Manager, Shop Floor Control

Mô tả Công việc
About Pandora
Pandora is the world's largest jewellery brand, specialising in the design, crafting and marketing of accessible luxury jewellery made from high-quality materials. Each piece is created to inspire self-expression, allowing people to share their stories and passions through meaningful jewellery. Pandora jewellery is sold in more than 100 countries through 6,800 points of sale, including more than 2,700 concept stores.
Headquartered in Copenhagen, Denmark, Pandora employs 37,000 people worldwide and crafts its jewellery using only recycled silver and gold. Pandora is committed to leadership in sustainability and has set out to halve greenhouse gas emissions across its value chain by 2030. Pandora is listed on the Nasdaq Copenhagen stock exchange and generated revenue of DKK 31.7 billion (EUR 4.2 billion) in 2024.
About Pandora Production Vietnam
Pandora's new jewellery crafting facility is located in the Vietnam-Singapore Industrial Park III (VSIP III), about 40 km north of Ho Chi Minh City. When fully scaled, the state-of-the-art facility will produce up to 60 million jewellery pieces annually and employ around 7,000 craftspeople. It is powered entirely by renewable energy and built to LEED Gold certification standards.
Key accountabilities
1. Convert Scheduling Plan into Shop-Floor Plan
Receive the firm and updated plan from Scheduling and validate demand, due dates, replenishment requirements, campaign requirements, and expedite items.
Create the production plan by area (FNBP, FNPL, FNAP), by process (G, P, S, O, E, etc.), and by shipment stream, including replenishment and campaign orders.
Translate FROT targets and campaign shipment curves into daily and weekly output requirements for each area and process.
Control plan changes through clear priority rules, visual job cards, and documented communication to the relevant production teams.
2. Daily and Weekly Execution Control
Monitor actual output against daily and weekly plans by area, process, and shipment stream; highlight gaps, remaining quantities, and risks.
Use visual management and priority job identification to ensure shop-floor execution remains aligned with the Scheduling plan.
Adjust the plan for expedite items, abnormal situations, missing capacity, quality holds, material shortages, tooling issues, or changes in shipment priorities.
Coordinate corrective and recovery plans to achieve FROT, campaign curve, productivity, lead-time, and shipment KPIs.
3. Capacity and Headcount Planning
Work with Scheduling and Production to translate demand loading into required headcount, skill, machine, tooling, and shift capacity.
Maintain an 8-week people-movement outlook, with a minimum 4-week preparation and training window where skill requirements allow.
Assess capacity gaps and recommend balancing, training, cross-deployment, overtime, flex-cell use, alternative routing, or priority trade-offs.
Prepare productivity and utilization projections using people data, skill levels, working hours, absence, overtime, standard time, yield, and operating allowances.
4. WIP, Inventory, Material Flow, and Job Aging
Coordinate material requests and receipts from Warehouse in line with the released production plan.
Control WIP quantity, location, status, flow, and aging by area and process; prevent excess WIP, waiting, and untraceable inventory.
Coordinate inventory and job-aging actions with Quality and Finance, including blocked stock, non-conforming material, scrap, and disposition follow-up.
Ensure jobs move through MQC, IE/RAF, packing, and shipment with clear handoffs and status visibility.
5. Readiness, Risk, and Abnormal Management
Confirm readiness of materials, manpower, skills, tooling, equipment, trays, store supplies, and production documentation before plan release.
Perform risk assessment for replenishment and campaign plans and escalate constraints with impact, owner, action, and required decision.
Lead abnormal-plan management when actual conditions deviate from assumptions, including short-term containment and long-term corrective actions.
Ensure recurring problems are analyzed and solved with Production, Scheduling, Warehouse, IE, Engineering, Quality, PEx, CPEX, and Finance.
6. Data Center, Systems, and SAP Super User
Own reliable Shop Floor Control data covering productivity, utilization, working hours, overtime, absence, skills, output, WIP, aging, scrap, FROT, and campaign performance.
Serve as business owner for AX/shop-floor-control user support, transaction discipline, issue escalation, and improvement of planning and execution visibility.
Ensure standard times, routings, capacity assumptions, and relevant master data are reviewed and updated with accountable functions.
Develop dashboards and performance projections that enable fast, fact-based decisions.
7. Production Support and Continuous Improvement
Coordinate production-plan support activities including store supply and tooling, tray management, dust collector follow-up, fix and assessment, 5S, and safety.
Lead improvement projects related to shop-floor planning, process flow, material flow, tooling readiness, WIP reduction, productivity, and lead time.
Monitor project delivery, verify results against the approved plan, and standardize successful practices.
8. Organization and People Leadership
Lead and develop Specialists, Group Leaders, Team Leaders, Production Improvement/AX Super User, and Admin & Coordinator team members within the approved organization.
Clarify roles for area planning, process-level control, daily tracking, priority-job management, job aging, data administration, and escalation.
Coach the team in planning discipline, visual management, analytics, problem solving, collaboration, and shop-floor leadership.