宜昌招聘

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。

Ensure Appropriate Program Staffing确保项目的人员安排

Establishing assignments and workload. Verify that all team members have sufficient training and skill level for assigned tasks. Work with MD/GM and functional managers to ensure that proper staffing is maintained.

通过合理分配任务和恰当安排工作量，确保团队最合适的人员安排。确认所有的团队成员接受了足够的培训，达到了完成指派任务的技能级别要求。同项目总监和部门经理合作，努力把合适的成员留在团队中。

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 financial hurdle 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领导层汇报项目状况，进行风险评估。管理并汇报财务路径图，实现公司的财务承诺。维护跟踪公司内外的财务开口问题，实现财务的最低预期汇报率。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, and earned value, 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，挣值分析等，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。

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, and earned value, 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，挣值分析等，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。

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 and obtain approval of 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，并获得批准。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 scope

change 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，并在于管理层，客户和同步开发小组的工作中贯彻

Continuous Improvement 持续改进

Improves Program competitiveness and customer satisfaction by driving continuous improvement activities and inspiring innovations of ingenious products, services, solutions and processes

通过推动持续改进活动和鼓励创新产品、服务、解决方案和流程，提高项目部门的竞争力和客户满意度

People Development人员发展

Shares experience and knowledge with junior team members

向团队内较资浅成员分享经验和知识

Assists manager in leading and developing the team

协助经理领导和发展团队

Supports employee development by offering proper training, coaching and job rotation opportunities; ensures that Performance Review, Succession Planning and other HR programs are implemented (Applicable when have direct reports)

通过提供适当的培训，辅导和轮岗机会支持员工发展; 确保绩效评估，接任人计划和其他人事部门的项目的实施 （当有直接下属时适用）

General通用职责

Integrity 诚信正直:

Behaves with unquestioned Integrity and in accordance with company's ethics policy; treats others with dignity and respect

诚信行事，遵守公司的道德规范；友好待人，尊重同事

HSEE 健康、安全和环境:

Follows all Health, Safety and Environmental requirements that are defined on work instructions or communicated in trainings

遵守工作说明中明确的或培训中传达的所有健康、安全和环境要求

BOS 业务运作体系:

Applies, executes and maintains function related BOS requirements

应用、实施和保持本职能相关的BOS要求

Sustainability 可持续性:

Demonstrates commitment in company’s sustainability initiatives, such as Blue Sky projects and greenhouse concepts

承诺参与公司的可持续性项目，如蓝天计划和温室气体概念推广

Employee Engagement 员工参与:

Embraces and supports a culture of Employee Engagement

支持和奉行员工参与的文化

关于江森自控
在江森自控，我们致力于改善人们的生活、工作、学习和娱乐环境。江森自控致力于可持续发展，公司承诺在2040年前实现净零碳排放。作为智慧、健康和可持续建筑的全球领导者，我们凭借超过135年的创新经验，运用全面的数字化解决方案OpenBlue及建筑科技领域完整的产品和解决方案组合，为医疗、教育、数据中心、机场、体育场和生产制造等众多领域实现可持续发展的蓝图。江森自控在全球150多个国家拥有100,000名专业员工，旗下拥有多个业内值得信赖的品牌。
亚太区概况
通过广泛的业务网络和足迹，江森自控致力于为该地区的客户提供全方位的卓越服务:
29家制造工厂
10处研发基地
260多个分支机构
28000多名员工
*以上数据包含江森自控和江森自控日立空调
公司在中国拥有：
9000多名员工
9家制造工厂
3处研发基地
40多个办事处
100多个销售支持点
我们的价值观
诚信为先
我们承诺诚实和透明。我们坚持***诚信标准并信守我们做出的承诺。
客户至上
客户成功，我们才能成功。长期战略合作关系带来的独特洞见和实力，让我们能够创造卓越的客户体验与解决方案。
使命为本
我们坚信利成于益，勇于承担：通过我们提供的解决方案、我们对社会的奉献、我们开展业务的方式以及我们对保护人民和环境的承诺让世界变得更加美好。
着眼未来
我们的创新和持续改进文化激励我们在解决当今挑战的同时，不断思考“接下来会发生什么”。
同一个团队
我们是同一个团队，致力于团结协作，创造高效适用的解决方案，推动世界进步。