Production Manager

1. ORGANISATIONAL RELATIONSHIP
Reports directly to: General Manager/Director
Responsible directly for:
1.1. Vietnam Factory Production
1.1.1. All products manufactured
1.1.2. Capacity planning
1.1.3. Commissioning new production lines
1.1.4. Commissioning bulk production of new product
1.1.5. Housekeeping - cleanliness and neatness of plant
1.1.6. Smart boards - communicating plant scores to staff so they can see how they perform against expectation, in conjunction with HR Manager
1.1.7. The timeous and continuous application of all requirements under ITL group rules, which includes all accreditations required (FSC, Higg, Oeketex, ISO, and more) in conjunction with relevant managers
1.1.8. Responsible indirectly for: The Production Manager is to consult with other operations managers, production managers, human resource managers, QC managers and HSE managers in the ITL group, with particular emphasis on best practices, efficiency standards, training and proposed capital purchases.
1.2. Human Resources - staffing
1.2.1. Ensure staffing levels are maintained as agreed with General Manager.
1.2.2. Enforce rules & disciplines in line with company standards.
1.2.3. Operate within Vietnam labour laws and regulations, or the ITL guidelines, whichever has the more stringent compliance requirement
1.3. Health & Safety
1.3.1. Ensure all staff adhere to relevant H&S regulations as prescribed by the HSE Manager
1.3.2. Operate within Vietnam laws where applicable, always in line with ITL policies and procedures with special notice of Social, Ethical, Environmental rules
1.3.3. Ensure all chemicals and materials are used properly according to H&S requirements.
1.4. Quality
1.4.1. Implement Quality inspection procedures as issued by QC Manager Vietnam.
1.4.2. Review customer complaints and non-conformances in order to suggest corrective & preventative actions.
1.4.3. Ensure corrective actions and preventative actions are implemented.
1.4.4. Work directly with QC manager and sales to establish root cause of problems, and solve any customer related quality issues
1.5. Sampling & Development
1.5.1. Execute requests from Product Development dept. within reasonable time frame.
1.5.2. Advise improved designs to maximize productivity / costs.
1.5.3. Advise production restrictions (capacity / raw materials etc.) during sampling and development.
1.6. Manufacturing Efficiency
1.6.1. Shop floor data collection & measurement systems.
1.6.2. Monitor wages & overtime costs in line with production plans agreed with General Director
1.6.3. Equipment utilization (machine run time) to reach or exceed targets, plans for continuous improvement to be in place, benchmark against best in class with the intention of being best in class.
1.6.4. Waste of all sorts to be eliminated - downtime of all sorts to be measured and eliminated/reduced (eg set up time)
1.6.5. Planning & timeous execution of the production plan.
1.6.6. Efficiencies and per unit time outputs to exceed plan. Ongoing improvement programs to be put in place for continuous output per dong spend (wages/overheads) improvements
1.7. Waste control
1.7.1. Shop floor data collection & measurement systems.
1.7.2. Suggest corrective actions and processes to reduce waste.
1.7.3. Improve raw material waste reduction to below targets, and implement ongoing improvement programs
1.8. Maintenance
1.8.1. Maintain all machines in god working order.
1.8.2. Maintain spares availability & purchasing of same.
1.8.3. Pursue lower cost alternative suppliers.
1.8.4. 2-3 quotes to be submitted before purchase request (submit to GD).
1.8.5. Planned maintenance program to be implemented and maintained
1.8.6. Maintenance records per machine to be maintained
1.8.7. Maintenance speed of response, down time and up time data to be maintained
1.8.8. Maintenance job card system showing utilisation of mechanic time to be maintained
1.9. Service performance Management
1.9.1. Production planning
1.9.2. On time delivery
1.9.3. Capacity utilization
1.9.4. Subcontracting
1.10. Training and Development with HR
1.10.1. Establish on the job training systems for all direct workers
1.10.2. These training programs are on improving the skills of the worker to run allocated equipment, allied equipment (up and down production line) and other functional equipment with the intention to create multi skilled "A" category employees
1.10.3. Programs shall include the basic maintenance and servicing of the machines, to ensure they remain functioning effectively (with Mechanic)
1.10.4. These programs shall include the quality control for each piece of equipment (With QC Manager)
1.10.5. These programs shall include the environmental care (With HSE Manager)
1.10.6. These programs shall include best operating procedures and standards of performance, measurements (With Supervisor)
