工作描述:
1、印度工厂产能规划及工艺路线设计;
2、设备招投标、选型及采购;
3、厂房及配套设施规划与设计;
4、施工中与印度当地工程师就相关技术对接与协调;
5、设备安装调试进度跟进与协调;
6、印度当地员工招聘与培训;
7、印度本地化生产及当地供应商开发;
8、小批量试产、爬坡生产及批量生产，成本控制、生产流程管理
9、符合印度当地法律法规的企业管理体系及流程建设;
10、其他应急事件处理。
可直接用英语作为交流

工作描述:
主要工作职责:
1、 战略管理:
根据国家宏观产业政策、行业发展态势、企业愿景、市场前景、内外部环境,通过SWOT分析,制定企业发展战略、方针、规划、目标及实施步骤等,实现战略管理;
2、 运营管理:
根据企业整体发展战略和方针,制定经营计划、增长目标、组织框架、预算、重点工作、薪酬绩效、管理流程和制度等实现运营管理;
建立以阿米巴管理模式为基础的预算管理,按SMART原则制定KPI考核体系,推动各部门“按时、保质、保量”地完成年度预算和各项经营指标。
3、 项目管理:根据市场需求、企业经营现状及目标、行业管理水平等,制定新产品开发、经营能力提升、内部改善等各部门重点工作及项目,实现项目管理目标(交期、成本、质量);
3.1专注于精益制造系统(TPS/lean-6sigma)的推广,实施均衡、同步生产及柔性生产(FMS),利用IE,VSM,TAKT,JIT,6S,TPM,TQM,SOP, visualization及SMED、MOD等缩短交付周期,以客户为中心,降低各类浪费,推动持续改善(PDCA);
3.2根据主机厂开发大纲和技术协议,制定开发进度表及项目预算,确保“模、检、夹”具及各阶段样品需求达到“保质、保量”及时完成,实现产品及时量产。
4、 管理系统建设:
4.1企业标准化建设:产品/技术标准化;作业流程、操作规范(SOP/SIP)、管理制度和文件(ISO/IATF/OHSAS)等标准化,满足企业管理的标准化、制度化、流程化、信息化及可视化需求,实现企业管理的系统化、科学化;
4.2通过MES、WMS、TMS、PDM、PLM、CRM、SRM、SAP、FineReport等软硬件,建设物联网和大数据系统,实现信息化(MIS)和智能化管理。加快信息传递、资源共享、智能决策和管理,降低各类成本、提高工作效率和质量、实现“人、机、料、测、法、环”的精细化管理、“无纸化办公”和智能制造。
5、销售:制定销售战略和方针,组织搭建和指标分解。以服务好老客户各类需求为前提,重点做好潜在市场和客户的调研和开发,对新产品进行生命期内可行性分析,做好各类风险研判和管理,实现年度销售各项指标和预算;
6、研发:服务企业发展战略,以行业前沿技术为导向,开发和引领潜在市场需求,以服务企业和市场技术需求为基础,建设具有可持续创新研发的管理体系,激发各级员工创新意识,实现产品持续创新和制程能力的不断提高,增强企业竞争力和盈利能力;做好标准、产品、图纸、BOM、工艺路线(定额)、技术变更(ECN)等标准化管理工作;控制项目费用、加强前期质量预防设计(APQP/NPI)、提高新品开发及时率和专利数。
7、质量:以ISO9000、14000、IATF16949、OHSAS18000等管理体系为基础,建立从产品设计、订单下发、来料(供应商)管理、制程控制、产品交付到客户使用状态的全流程产品质量管理体系,实现质量系统化管理(TQM);利用APQP、D/PFMEA、CP等管理工具,做好前期质量策划,实现设计及原材料采购阶段质量预防管理;利用PPAP、MSA,SPC、Cpk等工具,保证生产过程质量的稳定性和可靠性;利用5W1H, 8D, ZDF, DDDW, QC7, 6σ,PDCA ,Q C7, 6σ等工具实现质量持续提高和改善。
8、生产:根据销售预测和产能分析,编制生产计划和资源需求计划。建设订单式生产管理模式(MTO/PMC),以工艺路线为基础,以MES、WMS、ERP(SAP)等为辅助工具,建设均衡、同步及柔性生产管理模式,实现及时交货(OTD)、一次合格率(FPY)、库存(ITO)、成本(MFC)、QESH和6S等目标。实现“人、机、料”的精细化管理和精益生产(TPS)管理模式。
9、采购管理:建立长期合作共赢的新型供应商管理模式,以降低原材料成本、保证产品质量、及时交付率和控制库存为前提,重点加强供应商管理和质量持续提高。保证生产的持续和稳定性。
10、设备管理:以日常点检、维护及专业维修为基础的TPM管理体系,建立年度维修和备件计划。满足有效利用率(OEE)、加工能力(Cmk)及维修费用的有效管理的目标。
11、人事:根据年度经营目标,做好人力资源规划和招聘计划,控制人力资源成本,满足年度预算目标;做好行政对接和各类资质的申报和管理,加强现场及后勤管理工作,保证企业经营的稳定性和可持续性;建设科学的人才资源管理体系(SMART):(人力资源)规划、招聘(配置)、培训(实施)、(绩效)考核、薪酬(福利)、企业文化等,实现人才“招的来、用的好、留的住”。完善人才梯队和储备体系建设,保证人才及企业经营的稳定性和可持续性;
12、财务:以成本、利润为中心,加强财务规划、资金及税务、投融资、预决算、标准成本及报价管理,推动VAVE、采购、管理等降低产品成本,提高成本核算、经营分析和风险监管等功能,为科学决策提供支持,实现产值、利润、企业价值、股东财富和相关方利益最大化。
13、 其他:
解决生产运营过程中问题和困难,做好各类风险管控与应急预案的安全管理,保证企业运营的平稳性、可靠性及可持续性,实现企业良性发展。建立和维护一个良好的团队环境,并激励团队,发展团队成员。确保所有相关活动符合公司的价值取向;

工作描述:
1、编制三个月****动及当月生产和人力资源需求计划;统筹生产部资源,推动订单式生产管理(PMC),实现及时交货(OTD)、一次合格率(FPY)、库存(ITO)、成本(MC)、6S(安全)等经营指标。
2、专注于精益制造系统(lean-6sigma)的推广和实施,实现均衡、同步及柔性生产管理模式,推动持续改进(CIP)。
3、使用ISO9000、14000、IATF16949、OHSAS18000等系列质量、管理体系文件,围绕“客户满意”,规范企业各类操作、行为,实现标准化、制度化、流程化、规范化、信息化的现代企业管理模式,实现QA管控。
