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Performance Improvement Management (PIM) Manager-#437

Client Information


Our client is leading in Manufacturing

Job Information

Performance Improvement Management (PIM) Manager


1. TQM Projects and Capability:

  • TQM Work Plan Preparation: Work with the Head of Plant and functional heads to identify the Plant’s critical performance improvement needs and create the Annual TQM Training Plan and Project Plan.
  • TQM Training Materials: Maintain and update (e.g. translations to local language, add local examples, etc.) TQM training materials at the Plant within the contents developed Group PIM Manager.
  • TQM Training: Deliver training with the relevant TQM tools and techniques to the TQM project teams (i.e. learning groups.)
  • Facilitation: Regularly review the progress of each TQM project team and provide further training and guidance on the TQM projects as needed.
  • TQM Projects:
  • Regularly review the progress of each TQM project;
  • Provide project teams with project support (e.g. TQM advice, problem solving skills, data analysis for root cause identifications, benefits calculation, control procedures, project reporting support, etc,) to ensure the quality of the TQM Projects as appropriate
  • Encourage project teams to meet stated objectives, timeframe, and expected post-implementation benefits; and
  • Report to Head of Plant, Group PIM Manager and relevant project sponsors for further actions if TQM projects are not meeting stated objectives, timeframe, or expected post-implementation benefits as needed

2. Other Improvement Initiatives:

  • Non-TQM Improvement Projects:
  • Encourage non-TQM improvement projects within the Plant and provide assistance to project managers to systematically investigate issues as needed.
  • Provide project teams with project support (e.g. root cause identification, problem solving skills, data analysis for root cause identifications, benefits calculation, control procedures, project reporting supported,) to ensure the quality of the Improvement Projects as appropriate.
  • Monitor the progress and assess the value of successful projects to ensure they are documented and shared across the Plant and Group through the sharing platforms.
  • Improvement Project Leadership: Take personal responsibility for leading suitable (e.g. strategic and Group-wide) improvement projects where agreed by Group PIM Manager and Head of Plant as appropriate (e.g. TAL Production System, Kaizen Projects, etc.).

3. Best Practices (BPs) and Good Practices (GPs):

  • GP Sharing: Identify all successful improvements within the Plant / BU that have potential to benefit other Plants /BU in the Group and share these improvements on the GP platform. Ensure shared GPs are tagged with appropriate keywords so that they can be easily identified by everyone in the sharing.
  • GP Adoption: Proactively communicate with relevant Plant functional heads to ensure they are made aware of the GP shared on the platform. Evaluate relevant GPs and introduce improvement projects for suitable GPs as appropriate.
  • BP Selection: Participate in the BP consultation and selection as defined by the Group PIM Manager to select the BPs across the Group.
  • BP Implementation: Works with Group PIM Manager and other Plant PIM Managers to compare work processes and identify the most productive practices. Standardize the most productive practices as Group BPs for adoption Group-wide.
  • Sharing Culture: Assist Group PIM Manager on initiatives to develop and promote a culture that innovations are shared across departments within the Plant.

4. Continuous Improvement / Innovation Mindset & "Stickiness” of Continuous Improvements:

  • Mindset:
  • Personally be an advocate of continuous improvement at the Plant
  • Develop programs (e.g. "Best TQM Project”, Innovation Award, Plant Mass Innovation Scheme, etc.) to promote the "mindset” that all work can be improved and that continuous improvement is everyone’s responsibility.
  • Implement programs developed by Group PIM Manager to equip staff across the Plant with continuous improvement tools, processes and technologies to leverage on the structured and systematic way to tackle problems
  • Evaluate the ideas generated from such programs and introduce improvement projects for suitable ideas as appropriate.
  • Stickiness:
  • Regularly monitor all improvements adopted by the Plants and take appropriate actions if the projects failed to "Stick” or achieve expected post-implementation benefits
  • Re-initiate projects that have lapsed without good reasons.

5. Managerial Leadership of Immediate Team (if PIM Manager has direct reports):

  • 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.

6. Alignment with TAL Core Values and Culture:

  • Personal Alignment: Understand and personally commit to the Group’s core values and culture.
  • "Walk the Talk”: 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 consistentlywith the Group’s core values and culture.

7. 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.


  • BS in Quality, Industrial Engineering or related discipline
  • TQM, Lean/TSP certification, Black Belt training or higher is highly preferred
  • Minimum 5 years of proven record in building and leading successful Continuous Improvement Projects
  • Excellent knowledge of TQM, Lean, Six Sigma tools and methodologies
  • Demonstrated leadership, facilitation and coaching skills
  • Excellent understanding of garment manufacturing operations
  • Proven experience in working effectively with wide array of plant personnel, fluent English
  • Proficient with Microsoft Office (Word, Excel, Power point, Project)

General Information

Thai Binh



Business Development


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Performance Improvement Management (PIM) Manager job closed

Mr. Nam Hoang



Performance Improvement Management (PIM) Manager


Thai Binh


Business Development


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