职能类别:生产主管
主要工作职责及任务Main Responsibilities & Tasks
1. 人员管理和发展People Management and Development
1) 与GAP成员交流（巡视现场，倾听，解释，反应……）Communicates with GAP Members (shop floor tour, listens, explains, reacts…)
2) 正式管理面谈：返岗面谈，惩戒面谈，个人面谈Formal management interviews: Return to work (RTW), disciplinary, individual review.
主管进行所有的返岗面谈及***级的惩戒面谈（所谓***级的惩戒，需要根据公司内部程序定义）。每年和每个操作工进行年度面谈，并把所有区域的面谈结果作为主管培训计划的输入
The Supervisor holds all RTW interviews and 1st stage disciplinary
3) 事故分析及安全风险管理 Accident Analysis & Safety risk Management
在UAP级和工厂级的支持功能适当的支持下，主管主导区域内所有事故调查（所有级别：FR0,1,2t)。依据工伤的更本原因，制定和实施行动。主管分析审核结果，并积极的采取行动预防本区域内的风Supervisors lead all accident investigations (FR0,1,2t) for their area with appropriate support from UAP
4) 任务转移（多技能）Task transfer
主管主导任务移交过程，UAP，支持功能经理确认生效Supervisor leads Task Transfer process, and UAP/S. Function Managers validate.
5) 培训计划程序Training Plan Process
每个主管制定他们区域的培训计划，计划覆盖所有GAP成员。此计划与工厂的培训计划程序和UAP经理的指导意见保持一致。切要对区域内的关键事项有针对性：标准化工作，任务转移和FES改进
Each Supervisor builds their Training Plan in line with the Plant Training Plan Process and their UAP Guideline- it includes training for all GAP members.
6) 指导GAP班长角色（标准化工作，晨会，安全/5S，7个质量基本要素）Coach GAP Leader role (SW, TOP 5, Safety/5S, 7 Quality Basics)
主管主动和定期的观察班长和使用日工作表。并对GAP班长进行指导—特别是现阶段的关键绩效。主管要求支持功能帮助他们完成对GAP班长的辅导The Supervisor actively and regularly uses observation and the GL Routine to help in the observation for GAP Leaders – especially for the current KPI. The supervisor asks support function help to train the GAP Leader.
7) 参与员工的挑选及招聘Participate to selection and recruitment of staff
2. 生产管理（保证QCDP的实现）Production Management （Secure QCDP）
1) 主导开班（与上/下个班交接，晨会）Pilot start of shift ( TOP 5, link with previous/next shifts...) including actions
主管与前一班的主管交流，并准备和管辖班长需在晨会上讨论的事宜。并在此时，回顾所有行动计划，以保证QCDP的目标的实现The Supervisor communicates with the previous shift Supervisor and plans the TOP5 issues with the GAP Leader in charge. Meanwhile, review all the action plans to ensure the QCDP target’s achievement
2) GAP的可视化管理Visual Management in the GAP
主管设定所有GAP的可视化管理工具，GAP成员保证相关性。GAP班长（或其他GAP成员）理解可视化工具的目的，且能够独立的更新所有可视化管理工具The Supervisor sets, and ensures the adherence by the GAP, to all their visual management tools. The GL (or other GAP member) understands purpose for visual management tools and have ability to update all visual management tools independently.
3) 指导GAP班长跟踪质量（7个质量基本要素）Coaches GAP Leaders Quality follow-up (7 Quality basics)
主管指导班长跟踪所有质量问题，尤其是自检改善，并在需要时提供直接的支持。主管也要保证支持功能按照需要进行跟踪。The Supervisor coaches the GL on follow-up of all quality issues, especially the self inspection improvement - and support when necessary. The supervisor also ensure support function will follow – up the process when necessary.
4) 跟踪当班生产进度（生产产量板，GAP）——为实现目标采取行动Production follow-up (parts board, GAP) during shift - takes action to hit target
主管保证实现每小时生产产量的目标，系统的跟踪生产和生产产量看板（***是以每个自然小时为单位）。保证班长采取必要行动，并保证行动的有效性Supervisor ensures accurate hourly targets and follows up production and Production Volume Dashboard. Supervisor ensures GL take necessary action and ensure the efficiency.