4、建立从产品设计、订单下发、来料管理、制程控制、产品交付到客户使用状态的全流程产品质量保证体系和统计数据链。实现产品使用状态、质量信息的可控、可查询和可追溯性(traceability/FIFO)。通过APQP、6sigma、SPC、PDCA、8D、5W1H、DDDW不断提高制程合格率,实现QC管控。
5、建立长期合作共赢的新型供应商管理模式,以降低原材料成本、保证产品质量、及时交付率和控制库存为前提,重点加强供应商管理和质量持续提高。保证生产的持续和稳定性。
6、建设以“帐、卡、物” 一致及“先进先出”为基础现代仓储物流管理制度,保证实物流和信息流的及时性、准确性及安全性。做好交付、缺料及呆滞等风险预警,货物及时交付和运输,物流费用的有效管理工作;
7、工艺部门以提高“人、机、料、法、环”利用率、安全性及产品质量,减少各类浪费和生产周期(lead time)为前提,进行产线、工装夹具及辅助设备的设计优化和自动化改造、人员培训及工艺参数优化等管理工作(工时、物料、动力等定额),并建立标准操作流程和规范(SOP)、工艺路线(标准工时和产能等定额)
8、领导交代的其他工作
2011-2014 布勒索特克斯光电设备(合肥) ---运营总监
2007-2011 合肥明辉汽车零部件公司 --厂长
1995-2001 国风集团(汽车及家电零部件公司) ---部门领导/钣金、注塑件
(技术、质量、生产等部门领导)
Chinese list company in India · Overseas 2020.03 - Present(3 years and 3 months)
Machinery, Equipment, Heavy Industries | 150-500 | Joint Ventures
Position:CEO/GM/President Assistant
Description:
Responsibilities:
1. Capacity planning and process route design;
2. Equipment bidding, selection and purchase;
3. Planning and design of plant and supporting facilities;
4. Docking and coordination of relevant technologies in construction;
5. Follow up and coordinate the progress of equipment installation and commissioning;
6. Local staff recruitment and training;
7. Local supplier development;
8. Small batch trial production and climbing production
9. Enterprise management system and process construction;
10. Handling of other emergency incidents.
An Hui Da Chang Technology Co., Lt 2017.02 - 2020.03(3 years and 1 months)
Automobile Parts | 1000-5000 | Private Comp.
Position:CEO/GM/President Assistant
Description:
1. Strategy management:
Based on National macro-industrial policy, industry development trend, potential market, corporate vision and current situation, internal and external environment etc with SWOT analysis report to release the development strategy, target, direction, model, plan and steps.
2. Operational management:
operational management system would release business plan, organization structure, the annual growing goal, budget,key work, management process or regulations.
3. Projects management:According to development outline of car and technology agreement with customer, to release development schedule and budget, and meet the requirement of customer about mould/gauge/fixture and samples of different phases of project and mass production.
4. Management system:
4.1To build standardized enterprise, which was based on product standardization (technology), all the products/technology must conform to the standard of enterprise, industry or country. Which also contain the standardization of document, procedures (SOP/SIP), management system (ISO/IATF/ OHSAS) and work standards (position description, target, performance, evaluation, etc) to ensure all the management activities efficiently and uniformly, to avoid potential risk and waste.
