Been there, messed that up. Got past it.
This unfortunately is very common when high-energy "individual contributors" take on supervisory roles. When I made these mistakes, it was because.
- I believed I could do the work faster than I could explain it.
- I was sure that my solution would be better than anybody else's.
- The new job put a lot of pressure on me and I retreated to my comfort zone rather than facing up to the challenges of the new job.
- I didn't really understand how different the new job was from my old job. Training for new supervisors? What's that?
Guilty on all charges. And, I was dreadfully insecure about it all. It was unpleasant for the people who worked for me.
Hindsight is wonderful, eh?
Your problem is this: the new supervisor is denying you the chance to do interesting work. And, he's not challenging his team to work together to solve problems. Instead, he's subverting your planning system so some of the problems get solved as if by magic. It's demotivating.
The business's problem is this: your team isn't performing to capacity, isn't growing in technical capability, and is having some morale problems.
If your manager asked me for advice, I would go all Yoda on him and say in a pompous voice, "the only way you can do enough is by doing nothing." In other words, treat the people who work for you as if they're much smarter than you. (And, BTW, only hire people who are smarter than you.) For your first year in the job, give the work you like the best to other people to do, to build their skill and confidence. Supervisors succeed when their teams succeed and fail when their teams fail.
But you're the one asking for advice. There's no magic formula to address this. Here are some suggestions.
First, try to see things from the new supervisor's point of view if you possibly can. He's obviously concerned about the problem or he wouldn't have overreacted to your co-worker's snarky remark. He could use a bit of empathy right about now.
Second, if you decide to intervene, first put aside any resentments you have about his behavior. Make it about business, not personalities. The point is to have a rational conversation.
Third, ask for a personal and private conversation. In that conversation, speak only for yourself. Ask him to give you the responsibility you want. If he asks why, say something about how you're committed to giving your professional best to the company, and challenging work helps you do that.
You could speak for the team if you had permission from all the team members. But getting that permission would require talking about the new boss behind his back. It's very hard to do that and keep everything at a professional level.
Fourth, if you want to bring up his working around your team scheduling setup, use the classic approach. Name the unwanted behavior. State its effect on you. Ask for a change. Use a real example. Something like this.
Boss, when you pushed stuff to production last night without telling us, It made me feel like I was wasting my time planning the next release. Is there any way you can loop me and my co-workers in on that kind of change in future?
One more thing: don't expect him to smack his forehead and say, "you're right, I'm wrong, I will change my ways." It takes time for people to absorb this kind of input.