东莞招聘

The scope of Senior Production Manager will be (but not limited to), production related things of operation management, expense management, talent management , growth and leadership development of the production and quality team .

Generally, below description are roughly generalizing the workload of the Senior Production Manager:

v Oversee the problem of production before it starts :

1.1 Getting involved from the development to commercialization stages to know the history of each style, including related styles construction , pattern , material …

1.2 Analysis the factory’s facility based on the style loading; ensure that the proper facilities (machineries, manpower …) will be applied for production.

v Two key elements are necessary to keep in mind as a Production Manager: On-time Delivery and Good Quality.

· On-time Delivery : to engage the factory to deliver the product to customer on-time

1. Factory capacity: this is one of the factory profile staff regarding the volume of the factory. The orders to this factory should refer to this volume to ensure the on-time delivery. (in case any additional volume is needed , this should communicate to factory to ensure they will fully understand / aware the additional space is available and they can provide a on-time delivery .

2. A Master Production Schedule Report should be a key tool for monitoring the production schedule in factory and a key tool to bridging the communication between factory / buyers( China office and HQ) on the production schedule . This Master Production Schedule Report should include : P.O , RTD , CFM ETD , ETD , material , cutting , stitching , stock fitting , assembling , inspection schedule …

3. Mold Inventory report: this is to monitor the tooling inventory , and also this is a tool for analysis whether the molds are enough for the P.O.s loaded or not.

4. A weekly schedule review meeting between factory and buyer ( China office) should happen to review the weekly production schedule . This will ensure that we are on track on all the P.O.s on hand .

5. A Periodical communication meeting should happen between HQ planning and China Office to update the P.O status : loading status , production status.

6. In case of any P.O pull-forward based on marketing request , this will need to work closely with factory , i.e , getting additional space for this pull-forward , factory to work OT based on the allowable OT frame …

7. In case production delay, this will need to be fully communicated to buyers merchandiser in HQ or in each destination area. An acceptable method will need to be come up after the communication then work out with factory to achieve . Sometimes it will require ship the products with airfreight, this will be counted onto whose responsibility cause this delay.

· Good Quality: to engage the team and factory to achieve the goal of “no customer complaint”. Develop the metric goal for quality sustainability.

1. Good quality starts from the good engineering, so getting involved from the beginning will help with better understanding and control the product.

2. The production quality will start from the raw material quality control.

a. All material must be purchased from the approved vendors and also follow the development vendor ( as per SPEC ) for color and physical property consistency .

b. Physical property test should be randomly performed upon it’s arrival according to buyers physical property standard ; Production Manager need to monitor this with factory QA/QC to ensure the product quality.

c. In case of any marginal material appear ( a little bit lower than physical test standard ) , then the P.M need to identify whether it will effect to the performance of product or not ( like fit , comfort, water-proof , cosmetic … ) If will effect any of these , the material need to be rejected and re-made to compliance with the set production schedule.

d. As for Outdoor product , some material might request cold flex test ( depends on components )

3. A pair of stitched uppers and stockfitted soles would need to be confirmed as production material color confirmation with all the components . This will ensure that all materials putting together match with the Prod CFM shoes .

4. A pilot Run of upper /stockfitting and assembling will be necessary individually. The output can be perform as AQL inspection .

5. After the Pilot Run/AQL inspection approval , then the factory is allowed to move to production .

6. All process should follow the Process Flow Chart .

7. QA projects deployment :

a. Cutting best practice

b. Upper stitching quality control : a pair of stitched uppers should be lasted to see the quality every 3 hours .

c. Metal detection Policy : basically the uppers should go through the metal detectors;

d. Stitching per inch / stitching margin/row distance control

e. Stitching process audit ;

f. Bottom process audit ;

g. Assembling : Back Part Molding , lasting , cementing , sole-laying process audit .

h. Bonding QA :

ü An approved Bonding process Flow Chart must be available before production start ,

ü All chemical being used must follow the bonding process Flow chart ;

ü All condition in line( i.e . temperature , time , pressure) must follow the bonding process flow chart ; this must be measured and recorded periodically .

ü Daily bonding random pick-up test must be performed per line ; If fail , more random test to be pick-up for sure . This apply to both stockfitting and assembling .

ü Engage factory production leader and QC leader to observe the bonding performance in line . This can be reflected from the finishing line QC more or less .

i. Collaborate the test with Gore-tex to ensure the product performance will meet standard .

8. Finished product inspection : each brand has it’s own inspection standard then I will not descript much here .

9. Other QA projects development will be needed based on actual situation : for example , PDCA , daily production walk / audit …

10. In case of any product change happen( either it is because of development call or production call for product consistency ) , this should be communicated to development , HQ planning and merchandiser on the approval and running change timeline .

v Except the delivery and quality, the PM will also need to cover the Production Safety, Environment, efficiency.

EDUCATION and/or EXPERIENCE:

· At least 5 years’ experience working in outdoor footwear industry in a technical capacity (strong understanding of footwear manufacturing – pattern engineering, mold making, grading, material processing, etc).

· IT knowledge

· Preferably holds a degree in a post-secondary discipline (ex. Associate’s degree, B.A, etc).

LANGUAGE SKILLS:

· Ability to read, analyze and interpret general business periodicals, professional journals, technical procedures, or governmental regulations. Ability to write reports and business correspondence. Ability to effectively present information and respond to questions from groups of managers, clients, customers and the general public.

· Fluent in speech and written skills in both Mandarin and English.

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