DUTIES:
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 "champion†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 learning’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 learning’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 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.
9. 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.
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.
REQUIREMENTS:
- 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.