Production Supervisor Job Description Sample

Production Supervisor Job Description SampleProduction Supervisor Job Description SampleProduction Supervisor Job Description SampleThis production supervisor sample job description can assist in your creating a job application that will attract job candidates who are qualified for the job. Feel free to revise this job description to meet your specific job duties and job requirements.Production Supervisor Job ResponsibilitiesManufactures products by supervising staff organizing and monitoring work flow.Production Supervisor Job DutiesAccomplishes manufacturing staff results by communicating job expectations planning, monitoring, and appraising job results coaching, counseling, and disciplining employees initiating, coordinating, and enforcing systems, policies, and procedures.Maintains staff by recruiting, selecting, orienting, and training employees developing personal growth opportunities.Maintains work flow by monitoring steps of the process setting processing variables observing control points and equipment monitoring personnel and resources studying methods implementing cost reductions developing reporting procedures and systems facilitating corrections to malfunctions within process control points initiating and fostering a spirit of cooperation within and between departments.Completes production plan by scheduling and assigning personnel accomplishing work results establishing priorities monitoring progress revising schedules resolving problems reporting results of the processing flow on shift production summaries.Maintains quality service by establishing and enforcing organization standards.Ensures operation of equipment by calling for repairs evaluating new equipment and techniques.Provides manufacturing information by compiling, initiating, sorting, and analyzing production performance records and data answering questions and responding to requests.Creates and revises systems and procedures by analyzing operating practices, record-keeping systems, fo rms of control, and budgetary and personnel requirements implementing change.Maintains stahlkammer and clean work environment by educating and directing personnel on the use of all control points, equipment, and resources maintaining compliance with established policies and procedures.Maintains working relationship with the union by following the terms of the collective bargaining agreement.Resolves personnel problems by analyzing data investigating issues identifying solutions recommending action.Maintains professional and technical knowledge by attending educational workshops reviewing professional publications establishing personal networks benchmarking state-of-the-art practices participating in professional societies.Contributes to team effort by accomplishing related results as needed.Production Supervisor Skills and QualificationsSupervision, Coaching, Managing Processes, Process Improvement, Tracking Budget Expenses, Production Planning, Controls and Instrumentation, Strateg ic Planning, Dealing with Complexity, Financial Planning and Strategy, Automotive ManufacturingEmployers Post a job in minutes to reach candidates everywhere. Job Seekers Search Production Supervisor Jobs and apply on now. Learn more abouthow the hiring processThe 50 Toughest Interview QuestionsBlock Out Biases During the InterviewResume Search Spotting Exceptional Talent

Measuring Motivation

Measuring Motivation Measuring Motivation Measuring Motivationmora than a glittering academic record, extensive experience, or a deep knowledge of engineering, theres one thing that the engineering industry hopes to find in the people they hire Motivation. Or, more precisely put self-motivation. When the drive comes from within, problems get solved, teams get led, work gets done.Assessing knowledge, be it hands-on or of the purely book kind, is a task universities have had decades, even centuries, to refine. But how do you determine if a student is properly motivated? Education is new to the problem.Peter Rogers, a mechanical engineer and a professor of practice in Ohio States Department of Engineering Education, has set out to create the tools to make just such an assessment.The measure of motivation.For You Interviewing Basics for EngineersRogers first became interested in the project at a Transforming Undergraduate Education in Engineering, or TUEE (pronounced tooey), workshop. Th ere, 40-odd industry engineers filled in educators about what skills the industry welches looking for that they didnt think academia welches responding to very well, Rogers says. Chief among them was student motivation. It was a problem Rogers and his colleagues hadnt tackled before.If someone wanted to create more motivation in our students, theyd need to measure it if they wanted to make curriculum changes.Rogers dove into the literature. He surfaced with both good news and bad.The good was that motivation could indeed be taught. In articles like Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being, by Richard Ryan and Edward Deci, Rogers discovered that there were two kinds of motivation extrinsic (which comes from outside, like grades and salary) and intrinsic, which comes from within (like a love of problem-solving and getting ones hands dirty).They said if you can increase a students autonomy, relatedness and competency, yo u can move them from extrinsically motivatedfrom grades or pat on the back or whateverto intrinsically motivated, says Rogers. Im excited by this.The bad news was that no one had yet tried to measure motivation of any kind.Rogesr and his colleagues began creating a series of questionnaires for their students. They included questions about their attitudes and behavior. Throughout a course (specifically, capstone courses), students were asked to answer how strongly they agreed with statements such as I get satisfaction from applying technical skills to my project and I collaborate with my group to achieve team success. They were also asked to evaluate their teammates.The first time Rogers and his colleagues administered the assessment, they found that a certain kind of motivation was indeed a problem the motivation to stick with the actual assessment.If its voluntary, the students dont want to do it, he says. After three or four of the surveys throughout the year, the drop off rate wa s substantial. The only ones doing it were highly motivated. That kind of goofs up your result.Eventually the assessment was refined, proven to be statistically sound, and made mandatory. It most recently went out to thousands of students at six different universities.During this final request for student responses to the survey, faculty at each university required completion of the survey for the course. This request, along with student report cards showing the results of their own responses compared with their classmates, improved the response rate of survey completion. As a preliminary paper puts it, the instruments were clearly works-in-progress but still were close to being ready for distribution.For Rogers, the value of the data cant be overstated. With 35 years of industry experience, he has done plenty of hiring.To me, the level of motivation was often more important than the technical knowledge they had, he says. As you get into project management, your motivation effects y our output and your teams output. It has this multiplying effector a dividing effect would be the negative way.With the development assessment tools, professors will have a better chance of keeping that effect in the multiples realm.How much are you moving the needle? I dont know, he says. But I think you can move the needle.Michael Abrams is an independent writer.Read More 12 Skills You Need to Advance an Engineering CareerHow to Raise a Coder in Four Easy StepsSTEM Grant Diversifies Computer ScienceTo me, the level of motivation was often more important than the technical knowledge students had. Prof. Peter Rogers, The Ohio State University