5) 负责每日QCDP结果—每日向UAP汇报结果和采取行动Accountable for daily QCDP results - reports results/actions daily to UAP主管与UAP经理每天碰面（如果是晚班主管，需传递信息），回顾QCDP结果（在UAP晨会上）。每周与UAP经理回顾主管绩效展板，确保QCDP指标的实现性Supervisor daily contact through UAP TOP5 as above, but also focuses on performance KANBAN to ensure the achievement for QCDP target.
6) 协调支持功能（维修，HSE，质量等），保证GAP能快速解决问题 Liaise with support functions (Maintenance, HSE, Q,) & their GAPs to quickly solve problems主管确保GAP班长与支持功能共同制定反应规则，并保证GAP班长能够运用这些规则（维修，HSE，质量等）；在反应行动中，主管扮演好自己的角色，保证通过改善行动减少问题的重复出现Supervisor ensures GAP Leader and support function set up the reaction rules and ensure GAP Leader can use these reaction rules (Maintenance, HSE, Quality, etc).
7) 班后总结当日绩效（NRFT，退回，问题），并达成行动计划Debrief daily performance at end of shift (NRFT, Reject, problems) & agree actions. 主管告知（UAP经理或下个班的主管）当班结果和特殊问题以及所采取的相应行动，特别是和下一个班的主管，就下一个班需要采取的行动，达成一致Supervisor informs (UAP manager/Next shift Supervisor) of his shifts result, special problems and related action. Supervisor and next shift supervisor come to same result about the actions will take next shift.
8) 与维修人员,制造工程师通过周会来推行TPM. Drive TPM weekly meeting (with Maintenance, ME, ...).
3. 生产管理改善(改进QCDP) Production Management Improvement(Improve QCDP)
1) 有意义的绩效测量，体现改进机会（GAP或生产线的指标）Performance measures meaningful; show improvement opportunity (GAP/lines indicators)主管保证每个GAP有每日的指标和有意义的目标（与客户期望相关的，改进GAP和主管绩效展板），GAP每天跟踪，作为改进的基础。Supervisor ensures each GAP has daily indicators with meaningful objectives (considering customer expectation and improvement of GAP and Supervisor performance dashboard). GAP daily track the result and make it base of improvement.
2) 自主的主导QRQC实现改进绩效Pilot QRQC autonomously to improve performance主管保证班长使用QRQC，在问题发生时，立即反应 - 原则上是缺陷停线。主管保证QRQC可以有效的建立牵制措施并消除根本原因 The Supervisor ensures the GL uses QRQC to react as soon as any problem arises - stop at defect principle. Supervisor ensures QRQC efficiently set up the actions and avoid the rude cause.
3) 识别无效，浪费，包括变差（循环时间表），进行改善活动Identifies non-efficiency, waste, including variability (Cycle time diagram) and launches improvement activities
主管利用主管绩效展板，每周分析指标，确定改善活动（从变差，浪费等）。与其他班的主管和支持功能一起定义改善活动的优先行动。The Supervisor makes a weekly, analysis of indicators and set up the improvement actions (variability, waste, etc). Supervisor defines the priority of actions with supervisors in other shift and support functions.
4) 组织和主导改善活动。让GAP参与（班长，GAP成员/使用月会）Organises & leads improvement activities. GAPs involved (GLs, GAP Members / monthly meeting)根据年度QCDP目标，主管定义、组织和主导改善活动。至少一个GAP成员参与，如有必要，支持功能参与（只是作为专家参与，提供专业意见，不是领导）Based on annual QCDP targets, improvement activities are defined, organized and lead by Supervisor. At least one member of GAP, and if necessary, support function (act as expert but not leader) join the monthly meeting.
5) 审核和跟踪合理化建议——保证在最后期限前完成Validate and follow-up Improvement Ideas - ensures no deadlines missed主管每日跟踪合理化建议。5天内给予答复，组织合理化建议实施所需的资源（3个月内实施完成，***在GAP内实施）。指导GAP班长收集和认可合理化建议Supervisor follows up Improvement Ideas daily. Provides an answer within 5 days, & organize resource (Implement within 3 months, within GAP). Coach GAP Leaders to collect and recognize Improvement Ideas.
6) 向UAP经理汇报结果和改善的行动计划Present results and Improvement Action plans to UAP manager
主管看板回顾（***每周）是回顾改善活动的机会。通过UAP经理的指导，讨论绩效的影响，决定正确的行动The Supervisor Dashboard Review (ideally weekly) is the opportunity to review the Improvement actions. Their impact on performance and decide correct actions with direction of UAP Manager.
