Duties:
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 Projectâ€, 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 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
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.
Requirements:
- 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)