4.2Informatization: with MES/WMS/TMS/PDM/PLM/CRM/SRM/SAP/FineReport software etc and Internet of things to build big data and MIS,to speed up the information transferring and sharing, to improve management efficiency and low the cost, to achieve the data management of 5M1E.
5. Sale: to release the market strategy and policy , to complete the sale goal and budget, and exploit potential market and present market survey report with new products feasibility study in the lifecycle
6.R&D: according to the corporate strategy and technology trend, to develop new product and exploit the potential market requirement, to meet external and internal technology requirement, and to upgrade product and technology of manufacturing,
7.Quality: based on ISO9000/14000/IATF16949/OHSAS18000 system series, set up total quality management system(TQM) to guide the all the related actions to conform to requirement of the standard. Focus on APQP with D/PFMEA and CP to prevent quality problems happened in advance; With PPAP, MSA, SPC and Cpk to ensure the quality of manufacturing process stability. With 5W1H, 8D, ZDF, DDDW, QC7, 6σ and PDCA to continuous improvement.
8.Production: according to sale forecast and productivity analyzing report, to release production and resource demand plan. To build the MTO(make to order) management system, which based on the process route, with MES, WMS, ERP (SAP) and other auxiliary tools, to build balanced, synchronous and flexible production management mode, to achieve: “On time delivery (OTD), First pass yield (FPY), Inventory turnover (ITO), Manufacturing cost (MFC), QESH and 6S” targets. To achieve "people, machine, material" fine management and lean production (TPS) management mode.
9.HR: to set up scientific HR management system, which include HR planning, recruiting, training, assessing, salary(labor cost), culture etc; which should ensure the application of talents and retaining with minimum human cost. Which also include the policy about how to build the talent team and pool.
10.Finance: To take the cost and profit as the center, financial department should strengthen the financial planning, financial and taxation, investment and financing, budget, standard cost and price management, and continuously reduce VAVE, procurement and management fee to reduces the product cost. To improve cost accounting, business analysis, and risk supervision, and other functions for scientific decision, realize the output value, profit, enterprise value and maximize shareholder wealth, and related interests
11. Others: Solve different problems and trouble during daily operation, and ensure all actions go on smoothly.
Department:GM
AnHui Tianjun auto parts Co., Ltd. 2014.02 - 2017.02(3 years)
Machinery, Equipment, Heavy Industries | 150-500 | Foreign Comp.(Eur./N.Amer.)
Position:首席执行官CEO/总裁
Description:
1. Prepare three-month rolling and monthly production and human resource demand plans; Coordinate the resources of the production department, promote order-based production management (PMC), and achieve business indicators such as just-in-time delivery (OTD), one-time pass rate (FPY), inventory (ITO), cost (MC), and 6S (safety).
2. Focus on the promotion and implementation of lean-6sigma, realize balanced, synchronous and flexible production management mode, and promote continuous improvement (CIP).
3. Using ISO9000, 14000, IATF16949, OHSAS18000 and other series of quality and management system documents, focusing on "customer satisfaction", standardize various operations and behaviors of enterprises, realize standardized, institutionalized, process-oriented, standardized and information-based modern enterprise management mode, and realize QA control.
4. Establish a full-process product quality assurance system and statistical data chain from product design, order issuance, incoming material management, process control, product delivery to customer use status. Realize the controllable, queryable and traceability of product use status and quality information (traceability/FIFO). Through APQP, 6sigma, SPC, PDCA, 8D, 5W1H, DDDW continuously improve the process qualification rate to achieve QC control.
5. Establish a new supplier management mode of long-term cooperation and win-win situation, focusing on strengthening supplier management and continuous improvement of quality on the premise of reducing raw material costs, ensuring product quality, timely delivery rate and controlling inventory. Guarantee continuous and stable production.
6. Build a modern warehousing and logistics management system based on "accounts, cards and goods" consistency and "first in, first out" to ensure the timeliness, accuracy and safety of real logistics and information flow. Do a good job in early warning of risks such as delivery, lack of materials and sluggishness, timely delivery and transportation of goods, and effective management of logistics costs;
7. The process department takes the design optimization and automation transformation of production lines, tooling fixtures and auxiliary equipment, personnel training and process parameter optimization and other management work (quotas of working hours, materials, power, etc.) on the premise of improving the utilization rate, safety and product quality of "man, machine, material, method and environment", reducing all kinds of waste and production cycle (lead time), and establishing standard operating procedures and specifications (SOP), process routes (standard working hours and production capacity and other quotas)
8. Other tasks assigned by the leader
2011-2014 Buhler Sortex Optical Equipment (Hefei) Co., Ltd.
2007-2011 HeFei MingHui Auto part Co., Ltd. plant manager
2001-2007 JinDa instrument Co., Ltd R&D manager
1995-2001 AnHui GuoFeng Plastic Group