| In many production environments, the line is so | | | | •#Accommodate or improvise any |
| fast-paced that there is the need for a section | | | | shortages in staff due to vacation, illness, or |
| manager to oversee each group of events.For | | | | personal difficulties |
| example, in the automobile industry, there may be | | | | •#Confer with other section managers in |
| a chassis manager, another for windshields, seats | | | | order to assure that each section's line quotas are |
| and so on. | | | | working in line with one another |
| Since each of these individual areas has its own | | | | •#Conduct quality inspections |
| set of employees and its own part of the | | | | •#Set production standards for his |
| assembly process, it makes perfect sense that | | | | section |
| there is a separate manager in charge of each of | | | | •#Train new employees |
| these areas. Even within the electronics industry, | | | | It's important for each section manager to work |
| some plants may have a different manager for | | | | together so that the operation runs smoothly. If |
| different areas within the production environment. | | | | each manager attempts to run his section as a |
| @In production areas that are separated by way | | | | separate entity from the others, the operation will |
| of a particular piece of the production process, it's | | | | fail to run smoothly, and as such, both production |
| important that a section manager be assigned in | | | | and quality will suffer. The purpose of a section |
| order to keep the process of only that part of | | | | manager is not to give each few employees their |
| the line running smoothly. It would be very difficult | | | | own manager, but to organize the assembly line |
| indeed if one manager attempted to run two | | | | so that the plant manager has better control of |
| areas of an automobile assembly line that were | | | | the line and doesn't have to be concerned with |
| working simultaneously. A section manager's job | | | | how production workers are progressing toward |
| includes but is not limited to the following: | | | | completing the shift's work requirement. |
| •#Make sure his section is running | | | | In some companies, in addition to the plant |
| smoothly | | | | manager and section manager, there may also be |
| •#Be sure that there is enough | | | | a line manager who oversees everything that |
| inventory for the shift | | | | comes off the production line. In that case, the |
| •#Ascertain that the line in his section is | | | | section manager will report to the line manager |
| in proper mechanical order | | | | who in turn reports to the plant manager or |
| •#Assure that he has enough line | | | | production manager, contingent upon the make up |
| workers to complete the amount of work | | | | of the individual company. |
| required for his shift | | | | |