大庆招聘

Leadership 领导力

Leadership of the SDT领导同步小组

Represent team in a professional manner to the customer and JCI management while demonstrating ownership of the program and its deliverables. Motivate the SDT to meet commitments and hold team accountable.

对同步开发小组的领导能力。有能力代表团队向客户和江森管理层专业地阐述项目所有权和及其交付物。有能力激励同步开发小组完成承诺，鼓励组员富有责任感。

Maintain the SDT Morale and Esprit de Corps 维护团队士气

Facilitate the success of all team members. Resolve conflicts and differences between team members and departments. Clarify roles and responsibilities when necessary to ensure the smooth running of the team. Facilitate and encourage positive relations between departments and team members, and be the role model of that relationship. Provide performance review feedback for SDT members to functional leads. Central communication point for the SDT.

带领同步开发小组，鼓舞团队士气， 增强团队精神，帮助每位成员取得成功。调和团队成员与成员之间以及各部门之间的冲突和差异。明确各成员的角色和职责， 确保团队的运作顺畅。促进并鼓励团队成员之间以及各部门之间保持积极的良好的关系， 并以身作则，树立榜样。把团队成员的工作表现的反馈信息提供给部门领导。成为团队成员信息交流的核心。

Financial Roadmap and Financial Panel 财务路径图

Report program status to Leadership (internal and customer) for risk assessment. Maintain and follow up on financial open issues, internal and external to meet program financial rates. Drives SDT to meet financial commitment through closure of open issues and design to target.

向公司领导层和客户汇报项目状况，进行风险评估。管理并跟踪财务路径图，实现项目的财务承诺。鼓励同步开发小组通过解决开口问题和根据目标设定计划， 完成财务承诺。

Simultaneous Development Team Management 同步开发小组管理

Simultaneous Development Team (SDT) Management同步开发小组管理

Create and manage relevant program documentation including Customer and Supplier Statements of Work, Open Issues List, Timeline, Parts Matrix, Monthly Project Report and Gate Workbook at minimum.

创建并管理相关的项目文件资料， 至少包括客户工作指导书、供应商工作指导书、开口问题清单、项目时间进度、零件矩阵、月度项目报告和门报告。

Understand, Champion and Use Company Systems 理解，支持和运用公司体系

SDT subject matter expert on the Product Launch System (PLUS). Follow the industry best practices including Program Management Body of Knowledge (PMBOK) to ensure world class program management. Utilize available Program Management tools such as risk management, lessons learned, etc. to successfully launch program

理解， 支持， 使用江森的系统，成为SDT团队中产品启动系统的专项专家 。学习行业里的最佳范例，如项目管理知识体系， 保证世界一流的项目管理。利用可用项目管理工具，如风险管理，经验教训，成功投产项目。

Facilitate Quality Program Events 推动质量项目

Program events include Drawing Release, Prototype Build, Customer Deliveries, Verification Sign-Offs, Process Sign Off, Product Part Approval Process, Run at Rate, Start of Production, etc. Audits DV and PV testing results and ensures timing of implementation of corrective action as necessary. Manages the Change Management meeting so that changes are implemented in a timely fashion.

协调项目的重要活动。项目事件包括图纸发布，样件制造，客户产品交付，验证签发， 过程签发， 产品部件审批程序，节拍生产和量产等。审核DV和PV的测试结果，确保必要的纠正措施在要求的时间内完成。组织管理变更会议， 保证变更措施能及时执行。

Monitor and Control Program 监控项目

Monitor and control the execution of work by attending design reviews to verify accuracy of parts matrix and delivery schedule, visit customer locations and assembly plants, review budget status reports, maintain project timeline, personally visit supplier manufacturing locations to conduct Supplier Readiness Reviews (SRR), participate in prototype and internal production builds for Launch Readiness Reviews (LRR). Schedule, facilitate and attend SDT meetings to ensure compliance to the SDT Standard.

参加设计评审，验证零件模型的和交付计划的准确性，拜访客户及装配工厂，检查预算状态报告，控制项目进度，拜访供应商制造工厂进行供应商就绪评审（SRR），参加投产就绪评审（LRR）的原型和试产制造，监控项目工作进度。安排组织和参加SDT会议，确保符合SDT标准。

Launch Metrics and Manufacturing Support启动矩阵 和生产支持

Manufacturing Plant and Launch Manager Support 制造和启动经理支持

Support Manufacturing Team (Launch Manager and the Plant Launch Team) by participating in pre-volume production builds, team meetings, plant based customer reviews, and critical production preparations activities.

