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Warehouse Supervisor

Date:  25-Nov-2022
Country/Region:  CN
City:  WUXI
Contract Type:  Unlimited
Requisition ID:  33249

 

  1. 人员管理和发展 People Management and Development
    1. GAP成员交流(巡视现场,倾听,解释,反应……) Communicates with GAP Members (shop floor tour, listens, explains, reacts…)
    2. 正式管理面谈:返岗面谈,惩戒面谈,个人面谈 Formal management interviews: Return to work (RTW), disciplinary, individual review.
      主管进行所有的返岗面谈及第一级的惩戒面谈(所谓第一级的惩戒,需要根据公司内部程序定义)。每年和每个操作工进行年度面谈,并把所有区域的面谈结果作为主管培训计划的输入 The Supervisor holds all RTW interviews and 1st stage disciplinary meeting (according to local procedures).  Holds annual interview with each operator each year; uses as an input into Supervisor Training Plan for all their area.
    3. 事故分析及安全风险管理 Accident Analysis & Safety risk Management
      UAP级和工厂级的支持功能适当的支持下,主管主导区域内所有事故调查(所有级别:FR0,1,2t)。依据工伤的更本原因,制定和实施行动。主管分析审核结果,并积极的采取行动预防本区域内的风险 Supervisors lead all accident investigations (FR0,1,2t) for their area with appropriate support from UAP/S. Functions. Implemented actions address root cause of accident. Supervisors analyse audits to actively prevent risks in their area.
    4. 任务转移(多技能)Task transfer
      主管主导任务移交过程,UAP,支持功能经理确认生效 Supervisor leads Task Transfer process, and PC&L /S. Function Managers validate.
    5. 培训计划程序 Training Plan Process
      每个主管制定他们区域的培训计划,计划覆盖所有GAP成员。此计划与工厂的培训计划程序和PC&L经理的指导意见保持一致。切要对区域内的关键事项有针对性:标准化工作,任务转移和FES改进 Each Supervisor builds their Training Plan in line with the Plant Training Plan Process and their UAP Guideline- it includes training for all GAP Members, especially in key areas such as St Wk, Task Transfer & FES improvement.
    6. 人员计划(缺勤,假期,培训,现场改进)Plan Headcount (absence, holidays, Training, Workshops)
      主管制定人员计划,此计划考虑到假期和缺勤替代的问题。也考虑到培训和现场改善活动。此计划可以应对产量和已知事件 The Supervisor has a manning plan including all holidays and back up for absence. It includes training and workshops. All volume and known events are available from the plan
    7. 指导GAP班长角色(标准化工作,晨会,安全/5S7个交付基本要素) Coach GAP Leader role (SW, TOP 5, Safety/5S, 7 Delivery Basics)
      主管主动和定期的观察班长和使用日工作表。并对GAP班长进行指导—特别是现阶段的关键绩效。主管要求支持功能帮助他们完成对GAP班长的辅导 The Supervisor actively and regularly uses observation and the GL Routine to help in the coaching of the GL - especially on current key performance topics.  Supervisor asks S. Functions to help them with this coaching
    8. 参与员工的挑选及招聘 Participate to selection and recruitment of staff
    9. 分析、管理、审核管辖区域内的各种风险Supervisors analyse audits to actively prevent risks in their area.
  2. 生产管理(保证QCDP的实现) Production Management Secure QCDP
    1. 主导开班(与上/下个班交接,晨会) Pilot start of shift ( TOP 5, link with previous/next shifts...) including actions
      主管与前一班的主管交流,并准备和管辖班长需在晨会上讨论的事宜。并在此时,回顾所有行动计划,以保证QCDP的目标的实现 The Supervisor communicates with the previous shift Supervisor and plans the TOP5 issues with their GAP Leaders.  All actions required to ensure the QCDP objectives are reviewed at this time

GAP的可视化管理 Visual Management in the GAP
主管设定所有GAP的可视化管理工具,GAP成员保证相关性。GAP班长(或其他GAP成员)理解可视化工具的目的