4. 附加和其它工作任务Other and Specific Missions
1) 遵守健康安全环境规定Ensure full respect of HSE rules and regulations
2) 和HSE合作实施HSE培训Cooperate with HSE coordinator to implement HSE training
3) 部门经理交给的其他临时工作Others temporary job given by Dept. Manager
5. 确保工作行为充分尊重了集团的道德规范和管理规范、公司的规章制度、价值观及员工手册等
Ensure full respect of Code of ethics & Code of management＼ Rules and Regulations ＼Values＼Employee handbook of the company
岗位任职资格Position Qualification
性别Gender 不限 *** / *** 年龄Age 25-40 语言水平Language Skill
学历Diploma / Degree 本科 Bachelor 专业Major 机械工程 Mechanical Engineering
技能和知识 Skills & Knowhow
1. Excel/word等办公软件的使用 Use Excel, Word.. Officer software
2. 英文听说读写能力 English: listening, reading, spoken and written
3. ERP系统的使用 ERP system use
4. 精益生产原理和结构内容 Lean Manufacturing Principle and Structure Content
5. 生产企业人员管理能力 HR Management Skill of Workshop employee in Manufacturing Company
6. 编制下属的岗位说明Define JD for team member
7. 现场标准化作业实施 Deploy Standardize Work in shopfloor
8. 组织和实施培训的能力Organize and manage Training Plan
其它 Others
1. 行为符合6个价值观 Performance in line with Faurecia 6 Values
2. 2年管理岗位经验2 years management level position
主要工作职责及任务Main Responsibilities & Tasks
1. 人员管理和发展People Management and Development
1) 与GAP成员交流（巡视现场，倾听，解释，反应……）Communicates with GAP Members (shop floor tour, listens, explains, reacts…)
2) 正式管理面谈：返岗面谈，惩戒面谈，个人面谈Formal management interviews: Return to work (RTW), disciplinary, individual review.
主管进行所有的返岗面谈及***级的惩戒面谈（所谓***级的惩戒，需要根据公司内部程序定义）。每年和每个操作工进行年度面谈，并把所有区域的面谈结果作为主管培训计划的输入
The Supervisor holds all RTW interviews and 1st stage disciplinary
3) 事故分析及安全风险管理 Accident Analysis & Safety risk Management
在UAP级和工厂级的支持功能适当的支持下，主管主导区域内所有事故调查（所有级别：FR0,1,2t)。依据工伤的更本原因，制定和实施行动。主管分析审核结果，并积极的采取行动预防本区域内的风Supervisors lead all accident investigations (FR0,1,2t) for their area with appropriate support from UAP
4) 任务转移（多技能）Task transfer
主管主导任务移交过程，UAP，支持功能经理确认生效Supervisor leads Task Transfer process, and UAP/S. Function Managers validate.
5) 培训计划程序Training Plan Process
每个主管制定他们区域的培训计划，计划覆盖所有GAP成员。此计划与工厂的培训计划程序和UAP经理的指导意见保持一致。切要对区域内的关键事项有针对性：标准化工作，任务转移和FES改进
Each Supervisor builds their Training Plan in line with the Plant Training Plan Process and their UAP Guideline- it includes training for all GAP members.
6) 指导GAP班长角色（标准化工作，晨会，安全/5S，7个质量基本要素）Coach GAP Leader role (SW, TOP 5, Safety/5S, 7 Quality Basics)
主管主动和定期的观察班长和使用日工作表。并对GAP班长进行指导—特别是现阶段的关键绩效。主管要求支持功能帮助他们完成对GAP班长的辅导The Supervisor actively and regularly uses observation and the GL Routine to help in the observation for GAP Leaders – especially for the current KPI. The supervisor asks support function help to train the GAP Leader.
7) 参与员工的挑选及招聘Participate to selection and recruitment of staff
2. 生产管理（保证QCDP的实现）Production Management （Secure QCDP）
1) 主导开班（与上/下个班交接，晨会）Pilot start of shift ( TOP 5, link with previous/next shifts...) including actions
主管与前一班的主管交流，并准备和管辖班长需在晨会上讨论的事宜。并在此时，回顾所有行动计划，以保证QCDP的目标的实现The Supervisor communicates with the previous shift Supervisor and plans the TOP5 issues with the GAP Leader in charge. Meanwhile, review all the action plans to ensure the QCDP target’s achievement
2) GAP的可视化管理Visual Management in the GAP
主管设定所有GAP的可视化管理工具，GAP成员保证相关性。GAP班长（或其他GAP成员）理解可视化工具的目的，且能够独立的更新所有可视化管理工具The Supervisor sets, and ensures the adherence by the GAP, to all their visual management tools. The GL (or other GAP member) understands purpose for visual management tools and have ability to update all visual management tools independently.
