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tion of the activities of the senior managers who reported to him
or her, (2) a production or manufacturing supervisor who was
responsible for the supervision and organization of plant person-
nel and who ensured that all resources (i.e., equipment and
manpower) were in place and that training was properly undertaken
and reported to the IDA, (3) a materials supervisor who was
responsible for preparing the production plan for the plant and
ensuring that all parts were properly ordered and arrived at the
plant in time for processing, and (4) a quality assurance and
engineering supervisor who was responsible for ensuring that the
parts supplied to the plant and the finished products leaving the
plant met the quality standards that apply to B&L sunglasses.
B&L Ireland also had other management staff who were responsible
for finance and accounting, human resources, and other functions.
The plant manager and the senior management personnel normally
met on a weekly basis as a management team to work on policy or
other issues.
The management of B&L Ireland was responsible for planning
the production of B&L sunglasses in Ireland. That process, known
as the production planning process, involved several stages.
Approximately six months prior to the beginning of a fiscal year,
the senior management team met to prepare a production budget.
The production budget was based upon the customer sales and
demand forecasts supplied to B&L Ireland by B&L Inc. and upon
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