall success of functional, division, or company operations. Regularly interacts with executives and/or major customers. Interactions normally involve controversial situations, customer negotiations, or influencing and persuading other senior level managers. Directs and controls the activities of a broad functional area through several department managers within the company having overall responsibility for planning, budgeting, implementing and maintaining costs, methods, and employees.

Level 6: Develops corporate and/or organizational policies and authorizes their implementation. Provides general direction to and review of senior managers in various areas, groups, and/or operations. Erroneous decisions will have a long term effect on the company's success. Interacts internally and externally with executive level management requiring negotiation of extremely difficult matters to influence policy making bodies. Directs and controls the activities of one or more functional areas, divisions, product groups, service groups, etc., through senior managers with overall responsibility for the direction of those assigned areas.