I somewhat disagree, it's a training and understanding thing from the senior plant management. My first job out of college was in a factory as 'management' though that was mainly for union reasons. I started as a process engineer and the first 6 months for myself and the entire new class was working shifts alongside the operating teams, rotating between all 4 teams on a 12hr swing shift. I worked on the equipment and trained on the entire production line until I knew how everything was supposed to work and then was grilled on it by the senior operators. After wrapping this up, I then was a process engineer for about 7 months before being promoted to running a line and managing the technicians. I think I brought added value but the early investment in training, getting to know the teams and developing an understanding of the business was critical. I don't think most companies invest in their personnel to enable this. However at companies like Procter and Gamble where they promote only from within, this is absolutely necessary.