长沙招聘

The Role

Monitoring the flow of the product through the multiple production shops in the factory to ensure that production output is being optimized.
Forecast and prevent production issues. Resolve issues impacting shop productivity in collaboration with all required groups, i.e., shop leadership, production control operations (material flow), master scheduler, and New Product Introduction engineers, to develop an action plan and lead implementation to facilitate quick recovery and to minimize impact on o Manage build mix of drive units and battery packs for next X hours to align with the mix of car configuration flowing into General Assembly.
Plan and manage the sequence (configuration) of cars flowing into General Assembly based on near term material constraints (or other factors).
Adjusting the plan for production shops based on downstream conditions (for instance stopping the build in Body in while early due to conditions in the Paint shop).
Pulling the appropriate resources together to develop a plan (e.g. change the near-term mix, deviate to a different part, procure from service) and execute tactical plans to protect production output.
Support ECO deployment into and through the shops managed (e.g. coordinating flow of ‘old style’ bodies out of the body shop and through paint to General Assembly).
Identify and articulate the risks that exist to factory due to the current status of the system and recommended actions.
Identify structural issues / opportunities for improvement to the systems, processes or structure based on the operational performance monitored and communicated the back to the Shop Manager and Production Planner to take action.
Manager the support technicians that are extended eyes and ears across the factor.
Participate in the daily operational review for Production Control to understand and maintain the health of material flow through the factory.
Assist with inventory control activities.
职位要求：
Monitoring the flow of constraint based batching from body shop to maximize the paint output
Monitoring the flow of engineering pilot vehicles to assembly line and aligning support through the shop to optimize the cycle time
Constraint based tactical planning in scenarios such as major breakdown in production shops (Stamping, body, paint) by simulating the impact on the next shop and manage the buffers accordingly to minimize/eliminate the impact
Monitoring SCADA of the Stamping shop to plan and control the correct mix and sequence of parts to be produced based on variables such as die change time and consumption at body shops
Monitor the control systems such as AMP, Andon to manage the dynamic bottlenecks and to ensure the daily production goals are achieved by adjusting the production variables (Mix change, demand change, manpower fluctuation)
Drive the build mix of powertrain components by adjusting electronic Kanban in manufacturing execution system
Coordinate the flow of battery packs with production control team through automated retrieval and storage system (known as PEZ)
Production plan changes in scenario such as part shortage on specific variant. Working in collaboration with supply chain to understand the lead time for material and manage the build mix of cars accordingly
Analysis of the sequence file to understand the flexibility on the mix to avoid any impact on customer delivery
Managing the loop size/Kanban size of the production build to visualize the risk to shop output
Act as an operational leader/ coordination point for the shops when issues arise (e.g. material shortage/equipment breakdown/quality issue).
Use of flux system (alert monitoring tool) to coordinate with shop maintenance and the shop leaders and drive quick implementations in case of breakdowns
Use of Containment portal to control quality issues and coordinate the proper tracking through the system, followed by root cause analysis to drive changes for improvement
Use of warp drive (enterprise resource planning tool) to find the material in various location and use MTT tool to procure material
Use of scheduling tool from warp for managing the order mix to support production plan
Managing the FIFO (First in first out) tool from MES scheduling tool
Use of Scrap management tool from Apriso to remove old style remaining bodies from system
Use of change management system to understand the uniqueness in change and decide the action plan
Use of Tableu software to articulate the risk related to the flow of bodies and material
Use of Jira system to articulate and solve the long term major problems
Use of Jira system to articulate and solve the long term major problems
Use of kronos system to manage the time of the technician
Use of data visualization tools Tableau, AMP, SCADA and Andon to understand the flow
Use of material reports to identify and mitigate risk to production due to poor material health through actions such changes in production mix, expedited shipments
Weekly audit of painted bodies with finance and other stakeholders such as body, paint and general assembly
Support inventory team on the yearly physical inventory by using reconciliation tools such warp inventory management