McKinsey Jobs

McKinsey JobsMcKinsey JobsLearn what it takes to land a job with the trusted advisor to many of the worlds most influential businesses and institutions.It ranks among the unquestioned laws of big business over the last half century If you want to be taken seriously, you hire McKinsey Company. The job seekers corollary If you want a career in big business, you seriously hope that McKinsey Company will hire you. A perennial top-place finisher in rankings of the most coveted employers, McKinsey is also among the most selective. Last year, the consulting powerhouse received 225,000 job applications. It made offers to a mere one percent- or 2,200- of them.Thats the bad news. The good news is that the days when McKinsey only hired Harvard MBAs are long gone. As recently as 1978, HBS graduates accounted for more than 25% of McKinsey consultants, but in 2013, less than half of the firms new hires even had an MBA. An increasing percentage of McKinsey hires have advanced professional degrees instead- PhDs, law degrees, and others. The firm employs several hundred MDs, some of which dont even work in its healthcare practice.As the firms focus has expanded well beyond its historical franchises of strategy and organizational structure, so, too, has the expertise it seeks in new recruits. Today, almost half of the firms client work has to do with risk, marketing, business technology, or operations, and, if you can bring any of that to the table, you dont necessarily need an MBA (of course, it wouldnt hurt if you didfrom Harvard).So, how do you get a job at McKinsey? Start by listening to what they tell you. The firms website is chock-full of advice on how to present your best self to the firm. While theirs is a grueling bewerberinterview process, even for those who succeed, those who dont can hardly claim that they didnt know what was coming. For such a notoriously secretive enterprise, McKinsey could hardly be more open about the types of people it seeks to hire and the p rocess by which it will evaluate them.If youre smart, youll have done a few thousand- Im kidding, you can stop at a few hundred- practice versions of the firms famous case studies (Im kidding again. You can stop at 10 or 20.). You can find them on their own website or in the endless number of books promising to unlock case-study secrets. However, there is no secret to solving case studies. Theres only this simple fact Youll be judged less on specific answers to case questions than on the method by which you arrived at them. In other words, youll be judged on how you think.McKinsey has separated itself from the competition for the better part of a century in large part by its relentless commitment to recruiting and developing its talent, the always-evolving aspects of which I chronicle in my new book, The Firm The Story of McKinsey and Its Secret Influence on American Business. Due to the very nature of their business, problem-solving capabilities will always be foremost on McKinseys list of required traits, but the firm devotes an equal amount of effort to evaluating applicants interpersonal skills and emotional quotient - or EQ.McKinsey has a well-earned reputation as a launching pad for plum corporate, government, and non-profit roles almost anywhere in the world- the firm has more than 100 offices in 60 countries. And, the reason that people hire people who used to work at McKinsey is the same reason that clients hire McKinsey itself- its consultants are the worlds best at combining an intellectual approach to problem solving with practical advice on how to put the chosen solution in place.Youre not going to get anywhere in a McKinsey interview if you dont blow them away with your natural curiosity and creativity. These people are the philosopher kings of business, after all. But youre also not going to get anywhere if you fail to wrap it all up with a recommended course of action. With that in mind, the best advice I can offer anyone seeking a job at McKi nsey is to remember what it is that their clients need from them. Real impact comes not just from having a compelling answer to a question but also grounded and explicit thoughts on how to implement that answer once youve got it. So, get excited about finding an answer to your case-study question. But, dont forget to get equally excited about what youre going to do with it.