支持制造小组（项目经理和工厂投产小组）。例如参与量产前生产制造， 小组会议， 组织客户现场回顾，关键/重大生产准备活动。

Maintain Parts Matrix维护零部件矩阵表

Ensure drawing schedule and parts matrix is managed to support prototype builds and delivery. Drive the appropriate cadence for engineering program meetings to support deliverables completion, on time.

确保图纸发放计划和零部件矩阵表能支持样件的制造和交付。 定期召开工程项目会议确保交付按时完成。

Achieve Launch Metrics 0-0-100-100-30 实现启动矩阵0-0-100-100-30

Manage team to meet 0 recordable injuries, 0 rejected parts per million, 100% delivery on time, 100% of the Capital Appropriation Requests, 30 days after launch.

在投产 SOP之后的30天之内，带领团队实现0安全事故，0缺陷，100%按时交货，100%满足资本拨款申请的财务目标。Program Timing 项目时间

Program Planning in all Regards 项目计划

Scope includes establishing and maintaining timeline, facilitating the Timing Workshop, contract review, maintaining and updating Customer Statement of Work (SOW), Financial review, Supplier Statement of Work (SSOW), review specifications and product requirements of all types. Schedule the standard recurring meetings for the SDT.

从各方面进行项目规划，包括建立和管理项目时间进度， 召开时间进度研讨会; 进行合同回顾，维护和更新客户工作指导书; 财务回顾，供应商工作指导书， 回顾各产品类型的规格规范及产品要求。计划召开组织同步开发小组例会。

Maintain Overall Program Timing 总体维护项目时间

Utilize Timeline to clearly communicate program timing to meet internal and customer dates. Make practical use of program baseline and track progress against the baseline.

利用时间进度表清楚的传达项目时间，满足公司内部和客户对时间的要求。有效利用项目基准， 并根据基准对项目进行跟踪。 Internal and External Customer内部和外部客户

Customer Satisfaction客户满意度

Manage Customer Relationship to ensure successful program execution and full customer satisfaction. Foster effective customer relationship to maintain JCI and personal credibility. Recognized by customer as key contact. Manage team to insure prompt response to customer inquiries.

管理客户关系，保证项目的成功执行和客户的完全满意。建立有效的客户关系， 维护江森和个人的可信度， 成为客户认可的主要联系人。领导团队对客户的要求作出快速的响应。

Project Scope Control 项目范围控制

Utilize clear project scope control tools including Statement of Work (SOW), written responses to scopechange requests and quotes that include product, cost and timing impact to manage JCI interests.

利用清晰的项目范围控制工具来管控JCI的利益，包括工作指导书（SOW），用于范围变更要求的书面回复及能反应产品、成本、和时间影响的报价。

Internal and External Customer Targets内部和外部客户目标

Understand internal and external targets, objectives, and deliverables by working with Management, Customer, and SDT

理解内部和外部目标，并在和管理层，客户和同步开发小组的工作中贯彻

Leadership 领导力

Leadership of the SDT领导同步小组

Represent team in a professional manner to the customer and JCI management while demonstrating ownership of the program and its deliverables. Motivate the SDT to meet commitments and hold team accountable.

对同步开发小组的领导能力。有能力代表团队向客户和江森管理层专业地阐述项目所有权和及其交付物。有能力激励同步开发小组完成承诺，鼓励组员富有责任感。

Maintain the SDT Morale and Esprit de Corps 维护团队士气

Facilitate the success of all team members. Resolve conflicts and differences between team members and departments. Clarify roles and responsibilities when necessary to ensure the smooth running of the team. Facilitate and encourage positive relations between departments and team members, and be the role model of that relationship. Provide performance review feedback for SDT members to functional leads. Central communication point for the SDT.

