长沙招聘

Report chain

Hierarchal report to Director of Industrialization

1) Directly for main programs

2) Indirectly through site mgr for smaller programs and/or where geographical location makes reporting to site mgr natural

Functional report chain to Program Manager on assigned programs

Role

Lead the Design, Implementation and Qualification of the

Manufacturing process, Production Test and Supply Chain for 3 phase products to meet targets on quality, manufacturability, cost & schedule

Mission

From Schneider OCP portal “Guiding Principles of Industrialization”:

The Industrialization Activity is positioned on two main competencies to respond to the objectives on quality, delivery times, costs and civil society.

Competency 1: Industrial project management

Target activities to be mastered are:

n To contribute to the OCP from anticipation by:

- orienting choices in Product and Industrial Process structure

- selecting production technologies

- reviewing Marketing information and providing manufacturing impact analysis

- suggesting industrial scenarios

n To manage the industrial part of the project by focusing on controlling risks, achieving target costs and maintaining project schedule

n To incorporate the other Activities (functions) and to be an outstanding participant (player) in concurrent Engineering

n To function as a liaison between all industrial players concerned in multi-site projects.

n To reach agreement with the manufacturing site on the manufacturing plan and implement according to the plan

n To provide continued support in the deployment of processes after transfer to manufacturing

n To report on deviations from project objectives after production release (product cost, capacity…)

Competency 2: Technical skills

Target activities to be mastered are:

n To design the process architectures, the line architectures and the standardized resources (machines, workstations, tools…) in accordance with the directives and recommendations in the Schneider Production System (SPS) incorporating the concepts in “Lean Manufacturing”

n To apply the best industrialization practices structured by its future Information System (CAPE)*

n To specify, define and justify the industrial processes and to have them qualified at the level agreed for industrial performance (quality, cost, ergonomic and capacity) before transferring into production

n To take into account the industrial requirements as far upstream as possible to ensure the product’s and/or parts’ “manufacturability” and “testability”, to guarantee the process “simplicity” (DFM/A)

n To draw up the manufacturing plan together with Production (industrial dossier)

n To use a common set of rules, assumptions and data relevant to the sites, to calculate the project costs of the product

n To validate new technologies and processes before the stage gate to “DO” the project

n To serve as Technology Watchers to identify and incorporate the latest innovations to maintain our core technologies on the leading edge

*=currently not used in ITB

Project Role

The IPL is following the PMP and is accountable for deliverables marked “Industrialization”. See appendix for details of Industrial deliverables

The IPL may delegate the fulfillment of these Industrial deliverables to a team of process engineers and Test Engineering project leaders depending on scope of the tasks and agreement with resource manager(s). If not delegated, the IPL is also responsible for these tasks.

The IPL is also accountable for fulfilling following tasks in PMP

· Downstream Supply Chain

· Manufacturing

These tasks are however delegated to project leaders from that area and the IPL DO NOT act as responsible for these deliverables.

IPL is collaborating in the program manager’s tasks on project schedule, stage gate meetings, workshops, product evaluations, progress reports etc etc.

IPL needs to be kept Informed regularly about other departments plans and progress through multidisciplinary meetings or other process agreed with the program manager

Planning and progress reporting

The IPLs tasks are planned and monitored in different levels:

· An Overall Plan containing main tasks with dependencies outlined both internally and externally. This is typical carried out with a resolution of tasks not less than 2 wks and linked with the overall program plan. The media is PXnext, MSproject or similar based on program decision. Follow up is reported in same media upon request from Program Manager

· A Risk Register outlining the corresponding risks to the overall plan with respect to Industrialization, Supply Chain and Manufacturing

· A Detailed Plan for activities in a “sprint”. This is typical with a maximum duration of 4wks and planning is done with the team executing the tasks. Follow up is done on “scrum meetings” or regular interaction (at least biweekly) following the SIM process.

· KPIs showing progress on actual tasks assigned. These are in the beginning of a program mainly related to PMP deliverables where they later are focused around physical deliverables. Selection of relevant KPIs is done together with Dir Industrialization and Program Manager. KPI’s are “facts based” and should monitor actual progress/planned progress in an easy format.

· The functions Factory, DSC is responsible to deliver schedule, risk register and KPIs to IPL on their tasks

Stake holders and Escalation

The IPL works for 3 main stakeholders

· Program Manager of assigned program

· Director of Industrialization (n+1)

· VP of Mfg Technology (n+2)

The IPL should report progress (Overall Plan, Risks and KPI) to stakeholders like this

· Dir. Industrialization – Mandatory with agreed intervals

· Program Manager – Mandatory with agreed intervals

· VP of Mfg Technology upon request

The IPL is mandated to escalate any observation, project incident or reasonable suspicion regarding slippage in

· Quality

· Schedule

· Staffing

To “stakeholders” immediately and without hesitation

Value add of stakeholders

Program Managers bring value to the IPL on following topics

· Ensure links between Industrial and other functions are created and monitored

· Facilitate the cooperation inside the project group and make sure there is a balanced approach between teams

· Helps determine corrective actions on schedule, report deviations to steering committee

Dir of Industrialization

· Coach the IPL on PMP tasks, Planning and KPI.

· Help balance workload among Industrial team to mitigate risks

· Support IPL in daily discussions/decisions where second opinions are needed

· Escalation “filter” for minor observations per above

· “Work quality approver” on deliverables to ensure sufficient technical content is reached in the IPL’s work

VP of Mfg Technology

· Represents Industrial in Project Steering Committee

· Help resource balancing outside LOB Industrial group across corporate and other sites

· Final approver of “work quality” on deliverables

Educational background

Engineering degree in Manufacturing Technology, Electrical Engineering or similar. Bachelor or Master degree

Success criteria

· Overall plan and Risk Register is established and maintained with program plan

· KPIs are established and maintained

· PMP deliverables are filled to the decided quality level

· Regular status is reported to stake holders

· Escalation process is used when deviations are observed

在施耐德电气，我们相信，获取能源并利用数字技术是人们的基本权力, 我们助力所有人以更少的资源创造更多的价值, 并确保每一个人，在任何时间，任何地点都能尽享Life Is On。
我们提供能源与自动化数字解决方案，以实现高效和可持续。我们将世界领先的能源技术、自动化技术、软件及服务融合于整体解决方案之中，服务于家居、楼宇、数据中心、基础设施和工业市场。
我们致力于打造有意义、包容和赋能的企业价值观，我们承诺让这个开放的，全球化的，创新的生态圈释放无限可能。
创造平等机会是施耐德电气可持续发展战略的重要组织部分之一，它旨在认同所有员工得到独特的重视，不同性别、国籍、文化、代际的员工都能在包容的环境中发展并做出自己的***贡献。其中，性别平等尤为相关且重要。性别平等不是偏爱***或者关注某些个体，更重要的是建立促进男女平等的制度和文化认知，培育适合***的土壤，创造更大的空间，同时给予养分促进发展。