上海招聘

• 质量、成本、发货、人员绩效Q，C，D，P Performance
• 确保质量、成本及发货指标是反映顾客期望的Make sure QCD indicators reflect customer expectations
• 同生产经理和其它主管共同定义GAP的质量、成本、发货、人员绩效的指标（针对实际情况进行改善）：PPM，PPH，TRS，缺勤率，事故数，合理化建议……Define, together with the supervisors of the other shifts and the UAP manager, QCDP targets for the GAPs (improvement versus actual situation): ppm, pph, TRS, absenteeism, number of accidents, improvement ideas…
• 主导QRCI Dominate QRCI
• 在当班时间监控工作，在该班次下班时报告真实数据Monitor performance during the shift and report accurate data at the end of the shift
• 为实现结果进行资源管理：根据产量适当配置人员等Manage resources to reach results: adapt headcount to volume, etc
• 如遇问题，反应行动：采取即时围堵政策，通知支持功能部门，建立改正行动计划React in case of a problem: take care of immediate containment, call support functions, build corrective action plans
• 确保产品质量，并有权为了纠正质量问题，及时停线；QRCI Assure product quality and stop line in time to correct quality problem in case of defects occurred;
• 有必要时为班长替岗Replace GAP leader when necessary
• 推进改善行动Drive actions for improvement:
• 了解小组的问题，寻找反馈信息Know team problems, seek feedbacks
• 定义改善措施的范围Define area for performance improvements
• 推进小组工作及解决问题行动，领导问题解决小组及车间（5S，目标管理，TPM，SMED，6个质量基本要素……）Drive teamwork and problem-solving activities, lead Problem Solving Groups and workshops (5S, Hoshin, TPM, SMED, 6 Quality Basics…)
• 推进合理化建议的提议及执行Drive improvement ideas generation and implementation
• 确保班长每天有进行检查标准化工作，确保改善行动在进行Ensure audits of standardized work are conducted by GAP leaders on a daily basis and ensure corrective actions are taking place.
• 每周一次和班长检查是否遵守标准化工作Audit s once a week with each GAP Leader the respect of standardized work
• 目标是将70%的时间用于改善行动Aims to devote 70% of his/her time to improvement actions
• 人员管理People Management
• 在纪律及严格性方面起模范带头作用Leading by example in terms of rigor and discipline:
• 确保日常管理Assure daily management
• 每天与所有小组成员联系沟通，对所有生产线进行近距离管理Daily contact with all team members, close management of the lines
• 对第二天的人员配置进行管理，做每周人员配置计划Manage headcount: plan the day before people allocation for the next day, plan also on a weekly basis
• 指导班长及小组成员如何做好他们的工作角色Coach GAP Leaders and team members in how to perform their role
• 支援并帮助处理问题Support and help to fix problems
• 确保纪律及严格性（工作服，作息时间……）Ensure discipline and rigor (work wear, break times, working hours…)
• 确保遵照安全说明，政策及程序Ensure the respect of safety instructions, policies and procedures
• 小组的发展Development of the team
• 参与员工的挑选及招聘Participate to selection and recruitment of staff
• 确保线上新操作工有正确的入职培训Ensure proper induction of new operators on the line
• 建立培训计划以提高小组的自治力，确保小组成员的培训及指导Build training plan to increase team autonomy; ensure training and coaching of team members
• 管理所有小组成员的年度绩效面谈Manage annual performance interviews for all team members
• 做组员的个人发展计划（在适当的时候由生产经理及人事经理支持和确认）：培训，提升Plan development of the people (validation and support from UAP manager and Human Resources Manager when appropriate): training, job evolution
• 多功能多岗位的确认Validation of polyvalence and polycompetence
• 确保个人成绩的认可：建议提升及加薪；参与决定过程Ensure recognition upon individual performance: propose promotion and merit increase; take part of the decision process
• 确保信息在小组内外的正确传递：与班长的5分钟晨会，例会，关键信息及管理层信息的快速层层传递Ensure proper flow of information to and from the team: top 5 with GAP Leaders, regular information meetings, rapid cascade of critical information and of messages from management
• 建立高昂的团队士气，并形成满足佛吉亚7个价值观的团队氛围Build a high morale team and establish a ambience in line with Faurecia 7 value
• 任务转移Task Transfer
• 主导TPM周会Dominate TPM weekly meeting.
• 制定自己所管理人员培训计划并跟踪实施状态Build training plan of underling and follow their implement schedule.
• 及时将供应商的交付进行接受, 入库, 记录,并对供应商的交付表现进行评定。 In a timely manner will be accepted the supplier's delivery, warehousing, records, and to assess the supplier's delivery performance。
• 在符合PSE的要求下定义和建立仓库布局,按照FAURECIA的要求建立和管理仓库可视化系统。 In accord with the requirement of PSE to define and establish warehouse layout, set up and manage the warehouse according to the requirements of FAURECIA visualization system
• 建立和维护物料和成品的先进先出系统,保证物料的准确性及可靠性。Establish and maintain materials and finished products first in first out system， ensure the accuracy and reliability of the material.
• 主导QRQC。Presided over the QRQC
• 管理和指导物料员按照生产节拍保证对生产线的物料供应, 并控制线边库存在最低范围。 Management and guidance materials member to ensure the supply of materials to production line, according to the beat of the production and control line side inventory in minimum range.
• 管理和维护物流包装, 合理利用及时回收和退返供应商的包装。 Maintain and manage logistics packaging, rational utilization of recovery and return to suppliers of packaging in a timely manner.

密切关注生产计划，及时调整成品容器的供应。Pay close attention to the production plan, adjust the supply of finished product containers.

佛吉亚集团是全球领先的汽车零部件供应商，总部设在欧洲法国，主要产品包括内饰、门板、座椅系统、隔音系统、前端模块和排气系统六大模块。公司在全球34个国家拥有320个生产基地和分支机构，有近94000名员工。为支持集团在亚洲市场的持续发展，并遵循与客户同步发展的一贯方针，佛吉亚在中国投资了33家工厂，有近8000名员工。
佛吉亚（无锡）座椅部件有限公司于2003年12月16日成立，公司总投资2500多万欧元，为佛吉亚集团的亚太生产基地，生产座椅机械调节装置，为遍及全球的客户服务。
作为一个全球化的集团，公司拥有多元的文化以及与国际化的发展需要所匹配的管理体系。公司讲求团队合作精神，欢迎具有开放思维的, 较强适应能力的, 负有责任感的，乐于在不同的工作模式中工作，乐于不断挑战自我的各类人才，以提高公司的产品质量，生产力，供货能力和客户满意度。同时依托公司国际化的背景，员工将有机会接受海外培训，参与各种形式的国际合作项目，接触各种先进技术，以提高员工个人的竞争力和实现其个人的职业发展计划。
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