3) 指导GAP班长跟踪质量（7个质量基本要素）Coaches GAP Leaders Quality follow-up (7 Quality basics)
主管指导班长跟踪所有质量问题，尤其是自检改善，并在需要时提供直接的支持。主管也要保证支持功能按照需要进行跟踪。The Supervisor coaches the GL on follow-up of all quality issues, especially the self inspection improvement - and support when necessary. The supervisor also ensure support function will follow – up the process when necessary.
4) 跟踪当班生产进度（生产产量板，GAP）——为实现目标采取行动Production follow-up (parts board, GAP) during shift - takes action to hit target
主管保证实现每小时生产产量的目标，系统的跟踪生产和生产产量看板（***是以每个自然小时为单位）。保证班长采取必要行动，并保证行动的有效性Supervisor ensures accurate hourly targets and follows up production and Production Volume Dashboard. Supervisor ensures GL take necessary action and ensure the efficiency.
5) 负责每日QCDP结果—每日向UAP汇报结果和采取行动Accountable for daily QCDP results - reports results/actions daily to UAP主管与UAP经理每天碰面（如果是晚班主管，需传递信息），回顾QCDP结果（在UAP晨会上）。每周与UAP经理回顾主管绩效展板，确保QCDP指标的实现性Supervisor daily contact through UAP TOP5 as above, but also focuses on performance KANBAN to ensure the achievement for QCDP target.
6) 协调支持功能（维修，HSE，质量等），保证GAP能快速解决问题 Liaise with support functions (Maintenance, HSE, Q,) & their GAPs to quickly solve problems主管确保GAP班长与支持功能共同制定反应规则，并保证GAP班长能够运用这些规则（维修，HSE，质量等）；在反应行动中，主管扮演好自己的角色，保证通过改善行动减少问题的重复出现Supervisor ensures GAP Leader and support function set up the reaction rules and ensure GAP Leader can use these reaction rules (Maintenance, HSE, Quality, etc).
7) 班后总结当日绩效（NRFT，退回，问题），并达成行动计划Debrief daily performance at end of shift (NRFT, Reject, problems) & agree actions. 主管告知（UAP经理或下个班的主管）当班结果和特殊问题以及所采取的相应行动，特别是和下一个班的主管，就下一个班需要采取的行动，达成一致Supervisor informs (UAP manager/Next shift Supervisor) of his shifts result, special problems and related action. Supervisor and next shift supervisor come to same result about the actions will take next shift.
8) 与维修人员,制造工程师通过周会来推行TPM. Drive TPM weekly meeting (with Maintenance, ME, ...).
3. 生产管理改善(改进QCDP) Production Management Improvement(Improve QCDP)
1) 有意义的绩效测量，体现改进机会（GAP或生产线的指标）Performance measures meaningful; show improvement opportunity (GAP/lines indicators)主管保证每个GAP有每日的指标和有意义的目标（与客户期望相关的，改进GAP和主管绩效展板），GAP每天跟踪，作为改进的基础。Supervisor ensures each GAP has daily indicators with meaningful objectives (considering customer expectation and improvement of GAP and Supervisor performance dashboard). GAP daily track the result and make it base of improvement.
2) 自主的主导QRQC实现改进绩效Pilot QRQC autonomously to improve performance主管保证班长使用QRQC，在问题发生时，立即反应 - 原则上是缺陷停线。主管保证QRQC可以有效的建立牵制措施并消除根本原因 The Supervisor ensures the GL uses QRQC to react as soon as any problem arises - stop at defect principle. Supervisor ensures QRQC efficiently set up the actions and avoid the rude cause.
3) 识别无效，浪费，包括变差（循环时间表），进行改善活动Identifies non-efficiency, waste, including variability (Cycle time diagram) and launches improvement activities
主管利用主管绩效展板，每周分析指标，确定改善活动（从变差，浪费等）。与其他班的主管和支持功能一起定义改善活动的优先行动。The Supervisor makes a weekly, analysis of indicators and set up the improvement actions (variability, waste, etc). Supervisor defines the priority of actions with supervisors in other shift and support functions.