带领同步开发小组，鼓舞团队士气， 增强团队精神，帮助每位成员取得成功。调和团队成员与成员之间以及各部门之间的冲突和差异。明确各成员的角色和职责， 确保团队的运作顺畅。促进并鼓励团队成员之间以及各部门之间保持积极的良好的关系， 并以身作则，树立榜样。把团队成员的工作表现的反馈信息提供给部门领导。成为团队成员信息交流的核心。

Financial Roadmap and Financial Panel 财务路径图

Report program status to Leadership (internal and customer) for risk assessment. Maintain and follow up on financial open issues, internal and external to meet program financial rates. Drives SDT to meet financial commitment through closure of open issues and design to target.

向公司领导层和客户汇报项目状况，进行风险评估。管理并跟踪财务路径图，实现项目的财务承诺。鼓励同步开发小组通过解决开口问题和根据目标设定计划， 完成财务承诺。

Simultaneous Development Team Management 同步开发小组管理

Simultaneous Development Team (SDT) Management同步开发小组管理

Create and manage relevant program documentation including Customer and Supplier Statements of Work, Open Issues List, Timeline, Parts Matrix, Monthly Project Report and Gate Workbook at minimum.

创建并管理相关的项目文件资料， 至少包括客户工作指导书、供应商工作指导书、开口问题清单、项目时间进度、零件矩阵、月度项目报告和门报告。

Understand, Champion and Use Company Systems 理解，支持和运用公司体系

SDT subject matter expert on the Product Launch System (PLUS). Follow the industry best practices including Program Management Body of Knowledge (PMBOK) to ensure world class program management. Utilize available Program Management tools such as risk management, lessons learned, etc. to successfully launch program

理解， 支持， 使用江森的系统，成为SDT团队中产品启动系统的专项专家 。学习行业里的最佳范例，如项目管理知识体系， 保证世界一流的项目管理。利用可用项目管理工具，如风险管理，经验教训，成功投产项目。

Facilitate Quality Program Events 推动质量项目

Program events include Drawing Release, Prototype Build, Customer Deliveries, Verification Sign-Offs, Process Sign Off, Product Part Approval Process, Run at Rate, Start of Production, etc. Audits DV and PV testing results and ensures timing of implementation of corrective action as necessary. Manages the Change Management meeting so that changes are implemented in a timely fashion.

协调项目的重要活动。项目事件包括图纸发布，样件制造，客户产品交付，验证签发， 过程签发， 产品部件审批程序，节拍生产和量产等。审核DV和PV的测试结果，确保必要的纠正措施在要求的时间内完成。组织管理变更会议， 保证变更措施能及时执行。

监控项目

参加设计评审，验证零件模型的和交付计划的准确性，拜访客户及装配工厂，检查预算状态报告，控制项目进度，拜访供应商制造工厂进行供应商就绪评审（SRR），参加投产就绪评审（LRR）的原型和试产制造，监控项目工作进度。安排组织和参加SDT会议，确保符合SDT标准。

Launch Metrics and Manufacturing Support启动矩阵 和生产支持

Manufacturing Plant and Launch Manager Support 制造和启动经理支持

Support Manufacturing Team (Launch Manager and the Plant Launch Team) by participating in pre-volume production builds, team meetings, plant based customer reviews, and critical production preparations activities.

支持制造小组（项目经理和工厂投产小组）。例如参与量产前生产制造， 小组会议， 组织客户现场回顾，关键/重大生产准备活动。

Maintain Parts Matrix维护零部件矩阵表

Ensure drawing schedule and parts matrix is managed to support prototype builds and delivery. Drive the appropriate cadence for engineering program meetings to support deliverables completion, on time.

确保图纸发放计划和零部件矩阵表能支持样件的制造和交付。 定期召开工程项目会议确保交付按时完成。

Achieve Launch Metrics 0-0-100-100-30 实现启动矩阵0-0-100-100-30

Manage team to meet 0 recordable injuries, 0 rejected parts per million, 100% delivery on time, 100% of the Capital Appropriation Requests, 30 days after launch.

在投产 SOP之后的30天之内，带领团队实现0安全事故，0缺陷，100%按时交货，100%满足资本拨款申请的财务目标。Program Timing 项目时间

Program Planning in all Regards 项目计划

Scope includes establishing and maintaining timeline, facilitating the Timing Workshop, contract review, maintaining and updating Customer Statement of Work (SOW), Financial review, Supplier Statement of Work (SSOW), review specifications and product requirements of all types. Schedule the standard recurring meetings for the SDT.