【关于特斯拉】
特斯拉（Tesla）是一家2003年创立于美国硅谷的电动汽车及能源公司， 2010年在纳斯达克上市，产销电动汽车、太阳能板及储能设备。特斯拉的CEO是被誉为“硅谷钢铁侠”的埃隆？马斯克（Elon Musk），在这位传奇人物的带领下，特斯拉2021年8月首次上榜“世界500强”，截至此时在全球已销售电动汽车超过100万台，是全球新能源汽车销量***的公司。
特斯拉以“加速世界向可持续能源的转变”为使命，逐步普及电动车，在全球范围内努力为每一个普通消费者提供其消费能力范围内的纯电动车辆，通过绿色出行降低全球二氧化碳排放量。特斯拉于2006年发布了“特斯拉的秘密宏图”计划。***步先生产跑车，然后用相应收益生产价格实惠的车，再用其收益进一步生产价格更实惠的车，在做到上述各项的同时提供零排放发电选项。
特斯拉首先生产了Tesla Roadster这款零妥协的电动跑车，它直面并击败很多传统汽油动力跑车，赢得了第一批用户的认可；紧接着推出了价格相对低的高性能家用车辆——Model S与Model X，在全球范围内热销。紧接着特斯拉推出Model 3与Model Y这两款更加亲民的车型，以及Cybertruck电动皮卡、Semi半自动卡车，进一步扩充电动汽车产品线，满足各细分市场需求，并以更大的单位容积、更低的价格迈向更大的市场。

【关于特斯拉中国】
2013年特斯拉正式进入中国，从最初的进口销售到本地生产制造，再到整车出口欧洲和亚太，特斯拉带动了中国新能源汽车产业链的发展，顺应了从化石能源向清洁能源转型的国家战略方向，助力“碳达峰、碳中和”目标早日实现。

特斯拉上海超级工厂
特斯拉上海超级工厂是中国***外商独资整车制造项目，也是特斯拉***在美国以外的超级工厂，对特斯拉深耕中国市场有着极为重要的战略意义。在上海市各级政府与特斯拉团队的共同努力下，特斯拉上海超级工厂实现当年开工、当年投产、当年交付，让全世界见证了“上海速度”和“特斯拉速度”。
上海超级工厂承袭特斯拉颠覆、创新的互联网精神，拥有先进管理和制造经验，并依托中国完善的供应链体系，制造出领先全球的高品质智能电动汽车。目前生产车型为Model 3及Model Y，除了供应中国市场外还远销英国、法国、瑞士、日本、澳大利亚、新西兰、新加坡等国，受到海外车主的热烈欢迎和广泛赞誉。

特斯拉充电网络建设
为了更好地服务中国用户，特斯拉在中国打造出横跨东西、纵穿南北的密集充电网络，为中国消费者打造高效充电服务体系。在中国已经实现各个省会城市的充电网络100%覆盖，触达全国300多个城市，并且还在不断增加充电桩的布局。

特斯拉独特的直营模式
特斯拉在全球一直坚持直营服务模式，以“直营门店和官网电商”为核心，开创性颠覆了传统经销商模式，让所有用户在产品全生命周期中，均可享受到高效、透明、便捷的服务。在中国也仍保持采用直营模式：主管售前咨询和试驾的直营体验店、主管售后的服务中心、主管销售的官网，直接向总部负责。各直营门店之间不存在竞争关系，不论是整车销售、还是售后保养项目、维修配件及工时，均有透明统一的价格可查。

特斯拉的全系产品
Model S ： 2021年6月10日特斯拉Model S Plaid在美国交付，其搭载了三台高性能电机，***功率可达1020马力，***时速达322公里/小时，百公里加速仅为2.1秒。
Model X ：特斯拉Model X融合性能和实用性优势，拥有鹰翼门，超大尺寸全景式挡风玻璃和七个座椅等独特优势。同时，Model X拥有高达 2.268 吨牵引能力，以及宽敞的驾乘空间和储物空间。
Model 3 ：2021年初全新Model 3正式亮相，带来多项升级。中国制造Model 3高性能版百公里加速达3.3秒，续航里程605公里（国标工况法预估）。
Model Y ：中国制造Model Y于2021年1月1日正式登陆中国官网，标准续航版零百加速时间为5.6秒，双电机全轮驱动版为5.0秒，而高性能版则仅需3.7秒，为消费者提供了绝佳的驾驶体验。

【工作在特斯拉】
特斯拉的宏伟使命、互联网基因和创业精神对国内外***科研人才和管理人才极具吸引力。根据国际著名的优信咨询（Universum）调查排名显示，2019年度对美国工科生最具吸引力的企业是马斯克创办的美国太空探索公司Space X，其次是马斯克领导的特斯拉公司，超越了谷歌、波音、苹果、微软、亚马逊等众多优秀公司。
在特斯拉，挑战与包容并存，独特的雇主品牌能够让你能获得快速成长和发展。你可以真正向官僚主义说不，有温度的工作氛围与薪酬福利体系将一直为你护航。“***性原理”的思维方式已融入每位特斯拉人的日常工作中：独立思考，拒绝人云亦云与经验主义；直击要害，回归本源攻克核心课题；效率为先，***化提高资源利用率。

欢迎加入我们，和一群***的人一起，加速世界向可持续能源转变！
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