厦门招聘

岗位描述 YOUR TASKS

A Entrepreneurship

1 “Owning” the project by showing commitment to running a successful project and understanding to be

fully responsible for the success of the project. Ensuring that the project’s core team members share this

entrepreneurial mindset

2 Challenging the team and the organization by being vigilant with regards to optimization opportunities in

the fields of project profitability and process efficiency and assigning the responsibility for these

improvements to the relevant stakeholders or act on the opportunities

3 Challenging the technical solution suggestions in terms of profitability by triggering approaches to

identifying opportunities to increase the project's total profitability together with the project team based on

feasible modifications of the technical concept. Closely integrate domains

4 Building and maintaining a customer relationship (incl. "face to the customer" role) in alignment with GS

on a project-specific level by aligning and defining esp. the technical requirements and the timing with

the customer in the form of defined project deliverables. Establishing and maintaining a professional

interaction / communication with the customer and being a main point of contact for the customer

5 Making and driving decisions (incl. balancing and taking risks) by showing the responsibility to fulfill

decision-needs in time, through profound balancing of risks and opportunities with relevant on the effects

on the project

6 Pushing for more (e.g. to exceed profitability targets) by addressing optimization potentials in the fields of

project profitability and process efficiency and proactively executing optimization opportunities in the

project lifetime

7 Thinking out of the box (incl. sharing customer insights with program management) based on

involvement in further development and optimization and in the application of new processes, methods

and tools as well as how to make the customer relationship more valuable. Challenge established

concepts

B Internal and external stakeholder management

1 Managing escalations by enforcing the application of valid escalation concepts throughout the project

lifetime

2 Involving program management pro-actively by providing transparent project status reports. Sharing

background information on decisions already made or to be made in the future

3 Presenting project status taking account of a continuous preparation and interpretation of internal and

external information; monitoring, reporting and forecasting the current status of the project’s main targets

in the dimensions of “Time”, “Cost” and “Quality / Maturity”; integrating the project team’s status reports and assessments

C Leadership

1 Building a team by identifying and motivating individual employees to form a team that stays together,

works together efficiently and achieves the project deliverables

2 Delegating tasks to the multicultural project members, controlling and holding core team members

accountable for the (intermediate) work results of their work packages by identifying tasks to be worked

on by the team members and ensuring that the work results meet the expectations; apply means of

controlling and measurement; provide sufficient feedback to the team members in order to support the

buildup of a continuous improvement mentality

3 Fostering alignment between team members (e.g. application of the same methods across all domains).

Define which valid communication strategies are to be applied by the entire project team members;

ensure application by team members

4 Inspiring and motivating a team by defining and communicating expectations towards the single team

members, paying attention to the needs of the team and recognizing their performance; providing

feedback to support the individuals’ development

D Communication

1 Dealing with existing conflicts and preventing conflicts from coming up in a way that the project’s

deliverables are being achieved in an efficient manner; enabling the team members to focus on their

core tasks

2 Managing intercultural relationships and trustful relationships by creating and adding value from

international project team setups through utilizing the cultural diversity in the project

3 Setting communication standard(s) and rules for the project team and make sure that these standards

and rules are being utilized and respected by the team member

4 Sufficient communication and understanding among multicultural project members based on defining

rules how to communicate in intercultural project setups; take into consideration potential communication

conflicts based on the multicultural background of project team members

E Target and scope management

1 Ensuring that the project targets in the dimensions of "Time", "Cost" and "Quality / Maturity" are being

achieved or overachieved simultaneously or with the priority to selected dimension(s). Be able to focus

on the most relevant deliverables (e.g. Functional Safety requirements). Align with Program

Management and domains

2 Knowing the Hella-standards, processes, methods and tools in the field of project management, and

being able to apply them accordingly through the project lifetime

3 Monitoring and fostering the team to comply with Hella processes, methods and tools in the field of

project-management by ensuring that the team members create transparent work results through the

application of the provided tools, methods and processes in accordance with the valid standards at Hella

4 Planning, tracking and achieving commercial targets (incl. adhering to the commercial baseline), project

maturity / quality targets, timing targets (e.g. critical path) by ensuring that the commercial targets