从各方面进行项目规划，包括建立和管理项目时间进度， 召开时间进度研讨会; 进行合同回顾，维护和更新客户工作指导书; 财务回顾，供应商工作指导书， 回顾各产品类型的规格规范及产品要求。计划召开组织同步开发小组例会。

Maintain Overall Program Timing 总体维护项目时间

Utilize Timeline to clearly communicate program timing to meet internal and customer dates. Make practical use of program baseline and track progress against the baseline.

利用时间进度表清楚的传达项目时间，满足公司内部和客户对时间的要求。有效利用项目基准， 并根据基准对项目进行跟踪。 Internal and External Customer内部和外部客户

Customer Satisfaction客户满意度

Manage Customer Relationship to ensure successful program execution and full customer satisfaction. Foster effective customer relationship to maintain JCI and personal credibility. Recognized by customer as key contact. Manage team to insure prompt response to customer inquiries.

管理客户关系，保证项目的成功执行和客户的完全满意。建立有效的客户关系， 维护江森和个人的可信度， 成为客户认可的主要联系人。领导团队对客户的要求作出快速的响应。

Project Scope Control 项目范围控制

Utilize clear project scope control tools including Statement of Work (SOW), written responses to scopechange requests and quotes that include product, cost and timing impact to manage JCI interests.

利用清晰的项目范围控制工具来管控JCI的利益，包括工作指导书（SOW），用于范围变更要求的书面回复及能反应产品、成本、和时间影响的报价。

Internal and External Customer Targets内部和外部客户目标

Understand internal and external targets, objectives, and deliverables by working with Management, Customer, and SDT

理解内部和外部目标，并在和管理层，客户和同步开发小组的工作中贯彻

5年的在汽车行业的工作经验，至少有过一个项目的投产经验。熟悉汽车设计/投产的过程。懂得项目管理流程和工具的实际应用。

理工科本科毕业

项目管理流程和工具知识

良好的人际和沟通技巧

国际化管理能力（按需），能够适应不同文化并调整沟通技巧，能够在不同文化背景下通过组织体系进行管理。

重庆延锋江森汽车部件系统有限公司（原重庆延锋江森座椅有限公司）是由美国江森自控与上海延锋江森座椅有限公司、重庆博奥实业有限公司于2003年共同投资成立的合资公司，投资总额1500万美元，注册资本750万美元，现有员工2000多人.

我们通过引进国际先进技术及生产设备，采用科学的经营管理方法，不断改进产品质量，为公司客户提供高品质产品，从而提高现有车型及新车型的国产化率，努力为产品开发国际市场，取得了令人满意的经济效益和社会效益。

我们的经营范围：现已形成座椅总成、机械零件、发泡、面套、头枕、顶饰系统的产品开发和制造能力，形成了完整的产品平台和产品体系。
我们的客户：长安福特、沃尔沃、长安铃木、长安、长安标致。
我们的使命： 持续不断地超越客户日益增长的期望。
我们的信念：我们信奉坦诚和进取，无论是我们的客户、员工、股东、供应商还是社会团体，我们都一视同仁，以坦诚、自尊、公正和尊敬的态度对待，并以最高的道德标准来规范企业的经营行为。
我们的价值观：廉正、客户满意、关注员工、改进与创新、安全与环境。
我们的目标：客户满意、科技、成长、市场领先、股东价值。
结合公司的5年规划，未来我们将形成1个中心，2个办事处，14个工厂的规模，除现有工厂外，我们将在大庆，南昌，南京，上海等多地建立工厂及办事处。随着江森自控在华业务的飞速发展，我们诚邀优秀有志之士加盟江森自控的大家庭。我们为欲在全球性企业寻求成功职业生涯的员工提供良好的福利待遇、培训和职业发展机会。我们所寻求的人才应具备开放的思想，正直诚实的品格，强烈的自我学习能力，良好的沟通协调能力和团队合作精神。公司提倡员工树立自我学习、终生学习的意识，并根据工作和个人职业发展的需要，提供平等的多元化的国内外培训机会。我们拥有与国际接轨的先进技术与管理模式，不同的起点，成就不同的高度，慧眼识才，期待您的加盟！