Senior Manager, Production

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.
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Main purpose of the role:
• Strategic results: Drive strategic & tactical decisions for the production unit and align resources to deliver key functional objectives in alignment with PPV strategic goals.
• Best-in-Class Manufacturing: Oversee and create best-in-class jewelry production operations, maintain high standards of operations and adopt best-practices to ensure consistency across production units.
• Customer centricity: Strive to deliver the best of PANDORA, innovate & adopt new manufacturing techniques and stay true to design objectives
• Financial results: Ensure low production cost, on-time delivery, and high production quality.
• Collaborative: Openly engage stakeholders for critical activities. Take accountability and ensure effective collaboration with all shared services functions.
• People: Improve and sustain eNPS to be within the top quartile. Develop strong internal leadership pipeline, with focus on developing local talent.
• Inspirational leadership: Build a diverse and trust-based leadership team, manned with ideal team players who work as a true team across sub-functions. Embody strong culture of collaboration.
Key accountabilities:
• Strategy & Manufacturing set up:
o Build and lead production teams for factory setup, including organization design, capability development, and operational readiness.
o Implement scalable production concepts and ensure smooth ramp-up meeting all operational KPIs.
o Translate PPV manufacturing strategy into actionable production plans, capacity models, and execution priorities.
o Own short- to mid-term production performance while building long-term manufacturing capability
• Operations & Performance Management:
o Lead daily production operations across FE manufacturing processes and ensure stable execution across all shifts.
o Drive end-to-end performance following Pandora KPIs.
o Ensure optimal allocation of manpower, equipment, materials, and methods.
o Establish robust performance reviews, deviation management, corrective action systems and escalation mechanisms.
• Process & Technical Excellence:
o Build and lead production teams for greenfield factory setup, including organization design, capability development, and operational readiness.
o Govern manufacturing processes through:
o Process definition, parameter control, and standardization
o Control plans, SOPs, and work instructions
o PFMEA, SPC, and structured problem-solving
o Lead root cause analysis for complex production issues using Lean, Six Sigma, and data-driven methods.
o Act as gatekeeper for:
o New equipment and line commissioning
o Process validation and handover
o Scale-up from pilot to mass production
o Ensure consistency of processes, controls, and performance across production units and shifts.
• Continuous Improvement & Innovation
o Drive continuous improvement initiatives to:
o Increase productivity and capacity utilization
o Reduce defects, rework, scrap, and lead time
o Improve process stability and repeatability
o Partner with Engineering and Production Excellence teams on: Automation and digitalization, Equipment and tooling optimization, and Industrial engineering improvements
o Capture and deploy best practices across plants and functions
• Cross-Functional & Stakeholder Collaboration
o Align with Planning & Scheduling on load planning, capacity balancing, and prioritization.
o Work closely with Quality and Engineering to resolve technical and systemic issues.
o Partner with Finance to optimize cost performance and working capital.
o Ensure ERP / MES systems effectively support production planning, execution, and reporting.
o Maintain strong closed-loop communication between shop floor, production management, and planning teams
• People Leadership & Capability Building
o Develop strong production leadership teams with clear accountability and succession plans.
o Build technical capability through structured training, coaching, and on-the-job development.
o Foster a culture of ownership, discipline, collaboration, and continuous learning.
o Improve safety culture and employee engagement