Duties:

1. QA System:

• QA System: Develop and implement the QA system in accordance with the Group’s standards. Implement Group-wide initiatives to enhance the QA system.
• Auditing: Personally audit and hold direct team accountable for following the standard procedures set in the Group QA system.
• Training: Collaborate with CSP to provide training on customers’ quality standards to QA/QC teams and all relevant functions such as Production, AAMT, Lab, etc. Hold regular examinations to assess understanding.
• Customer Quality Inspection: Hold direct reports accountable for organizing and overseeing customer final inspections, and be personally involved if needed.
• Metal-free System: Hold direct reports accountable for auditing compliance to the metal-free inspection system and needle-control system.

2. Quality Garments:

• Quality Reports: Regularly review internal and customer quality reports, and identify quality trends and improvement opportunities.
• Problem Resolution: Collaborate with other functions (e.g. Production, CS, and GT) to identify root causes to quality issues and provide support in developing solutions.

3. Quality Mindset:

• Quality Mindset Measurement: Define and communicate the concept of quality mindset and establish measurements for assessing quality mindset.
• Quality Mindset Program: Create and lead Plant-wide quality mindset programs (i.e. 5S, quality competitions, etc.) and track performance against defined metrics.

4. SO Certification (applicable to Plants with ISO certification)

• ISO Quality System: Coordinate with external ISO practitioners to conduct regular audits of the Plant’s Sops to ensure Plant’s operational processes remain ISO qualified, and ensure corrective action is taken where needed.
• Internal Audit Capability: Have external ISO practitioners train internal auditors to be able to conduct internal audits and take corrective action to maintain the certification.
• Performance Review: Hold a monthly meeting with the ISO-designated Plant management team on the status of Plant performance against annual ISO Kips.
• Training: Hold the internal ISO auditors accountable for providing necessary training to newcomers on ISO system.

5. QC Inspector Engagement:

• Operator Expectations: Identify key expectations of end-line QC Inspectors for their jobs.
• Effective Working Relationships: Work to meet the key expectations of QC Inspectors where appropriate, and build and maintain effective and respectful working relationships to drive high QC Inspector engagement.
• Definition of engagement: having captured the QC Inspectors’ "heart and mind” so that the QC Inspectors consistently speak positively of the QA team, have a clear desire to work and/or be associated with the QA team, and exert extra effort to contribute in some way to the QA team’s success.

6. Functional Leadership of In-line QC Team:

• Train: Provide the necessary technical/functional training to continually upgrade the skill-level of in-line QC.
• Assess: In-line with Group guidelines, develop a methodology for assessing the skill-level of each in-line QC
• Recommend: Communicate the skill-level assessment results to Production Managers as input to the salary and career progression of in-line QC.
• 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.

7. 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.

8. 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 consistently with the Group’s core values and culture.

9. 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 degree of technical, textile management
  

• A diverse and well rounded garment background

• minimum 5 years garment manufacturing experience, including experience with knit and woven

• minimum 2 years experience in equivalent role

• understands garment manufacturing processes, quality standards

• built and trained high performing QA/QC teams

• developed and implemented new Standard Operating Procedures (SOP)

• Proven managerial leadership competencies in the areas of

• Living for the Customer – highly aware of and appropriately responds our customers’ needs

• Driving to Produce Results – sets, drives for and maintains high performance standards and outcomes from all involved

• Sticking Together – effectively collaborates with related functions (Group R&D and Sales, Plant Production and Support functions) toward shared goals and outcomes

• Helping Others Grow – recruits, coaches and develops high performing staff
  

• Proven experience in effectively working cross-culturally, good English language skills.