Production Unit Manager

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Job Benefits

Handling 2 Unit. Each unit of 8 sewing line+1 folding line(40 people)+1 cutting line (40 workers)

1. Garment Pre-Production

Pre-Production Preparation: monitor pre-production preparation progress. Be personally involved as needed, especially for new/complicated styles, in coordinating with related functions to ensure the required skilled labor, technical support (Sewing Garment Technicians, Mechanics, etc.) and machine resources are in place for achieving the production plan from CSP.
Setting Production Targets: based on the production plan, annual Operations performance targets, and input from the Sewing Garment Technician Supervisor, set monthly Production Unit performance targets and monitor performance against targets.
Production Inputs: establish processes with upstream departments for ensuring required quality materials and information is available to start production as planned.

2. Garment Production

Production Monitoring: review daily reports on cutting, sewing and presentation progress, and establish the process for regularly communicating progress to related departments as needed. Identify potential problems, lead the Production team to take preventative action, and seek assistance from other functions as needed.
Production Efficiency: provide adequate resources to the production lines to maintain and improve on production efficiency targets. Seek support from other Production Units / relevant functions (e.g. Industrial Engineering, Garment Technical, etc.) as needed.
Resource Balancing: reallocate workers across the Production Unit and request extra support from the technical support team (Sewing Garment Technicians, Mechanics) as needed to ensure production plan targets can be achieved.
Continuous Improvement: Lead Production Unit team and seek support from other Production Unit Managers & Industrial Engineering Manager to identify opportunities for performance improvement.

3. Garment Quality

Quality Mindset: plan programs to heighten Production Unit members’ quality mindset with support from the QA Manager.
Quality Monitoring: review regular analysis reports from QC and Materials Management to identify trends and major quality issues and lead the Production Unit team to identify root causes of quality issues and put together a corrective action plan.
Quality Inspection: conduct spot checks on quality and organize direct reports to implement corrective measures

4. Cost Savings

Raw Materials:
- establish processes for measuring sub-materials wastage and lead Production Unit team to implement actions for reducing wastage.
- Identify key opportunities to reduce fabric wastage in collaboration with the Materials Management Manager and implement improvements in the Production Unit.
Energy: identify and implement actions for reducing energy consumption, with support from Facilities team.
Excess Cost: identify opportunities to minimize excess cost by production process improvement.
Consumables: identify and implement actions for reducing consumables cost, with support from Finance and Purchasing teams.

5. Conducive Work Environment

Production Safety: monitor and ensure the production environment, processes and tools are maintained at an optimum condition and abide by the Group’s and national production safety regulations.
Payment and Incentive Schemes: provide inputs to the Operations Director in support of the development and update of operator payment and incentive schemes. Monitor monthly operator payment levels for anomalies and effectiveness of the payment and incentive schemes.
Compliance: monitor and ensure all Group Ethical Business Practices (EBPs), customer codes of conduct and local labor laws are met

6. Managerial Leadership of Immediate Team

Business Context: communicate the ‘bigger picture’ context in which IEs need to plan and execute work (e.g. world, country, industry, Group, customer and inter-departmental considerations).
Collaborative Teamwork: establish process for meeting regularly and holding IEs accountable for effective and collaborative teamwork at their level
IE Performance Management*: agree on SMART goals and assignments with each IE and provide continuous managerial guidance and feedback. Provide support for enhancing performance in the current role, conduct midyear progress reviews and determine year-end performance appraisal ratings.
IE Development*: assess the strengths and development needs of each IE and coach him/her in developing their FSKs and MLCs in line with the Role Profile of his/her current job.
Recognition and Reward: provide differential recognition and recommendations for reward incentives for IEs (pay, promotion, development opportunities).
De-selection: recommend re-assignment or termination of IEs where appropriate, supported by a fair ‘due process’ and structured performance improvement program.
Appeals Process: provide an appeals process for employees one level down (EoDs) who have a grievance with the Immediate Manager (IM).

Working location: 70km far from Hanoi, Vietnam (Have Dorm)

Working time: Office hours from Monday to Friday