1.10.7. These programs shall include proper health and safety instruction (With HSE Manager)
1.10.8. Programs to be drawn up in conjunction with HR and functional head
1.10.9. All employees to be trained and a log kept of training, with a co signed signature of competence, by HR Manager
1.10.10. Develop a succession plan with HR Manager
1.10.11. Recognise and create training plan for in house skill development
1.11. Subcontracting
1.11.1. Ensure subcontracting is suggested when required to maintain service levels (lead times).
1.11.2. Monitor and progress orders subcontracted to ensure we maintain required lead-times.
1.11.3. Maintain records for reviewing work subcontracted with a view to bring in-house.
1.11.4. Ensure label quality is in accordance with our specifications and Q.C. requirements.
1.12. Brand Protection
1.12.1. Follow agreed procedures to ensure labels are correctly disposed of in order to protect customers brand
1.13. Budgets/Reviews
1.13.1. To assist in the preparation of the budgets and quarterly reviews, and any other financial and/or operational review as is required
1.14. Other
1.14.1. Whatever other items may be required by the business, or General Director , from time to time as occasions may warrant
2. AUTHORITY AND LIMITS OF AUTHORITY
2.1. Personnel Expense Claims - right to authorise subordinates up to us$100. Own personal Expense Claims - General Director authorisation required
2.2. Spare parts/ maintenance - $ 200 per order. Above this to be authorised by General Director
2.3. All other expenses, including outsourced prices - to discuss with General director
2.4. Staff appointments, promotions, terminations, leave. Full authority up to direct reports providing this is does not result in staff moving into a negative leave balance over the Tet holidays. The principle of approval by two structural layers to be applied.
2.5. Pay levels are to be in accordance to HR policies
2.6. Direct reports - authority for recommendations - final approval by General Director
2.7. Purchasing / Invoicing
2.7.1. Other purchases , urgent in nature, required to keep the plant running - up to a maximum of US$500
2.8. Capital
2.8.1. Can only be authorised by the Financial Director, General Director or Managing Director
2.9. Credit Notes
2.9.1. No Authority to pass credit notes, or to approve free issues, or to replace quality items despatched to customer free of charge.
3. PURPOSE
3.1. To professionally manage the Vietnam Operations such that:
3.2. The unit's assets are maintained in an acceptable condition
3.3. The unit's assets are used effectively and efficiently to achieve at minimum the goals set in the plans, and ongoing improvement of effectiveness, quality, customer service, efficiency and waste reduction is in place.
3.4. The production activities are planned, organised and co-ordinated in conformity with company policies and procedures, properly communicated to all, with proper feed back loops.
3.5. All managers/supervisors reporting to him/her perform their duties and discharge their responsibilities according to their position descriptions.
3.6. The personnel employed in each Department are adequate in quality and quantity for the duties to be performed. This is to include a succession plan.
3.7. The labour laws and procedures of the country and ITL are correctly implemented and applied. Good labour relations are to be promoted.
3.8. Lead the production departments forward through applying a culture of Customer First and Can do, continuous improvement and profit orientation.
4. MANAGEMENT WORK
4.1. To plan for and implement improvement actions in line with the company goals
4.2. To deal with any day to day issues effectively to ensure the optimal running of the facility in order to deliver the planned deliveries on tine and in full
4.3. To develop ongoing improvement plans
4.4. To keep costs (overhead, maintenance and payroll) down, and in line with agreed objectives
4.5. To influence, inspire and develop people and teams
4.6. To be part of an effective team within the ITL Vietnam operating unit, contributing to the overall development of the business unit
4.7. To ensure that the necessary control systems are in place to identify deficiencies prior to these becoming serious problems. To act upon these indications in a positive and prompt manner to minimize the problem and to correct the situation.
4.8. To daily submit daily, weekly and monthly reports as required, along with improvement plans.
5. KEY OBJECTIVES
5.1. Effective usage of resources to deliver output metrics in line with the goal to deliver high quality cost effective product on time, whilst respecting ITL Social and Environmental policies with key metrics in
5.1.1. On Time (group lead time and customer lead time)
5.1.2. In Full
5.1.3. Waste
5.1.4. Quality control internal and external
5.1.5. Customer complaints
5.1.6. Up Time
5.1.7. Down Time - equipment and person
5.1.8. Utilisation - equipment and person
5.1.9. Efficiency - equipment and person
5.1.10. Absence
5.1.11. Manpower levels and satisfaction
5.1.12. Training and skills development levels
5.1.13. Accreditations
5.1.14. Industrialisation of new products, including commissioning of new equipment
5.1.15. Payroll, raw material and overhead expenses as a % of sales
5.1.16. WIP levels
5.2. Contributing to budgets and capital requirements
5.3. To continually reduce the raw material/payroll cost per unit through improvement initiatives that should be shared with the group
5.4. To facilitate accurate monthly stock counts and to ensure that stocks are held to agreed levels.
5.5. To demand adherence to delivery promises whilst maintaining a customer orientated approach to lead times and flexibility.
5.6. To hold daily production meetings for each Department thereby ensuring that appropriate corrective action is taken where deficiencies have been identified.
5.7. To ensure that safety and housekeeping standards are maintained at company policy levels.
5.8. To represent Bac Ninh Production in all ITL Vietnam team meetings, contributing positively to the improvement in the overall business unit.