  1. 且能够独立的更新所有可视化管理工具 The Supervisor sets, and ensures the adherence by the GAP, to all their visual management tools.  The GL (or other GAP member) understands purpose and is able to independently update all their visual Management tools
  2. 指导GAP班长跟踪交付(7个交付基本要素)Coaches GAP Leaders Delivery follow-up (7 Delivery basics)
    主管指导班长跟踪所有质量问题,尤其是自检改善,并在需要时提供直接的支持。主管也要保证支持功能按照需要进行跟踪 The Supervisor coaches the GL on follow-up of all quality issues, especially the self inspection improvement - and supports directly when required. Supervisor also ensures support function follow up as required
  3. 跟踪当班交付——为实现目标采取行动 Delivery follow-up (parts board, GAP) during shift - takes action to hit target
    主管保证实现每小时交付的目标,系统的跟踪交付和物料供应的交付看板(最好是以每个自然小时为单位)。保证班长采取必要行动,并保证行动的有效性 Supervisor ensures accurate hourly targets and follows up delivery and Parts Board systematically (ideally hourly). Ensures GL has taken required actions and that they are effective.
  4. 负责每日QCDP结果—每日向经理汇报结果和采取行动 Accountable for daily QCDP results - reports results/actions daily to Manager
    主管与PC&L经理每天碰面(如果是晚班主管,需传递信息),回顾QCDP结果(在PC&L晨会上)。每周与PC&L经理回顾主管绩效展板,确保QCDP指标的实现性 Supervisor daily contact through PC&L TOP5 as above, but also focuses on prevention of threat to coming target.  Weekly review with PC&L Manager of Supervisor Dashboard used to strengthen QCDP reliability
  1. 物流管理改善(改进QCDP) PC&L Management Improvement(Improve QCDP)
    1. 有意义的绩效测量,体现改进机会(GAP或生产线的指标)Performance measures meaningful; show improvement opportunity (GAP/lines indicators)
      主管保证每个GAP有每日的指标和有意义的目标(与客户期望相关的,改进GAP和主管绩效展板),GAP每天跟踪,作为改进的基础 Supervisor ensures each GAP has daily indicators with meaningful objectives (consistent with customer expectations, areas for improvement in the GAP and Supervisor Dashboard), that are followed on a daily basis as the base for GAP improvement.
    2. 自主的主导QRCI实现改进绩效 Pilot QRCI autonomously to improve performance
      主管保证班长使用QRCI,在问题发生时,立即反应。主管保证QRCI可以有效的建立遏制措施并消除根本原因 The Supervisor ensures the GL uses QRQC to react as soon as any problem arises. Supervisor ensures QRCI is effective to establish effective containment and root cause elimination.
    3. 识别无效,浪费,包括变差(循环时间表),进行改善活动 Identifies non-efficiency, waste, including variability (Cycle time diagram) and launches improvement activities.
      主管利用主管绩效展板,每周分析指标,确定改善活动(从变差,浪费等)。与其他班的主管和支持功能一起定义改善活动的优先行动。The Supervisor makes a weekly, analysis of indicators in their Dashboard, identifies improvement (from variability's, waste, etc.). With other shifts and S. Functions, priorities & actions are defined for improvement activities.
    4. 组织和主导改善活动。让GAP参与(班长,GAP成员/使用月会)Organises & leads improvement activities. GAPs involved (GLs, GAP Members / monthly meeting)
      根据年度QCDP目标,主管定义、组织和主导改善活动。至少一个GAP成员参与,如有必要,支持功能参与(只是作为专家参与,提供专业意见,不是领导)Based on annual QCDP targets, improvement activities are identified, organised & led by Supervisors. There is participation of at least one GAP Member, and as necessary, S. Functions (for expertise, not leadership)
    5. 审核和跟踪合理化建议——保证在最后期限前完成 Validate and follow-up Improvement Ideas - ensures no deadlines missed
      主管每日跟踪合理化建议。5天内给予答复,组织合理化建议实施所需的资源(3个月内实施完成,最好在GAP内实施)。指导GAP班长收集和认可合理化建议 Supervisor follows up Improvement Ideas daily. Provides an answer within 5 days, & organizes the resources to implement Idea < 3 months; ideally within GAP. Coaches GAP Leader on Idea generation & recognition for Ideas.
    6. 向经理汇报结果和改善的行动计划 Present results and Improvement Action plans to manager
      主管看板回顾(最好每周)是回顾改善活动的机会。通过经理的指导,讨论绩效的影响,决定正确的行动
      he Supervisor Dashboard Review (ideally weekly) is the opportunity to review the Improvement actions. Their impact on performance is discussed and corrective actions decided through individual coaching by Manager.
  2. 仓库管理 Warehouses Management
    1. 管理区域内的工作负荷,优化可分配资源 Manage the workload of its area and optimize the allocated resources
    2. 在符合PSE的要求下定义和建立仓库的组织结构 Define and set up the physical organization of warehouses of the site in conformity with the SPE rules
    3. 保证存货的准确性和可靠性,并遵循FIFO原则 Ensure the actual inventory reliability of the site and the respect of the FIFO rule
    4. 参与存货目标的达成,减少废料 Participate to the respect of inventory objectives and to the reduction of obsolete items
    5. 领导内部存货的审核 Lead internal inventory audits
  3. 附加和其它工作任务Other and Specific Missions
    1. 遵守健康安全环境规定 Ensure full respect of HSE rules and regulations
    2. 保证与部门经理和内部客户的完全和及时地沟通 Ensure transparent timely communication with logistic manager and internal customers
    3. 一旦出现安全风险,负责马上终止操作 Responsible for immediate stopping of operation in case of safety risks
    4. 与其他部门的密切合作 Close communication with other department
    5. 领导HSE核心队伍,推动HSE的执行和跟进 Lead HSE core teams and drive implementation to follow
    6. 推动工作环境的改善,注重人体工学 Drive improvement of working conditions and ergonomics
    7. 参加5分钟会,汇报现场绩效,成绩和问题以及正在跟进的行动 Participate to department Top 5 and report physical flow performance, successes and issues as well as action initiated
    8. 直属经理交给的其他临时任务 Other temporary task arranged by Line Manager

确保工作行为充分尊重了集团的道德规范和管理规范、公司的规章制度、价值观及员工手册等 Ensure full respect of Code of ethics & Code of management\ Rules and Regulations \Values\Employee handbook of the company