Job Overview

The Senior Manager of New Project Industrialization sub-verticals is responsible for deploying the TE Automotive Industrial Project Management and Operations processes within the E-Mobility, Data Connectivity and Standard Product Connectors(SPC) Value Spaces. His/her role is to ensure that Launch Quality, Cost and Delivery objectives defined at regional levels are consistently achieved and that customer expectations regarding new projects are exceeded. Represents the voice of Operations within the E-Mobility, Data Connectivity and SPC Value Spaces to ensure that the early Product and Process development stages include all aspects of Lean Industrial Design and E2E Supply Chain benchmark practices (Complete VSM).

Job Requirements

• As part of the Global Operations and Pillar 8 Team, develop a close working relationship with each regional DATA CONNECTIVITY, E-MOBILITY and SPC NPD/Lean PD Project teams.
• Align the DATA CONNECTIVITY, E-MOBILITY and SPC strategy with the Global Operations strategy
• Pro-active involvement and participation in the DATA CONNECTIVITY, E-MOBILITY and SPC NPD/Lean PD meetings for top (Significant) key projects, ensuring that relevant information is cascaded down to all Operations, functional and plant leaders.
• Support specific global DATA CONNECTIVITY, E-MOBILITY and SPC high priority initiatives (e.g. Plant layouts, Supply Chain design, Organizational changes, Technical improvements, Strategic initiatives, Plant Readiness for new Projects etc.)
• Provide leadership on lean thinking, lean processing and lean production
• Proactively communicate escalations around challenges, gaps, support required and resource needs to quickly address issues before they impede successful delivery of the project or if there is a risk to the plant result.
• Understand, track and articulate issues / risks / action items, work with responsible owners to address the items on a timely basis; update the appropriate stakeholders as needed
• Continuous risk assessment and problem resolution; apply change management, risk management and resource management best practices

• Ensure the transfer of responsibilities from launch phase to production phase are executed to Operations standards (PT, MPT) with a high level of accuracy and communication.
• Challenge the plant program management team, continuous improvement champions and Logistics department to define and implement the leanest Material and Information Flow Diagram (MIFD)/VSM and the most flexible Production System responding to:

• • Best practices, lessons learned for equipment
  • Following and improving the equipment and process standards
  • 15 lean equipment design guidelines (65 Lean criteria)

• Ensure the application by the projects (NPI and Sustaining) of the relevant TEOA principles and TE Auto technical standards, including the basics in production and minimized visible wastes in the lay-out.
• Consult with plant engineering managers on launch and CAPEX strategies.
• Assist and challenge the project management teams (PM, PML, PLTL) to ensure a strong and well-prepared CAPEX Capital Request committee presentation and argumentation.  
• Review with the CAPEX Director to promote equipment reuse and best practices between regions for DATA CONNECTIVITY, E-MOBILITY and SPC value spaces.
• Follow-up with product engineering ensure product / process concepts achieve the best manufacturability (design for manufacturing).
• Ensure Project Management System industrialization milestones readiness for DATA CONNECTIVITY, E-MOBILITY and SPC projects.
• Prepare Industrial readiness reviews for global projects and support regional Program Reviews.
• Commit to seamless transitions between project and plant teams with two main shared targets; Business Plan improvement and Tool/Equipment Maturation green at first attempt (Launch book, PT and MPT application).
• Commitment to the continuous improvement/simplification of daily tasks, utilization of tools and reporting metrics, and the standardization and automation of processes to achieve business goals. 

What your background should look like

• Bachelor with progressive experience or  Master's Engineering degree
• 10 years+ of professional experience with focus on production and/or supply chain
• 5 to 8 years of experience with LEAN Manufacturing and LEAN Business Processes and transformation
• Preferrable Six Sigma Green Belt of Black Belt
• Worked with different teams and has Regional/Global experience
• Previous experience in leading continuous improvement activities at multiple site level or multiple value stream level essential.
• Leading cross functional teams in a matrix environment
• Already worked in a regional/global environment or was part of a regional /global project team
• Excellent communication and coaching skills at all levels from the shop floor to top management
• Ability to drive to big picture goals and milestones while valuing and maintaining strong attention to the details
• Project Management skills
• Mathematics/Statistics Skills (Six Sigma, Red-X, ...)
• Working knowledge of the manufacturing processes used by the organisation
• Fluent in both spoken and written English.
• Must be able to travel globally, as business needs