DUTIES:
1. Manufacturing
Business Direction
- Plant Targets:
Understand and contribute to the Plant’s three-year Business Plan and Annual
Operating Plan.
- Manufacturing
Direction: Within the context of the Plant’s three-year Business Plan and Annual
Operating Plan, develop and get approval for Manufacturing’s two year Business
Plan and Annual Departmental Operating Plan respectively.
- Direct
Reports’ SMART Goals: Communicate Manufacturing’s Business and Annual
Departmental Operating Plans to direct reports (DR) as context for developing
their annual SMART Goals. Approve direct reports’ SMART Goals.
2. Manufacturing Delivery Capability
- Structure:
Continuously improve the Manufacturing organization structure, role profiles
and cross-functional work process flows to optimize the effective recruitment,
deployment and direction of people in Manufacturing.
- People: Consistent with the approved
Manufacturing structure and role profiles:
- Maintain
a rolling two-year and annual Manufacturing manpower headcount and recruitment
plan, including anticipated retirements, resignations, terminations,
promotions, transfers, new hires and consistent with all country, customer and
Plant policies and codes of conduct.
- Maintain
and monitor implementation of a rolling two-year and annual Manufacturing
manpower development and succession plan, including the task assignments,
external and internal job rotations and training (personal, technical and
managerial skills) needed by each person, to equip Manufacturing with the trained
know-how to achieve Plant and TAL performance goals.
- Processes: Develop, get approval for,
socialize (within Manufacturing and cross-functionally) and periodically update
essential Manufacturing functional policies, procedures, work processes, and
work methods, in line with Plant and Group guidelines.
- Equipment:
Develop and implement a rolling two year and annual Production machinery plan,
including addition of new machines and replacement of existing machines within
Group guidelines. Hold Chief Mechanic accountable for introducing and
developing new machine technologies, work aids, modifications, and automation designs
to further improve manufacturing output and quality.
- Conducive
Manufacturing Work Environment: Monitor work environment to ensure that all
aspects of the physical work environment and all aspects of employees’ work
practices comply with country, customer and Plant, occupational health and
safety standards and guidelines.
- Performance
Measures: Establish measures and systems for monitoring and reporting on the
performance of the total Manufacturing department.
- Continuous
Improvement: Keep updated on and recommend new technologies, tools, methods and
people in the market to improve Manufacturing’s delivery capacity. Share
continuous improvements with other Plants. Proactively seek out and adopt
continuous improvements from other Plants as appropriate.
3. Manufacturing Order Loading
- Order
Loading: Work with CSP to understand order requirements through Fashion
Planning Workbench (FPW).
- Production
Capacity Planning: Work with Production Managers to plan and prepare total
Manufacturing capacity (efficiency, SMV, headcount) in line with order
projections.
- Line
Loading: Work with the CSP Planner to assign orders to Production lines to
optimize individual line and Manufacturing output.
- Continuous
Monitoring: Continuously monitor and adjust line order loading to optimize
individual line and Manufacturing output.
- Cross-plant
Support: Provide production capacity support to other Plants, and ask for
production capacity support from other Plants through CSP as required from time
to time.
4. Manufacturing
Production Output
- Manufacturing
Performance Monitoring: Monitor and report performance against agreed targets,
assess reasons for deviation, act to solve output shortfalls, and give early
warning to CSP on production problems to help avoid negative surprises for the
customer.
- Customer-Plant
Problem Resolution.
- Establish
a process for quickly solving non-conformance to customer requirements.
- Establish
a process for preventing non-conformance to customer requirements.
- Cross-functional
Problem Resolution: Establish a process for quickly solving internal
cross-functional work conflicts.
- Garment
Output: Hold direct reports individually and collectively accountable for
producing garments on time and within customers’ quality and quantity
standards.
- Cross-functional
Integration: Hold direct reports accountable for integrating and applying the
functional skills within Manufacturing (A AMT, in-line / Production GT, in-line
MS, in-line QC, Mechanic and sewer skills (e.g.mulch-skills)) to find and
implement ways to continuously improve Manufacturing performance.
5.Managerial Leadership of Immediate Team
- Business
Context: Communicate the "bigger picture†context in which direct reports need
to plan and execute work (e.g. world, country, industry, Group, customer and
inter-departmental considerations.)
- Collaborative
Teamwork: Establish process for meeting regularly and holding direct reports
accountable for effective and collaborative teamwork between departments, at
their level.
- Direct
Report Performance Management*: Agree on SMART goals and assignments with
individual direct reports and provide continuous managerial guidance and
feedback. Provide support for enhancing performance in the current role,
conduct mid-year progress reviews and determine year-end performance appraisal
ratings.
- Direct
Report Development*: Assess the strengths and development needs of direct
reports and coach them in developing their functional/technical and managerial
leadership abilities in their current jobs and in line with their role profiles.
- Recognition
and Reward: Provide differential recognition and recommendations for reward
incentives for direct reports (pay, promotion, development opportunities.)
- De-selection:
Recommend re-assignment or termination of direct reports where appropriate,
supported by a fair "due
process†program.
- Appeals
Process: Provide a fair appeals process for employees one level down who have a
grievance with their manager.
- *Note:
Manager accountable for: 1) coaching direct reports to improve their
performance and their abilities in their current job, 2) assessing future
potential of employees one-level down (reporting to the manager’s direct reports)and
mentoring them in terms of their career development for future roles, 3)
identifying and developing successors for their direct reports.
6.Future Talent Pool
- Talent
Pool Analysis: Assess the future potential of the total talent pool (all
employees) one-level down in terms of future manpower requirements.
- Mentoring
and Career Development*: Establish mentoring and career development programs
with individual employees one-level down based on future manpower requirements,
assessment of individual potential and individual interests.
- Direct
Report Successor Development*: Identify and have ready for promotion minimum
two potential successors for direct reports within target timeframe required by
the Manufacturing Department.
- *Note:
Manager accountable for: 1) coaching direct reports to improve their
performance and their abilities in their current job, 2) assessing future
potential of employees one-level down (reporting to the manager’s direct reports)and
mentoring them in terms of their career development for future roles, 3)
identifying and developing successors for their direct reports.
7.Alignment with TAL Core Values and Culture
- Personal
Alignment: Understand and personally commit to the Group’s core values and
culture.
- "Walk
the Talkâ€: Lead by example and behave consistently with the Group’s core values
and culture.
- Reinforcement
and Support: Communicate and visibly use the Group’s core values as guidelines
for daily decision making. Support Group initiatives to reinforce the core
values and culture.
- Coaching:
Coach direct reports to behave consistently with the Group’s core values and
culture.
8.Personal Effectiveness
- Assessment:
Take accountability for self-assessment of how to improve own personal
effectiveness in the current role.
- Feedback:
Ask for feedback regarding personal effectiveness from relevant parties.
- Development
Plan: Pro-actively discuss ways for improving personal effectiveness with
direct manager. Seek opportunities for learning and growth. Participate fully
in development opportunities provided by the Group and consciously apply the
learning from the development programs.
REQUIREMENTS:
- University graduated
- Fluent in English
- More than 5 years of experience at the same position
- Good English & computer skills.
- Innovative, Organized, Timeliness, Teamwork