4) 组织和主导改善活动。让GAP参与（班长，GAP成员/使用月会）Organises & leads improvement activities. GAPs involved (GLs, GAP Members / monthly meeting)根据年度QCDP目标，主管定义、组织和主导改善活动。至少一个GAP成员参与，如有必要，支持功能参与（只是作为专家参与，提供专业意见，不是领导）Based on annual QCDP targets, improvement activities are defined, organized and lead by Supervisor. At least one member of GAP, and if necessary, support function (act as expert but not leader) join the monthly meeting.
5) 审核和跟踪合理化建议——保证在最后期限前完成Validate and follow-up Improvement Ideas - ensures no deadlines missed主管每日跟踪合理化建议。5天内给予答复，组织合理化建议实施所需的资源（3个月内实施完成，***在GAP内实施）。指导GAP班长收集和认可合理化建议Supervisor follows up Improvement Ideas daily. Provides an answer within 5 days, & organize resource (Implement within 3 months, within GAP). Coach GAP Leaders to collect and recognize Improvement Ideas.
6) 向UAP经理汇报结果和改善的行动计划Present results and Improvement Action plans to UAP manager
主管看板回顾（***每周）是回顾改善活动的机会。通过UAP经理的指导，讨论绩效的影响，决定正确的行动The Supervisor Dashboard Review (ideally weekly) is the opportunity to review the Improvement actions. Their impact on performance and decide correct actions with direction of UAP Manager.
4. 附加和其它工作任务Other and Specific Missions
1) 遵守健康安全环境规定Ensure full respect of HSE rules and regulations
2) 和HSE合作实施HSE培训Cooperate with HSE coordinator to implement HSE training
3) 部门经理交给的其他临时工作Others temporary job given by Dept. Manager
5. 确保工作行为充分尊重了集团的道德规范和管理规范、公司的规章制度、价值观及员工手册等
Ensure full respect of Code of ethics & Code of management＼ Rules and Regulations ＼Values＼Employee handbook of the company
岗位任职资格Position Qualification
性别Gender 不限 *** / *** 年龄Age 25-40 语言水平Language Skill
学历Diploma / Degree 本科 Bachelor 专业Major 机械工程 Mechanical Engineering
技能和知识 Skills & Knowhow
1. Excel/word等办公软件的使用 Use Excel, Word.. Officer software
2. 英文听说读写能力 English: listening, reading, spoken and written
3. ERP系统的使用 ERP system use
4. 精益生产原理和结构内容 Lean Manufacturing Principle and Structure Content
5. 生产企业人员管理能力 HR Management Skill of Workshop employee in Manufacturing Company
6. 编制下属的岗位说明Define JD for team member
7. 现场标准化作业实施 Deploy Standardize Work in shopfloor
8. 组织和实施培训的能力Organize and manage Training Plan
其它 Others
1. 行为符合6个价值观 Performance in line with Faurecia 6 Values
2. 2年管理岗位经验2 years management level position
公司名称:佛吉亚（中国）投资有限公司
公司类型:外资（欧美）
公司介绍:与你一起，迈向未来出行
2022年1月31日，佛吉亚成功完成对海拉公司控股权的收购。2022年2月7日，佛吉亚宣布合并海拉后新集团命名为FORVIA佛瑞亚，成为全球第七大汽车技术供应商。FORVIA佛瑞亚代表着行动和所需的敏捷性，以及新集团为推动道路出行方式转型而拥有的承诺、信心和举措。未来，FORVIA佛瑞亚集团将通过六大业务部门(包括内饰、座椅、汽车电子、绿动智行、照明和生命周期解决方案)、24条产品线的持续运营，创建一个平衡、独立、有实力实现可持续发展的集团，并致力于成为全球OEM首选的创新和整合合作伙伴。
公司类型:外资（欧美）
公司介绍:与你一起，迈向未来出行
2022年1月31日，佛吉亚成功完成对海拉公司控股权的收购。2022年2月7日，佛吉亚宣布合并海拉后新集团命名为FORVIA佛瑞亚，成为全球第七大汽车技术供应商。FORVIA佛瑞亚代表着行动和所需的敏捷性，以及新集团为推动道路出行方式转型而拥有的承诺、信心和举措。未来，FORVIA佛瑞亚集团将通过六大业务部门(包括内饰、座椅、汽车电子、绿动智行、照明和生命周期解决方案)、24条产品线的持续运营，创建一个平衡、独立、有实力实现可持续发展的集团，并致力于成为全球OEM首选的创新和整合合作伙伴。
电子营业执照/人力资源服务许可证
