Comment Don't go there... (Score 1) 383
First ask yourself what the priority of your CEO is. Does he really care about the IT department, does he see it merely as a cost or as adding value to the company? My experience is that in manufacturing, this is mostly not the case (as opposed e.g. to the financial services vertical). Furthermore, are there real problems with IT being exposed to senior management, e.g. was there a big loss of data that caused the entire factory to come to a grinding halt? Or do you guys do a good job, make sure that everything keeps running (with the necessary overtime, stress, cursing, ...) with just some occasional failure that never even surfaces because it has hardly a financial impact?
Unless you will be able to convince the CEO that either his business will increase because of an additional FTE on IT, or that a huge risk of production loss (= financial loss) can be mitigated using additional staff, your chances to convincing him will be nearly zero. I suppose your IT manager has gone over this exercise a few times as well...
Tip of the day: don't tell the CEO about your nitty gritty techy projects you want to do, like "creating the solid infrastructure you want to have". They couldn't possibly care less about what you want, they care only about the benefit for the company (which in turn after the yearly numbers have been published, turns into a benefit for them personally).