(project target dimension “Cost”) are being achieved by the project, ensuring that the maturity / quality

targets are being achieved by the project and defining and assigning the work packages and planning

the dates of the overall project milestones using the documented framework procedures for the time-tomarket

process; contributing to and requesting to set-up congruent project plans with regards to

milestones and timing across the project team members. Reflecting on the current overall project status

and integrating these insights into decisions affecting the project (e.g. “critical path”)

5 Pushing and focusing on achieving the deliverables and actively identifying claims potential resulting

from engineering changes. Maintaining a valid status on engineering changes (e.g. change requests)

with regards to their single effects on the project targets in the dimensions of “Time”, “Cost” and “Quality

/ Maturity”

6 Understanding the product and the manufacturing process by knowing the product specifications and

manufacturing process to the extent that they build a basis for profound decisions for the project manager to manage his project. Reflecting on which effects the decisions might have to other

departments (e.g. Operations, Purchasing) within Hella

F Risk management

1 Coordinating the identification and collection of relevant risks and being aware of the relevant potential

internal and external impacts which can occur during the project lifetime Focus on prioritized risks.

Involving the project team as well as the management into the project risk management. Reviewing of

risk analysis with experts within Hella

2 Delegating risk management execution to stakeholders (esp. project’s core team members) to efficiently

deal with the identified risks in order to and maximize the impact and profitability of countermeasures by

utilizing e.g. FMEA methodology

G Tasks only of Project Manager V (ECA Group) Tier 1 Applications

1 Manage the customer interface and communication for one Tier 1 (1 to 1 interface to technical lead

e-actuators at Tier 1)

2 Act as first line of defense for customer escalation and solve technical questions

3 Be accountable for P2R targets of single application projects

4 Coordinate global customer project landscape and solve customer topics

5 Understand customer requirements and trends in depth

6 Identify new business opportunities with Tier 1

7 Identify new technology trends with Tier 1

8 Be accountable for implementation of DtC-Efforts

任职资格 YOUR QUALIFICATIONS

Qualification certificate for college or higher

education

More than 5 years up to 7 years

海拉（厦门）电气有限公司（简称HED）是海拉集团控股的公司，它是2011年8月在厦门注册成立的生产汽车继电器及其它汽车电子控制产品的德资企业。其股东为Hella KGaA Hueck&Co,海拉胡克公司是世界级汽车电子供应商，拥有领先的汽车电子设计，开发及制造技术。

 

HED坐落于厦门火炬高新区同集园集成路1446号厂房***层，其致力于汽车继电器等汽车电器及汽车电子控制产品，主要生产S2,Micro等型号的继电器，广泛地应用在汽车的控制系统、门锁系统、车窗升降、天窗控制、座椅调节、车灯控制、冷却系统、ABS系统，也可用于工程车辆及其他自动化控制设备中。

 

公司主要客户有上海大众，一汽大众，上海通用，现代汽车等整车厂；德尔福汽车线束，汕头YAZAKI等汽车配件一级供应商。

 

Hella(Xiamen) Electronic Device Co., LTD(Abbreviation HED) was co-founded by Hella Group. It registering at Xiamen in August 2011. It produce automotive relays and other automotive electronics control products. Its shareholder is Hella KGaA Hueck& Co. Hella KGaA Hueck& Co. is a wordwide level automotive electronics supplier. It posses leading automotive electronic design, development and manufacturing technology.

HED is located at 1st floor NO.1446, Jicheng RD, Tongji Park, Huoju Gaoxin Dist, Xiamen. HED will produce automotive relays and other automotive electric equipment, automotive electronic control products. It mainly produce S2, Micro and other type of relays. These relays are widely used at automotive control system, lockstitch of door, car window’s up-down, top window’s controlling, chai’s adjustment, car light’s controlling, cooling system, ABS system. And these relays may also be used in engineering car and other automation control equipments.

The company’s main customer is VW Shanghai, VW Yiqi, GM Shanghai, Morden Car and other OEM plant; Delphi automotive’s wire harness, Shantou YAZAKI and other automotive replacement tier 1 supplier.