Book contents
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
8 - The Chief Manufacturing Officer – Process execution, improvement and design
Published online by Cambridge University Press: 19 August 2009
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
Summary
The leadership of the manufacturing function comprises design and management of transformation processes. The focus must be on creating value for customers and shareholders. Ensuring efficiency and effectiveness in current operations is vital.
This chapter distinguishes the role of the chief manufacturing officer (CMaO) from that of the CSCO. It then explores the CMaO's executive role as it has evolved from an execution-oriented mode of management to one that is more strategically focused. The new CMaO needs to master platforms of transformation technologies and production philosophies and excel as an internal integrator.
The role of the chief manufacturing officer
It's hard to keep up with all the new stuff these days. Just a few years ago I knew every technology available in our area, but today this is no longer the case. I haven't slowed down; it is the pace of change that has accelerated. Sitting on top of this development, knowing what's out there in terms of new technology and operations principles and being able to assess what can be of use to us is the new competitive frontier. We need to find out how to excel in this area.
(Chief of manufacturing with twenty years' experience in the role)The CMaO occupies the tactical and operational territory just below the chief supply chain officer (CSCO). This chapter extends and complements chapter 7 on the CSCO; in many companies the two roles are combined.
- Type
- Chapter
- Information
- Leading in the Top TeamThe CXO Challenge, pp. 143 - 160Publisher: Cambridge University PressPrint publication year: 2008