上海招聘

1. MAIN RESPONSIBILITIES



1.1. Enhance awareness of customer expectations by:



1.1.1.
Maintaining a permanent dialogue with quality staff at
the customer site



1.1.2.
Participating in periodic quality briefing meetings.

1.1.3.
Periodically distributing briefing notes to the Group.



1.2. Eliminate line failures, in cooperation with the Divisions involved



1.2.1. PROCESSING CUSTOMER
FAILURES:



1.2.1.1.
Key point for the
customer: ensure normal flow very quickly.



1.2.1.2.
Key points for the
Divisions: characterize the problem in the QR PDCA,completing 5W2H,
doing first level analysis and send it to concerned branches



1.2.1.3.
Speed-up the sending back
of bad parts and if possible good part(s) to be compared with.



1.2.1.4.
Managing sorting operations
(at Customer and on advanced platforms): put in place the needed
resources, systematically prepare a detailed instruction sheet, follow the
progress of the activity, reporting the time spent for each operation and
sorting results.



1.2.1.5.
PDCA/FTA-LLC: Challenge the logical
thinking of the PDCA analysis sent by the Divisions. If no progress done on
PDCA improvement required, inform levels N+x (Division Functional Managers or
Division Managers) and, if necessary, the Branch Functional Department
concerned (see Appendix 11 for escalation process).



1.2.1.6.
Response time: should the plants or
divisions fail to respond on time required by the Customer / Valeo, inform
levels N+x (Division Functional Managers or Division Managers) and, if
necessary, the Branch Functional Department concerned (see Appendix 11 for
escalation process).








1.2.2. COMMUNICATING WITH
THE CUSTOMER:



1.2.2.1.
React quickly when customers' contacts become
dissatisfied and send information to Valeo sites



1.2.2.2.
Protect the customer by managing sorting operations,
implementing surveys, preventive inspections,



1.2.2.3.
When review of PDCA analysis is requested by the
Customer, present the PDCA/FTA-LLC with Division representatives (ie: APU
manager, plant manager) or on behalf of the Divisions



1.2.2.4.
Serve as the point of access for customer contacts
seeking information or a contact at Valeo.



1.2.2.5.
Provide the Divisions with detailed information about
the customer's organization and operating methods.



1.2.2.6.
Define and communicate to Customer and internally back-up
Valeo contacts when not available (ie.: holidays, business trip)



1.2.2.7.
Support Divisions, communicating to Customer the
issues under Customer responsibility detected on Valeo lines (ie.: damaged
packaging, transportation issues when EXWORK)



1.2.2.8.
Support Divisions in case of language issue with the
Customer






1.3. Assist in start of production for new vehicles and modifications by:



1.3.1.
Identifying and communicating Lessons Learned in
current applications / customer plants that could be applied to new launches



1.3.2.
Alerting on any issue which could impact the launch
(ie: logistics, mis-handling, assembly recommendations not respected)



1.3.3.
Managing index changes for production line batches and
advance stock, in cooperation with the Divisions.



1.3.4.
Stepping up the implementation of Quality improvement
modifications (reminders, follow-up).



1.3.5.
Facilitating communication between contacts at the
Automaker site and the Valeo site during new product testing.


1.4. Help make products easier to assemble and ensure that they are used
properly

法雷奥集团中国由总部管理团队，五轴心管理学校、法雷奥亚洲采购中心组成。通过组织机构调整，今后法雷奥集团将更加注重资源优化、区域化管理，以及本地人才的选拔和培养。

亚洲采购中心：

法雷奥集团的采购重点正在逐步转移到低成本国家，亚洲是一个低成本国家集中的地区，尤其是中国大陆，因此对于法雷奥集团来说，与中国供应商的合作就变得越来越重要。
法雷奥集团于2001年在中国上海成立了法雷奥集团亚洲采购办事处（APO），以支持法雷奥集团欧美工厂在亚洲低成本国家的采购活动。APO的主要任务在于：
·在亚洲根据需要寻找优秀供应商，包括潜在VIP供应商
·专注于生产用零件，模具和设备的采购
·成为法雷奥分公司/工厂在亚洲采购的当地支持部门
·协调法雷奥中国工厂的供应商平台优化以及日常用品采购