1. Plant Layout and Indra-Factory Logistics:
- Plant Layout: Design the overall Plant layout (including offices, facilities, etc.), identify opportunities for improvement, and recommend and oversee changes as needed.
- Material Handling: Develop the tools and processes for effective transportation of materials between various areas of the Plant.
- Handling Concepts: Equip direct reports with the key concepts, such as just-in-time and visual management, to identify material transport improvement opportunities.
2. Work Content Reduction:
- Work Content Reduction: Train direct team and Production Team on the "motion economyâ€ principles and identifying and implementing opportunities for work content reduction through time and motion studies. Personally be involved in participating in Methods Best Practices (MBP) meetings to support SM V reduction.
- Work Aids: Train direct team and Production Team on developing work process aids (e.g. tools to reduce handling or transport motion) to reduce wasted motion.
- Machine Evaluation: Evaluate the work content reduction opportunity and calculate Return-on-Investment (ROI) of new machines recommended by the Chief Mechanic.
3. Work Process Flow Efficiency:
- Production Balancing: Refresh Production Team on concepts such as operator loading, work studies, and visual management to enable them to create the operator loading and re-balance the line for maximum productivity.
- Production Line Layout: Train Production Team on concepts such as efficient line layout to enable them to design a production line layout which minimizes wasted movement or handling.
- New IE Tools and Concepts: Keep updated on and introduce new IE tools and concepts to the Production Team to enable maximum productivity. Share such tools and concepts to other Plants. Proactively seek out and adopt new tools and concepts from other Plants.
4. Continuous Improvement (Kaizen):
- Kaizen Leadership: Under the guidance of the Group Kaizen Manager, achieve the awareness, understanding, acceptance, and commitment of Kaizen from the Production team by acting as the Plant "championâ€ of Kaizenthrough the introduction of its concepts and benefits.
- Kaizen Technology: Under the guidance of the Group Kaizen Manager, apply Kaizen tools and systems by implementing projects such as the one-piece-flow production line which have learningâ€™s scalable to all production lines. Assist Production Managers in launching projects to drive continuous improvement in their Production Units.
- Knowledge Sharing: Work through the Group Kaizen Manager and Group MS Manager to share new knowledge and learningâ€™s through continuous improvement with the other Plants across the Group.
5. Ergonomic Work Environment:
- Ergonomics Improvement: Introduce the concept of ergonomics to the Plant, and train direct reports and in-line MS to identify key opportunities for cost-effective ergonomic improvement.
- Ergonomics Compliance: Hold direct reports and in-line MS accountable for training employees on the benefits of ergonomics to ensure ergonomic standards are followed.
6. Incentive Schemes:
- Develop Incentive Scheme: Within the Group guidelines, recommend to the GM an incentive scheme for operators which will generate maximum productivity gains for the minimum possible cost increase.
- Monitor Incentive Schemes: Monitor the implementation of the approved incentive schemes to ensure that the incentive schemes are not abused. Take appropriate actions to address issues in the incentive schemes as appropriate.
7. Functional Leadership of In-line MS:
- Recruit: Work with Production Managers and Recruitment Manager to forecast the future in-line MS manpower needs, recruit qualified candidates and approve their hiring as needed
- Train: Provide the necessary technical/functional training to continually upgrade the skill-level of in-line MS.
- Assess: Develop a methodology for assessing the skill-level of each in-line MS.
- Recommend: Communicate the skill-level assessment results to Production Managers as input to the salary and career progression of in-line MS. Make final decision on any de-selection.
8. Managerial Leadership of Immediate Team:
- Business Context: Communicate the "bigger pictureâ€ 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 processâ€ program.
9. Alignment with TAL Core Values and Culture:
- Personal Alignment: Understand and personally commit to the Groupâ€™s core values and culture
- "Walk the Talkâ€: Lead by example and behave consistently with the Groupâ€™s core values and culture.
- Reinforcement and Support: Communicate and visibly use the Groupâ€™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 Groupâ€™s core values and culture.
10. 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.
- Bachelor degree with minimum of 6 years experience, at least 2 years in an equivalent role (IE Manager, Lean Manager, QA Manager, Technical Manager etc).
- Strong knowledge of garment manufacturing is required.
- Knowledge of Lean, Industrial Engineering, QA, Garment Production.
- Decisive problem solver who can communicate with different levels of employees effectively.
- Service mindset.
- Good English both verbal and written.