上海招聘

  

From ‘Order Entry to BOM Release to Manufacturing’ phase:

  

• The PM is responsible to ensure the Project Manager’s Milestone Date Plan presented at the Internal KOM is followed from the time the factory order is entered until BOM release.  The PM will communicate priority of order items to a factory Project Administrator, who will then follow status of these items to ensure they are released to manufacturing on-time.  The Project Administrator will report schedule risks to the Project Manager, as needed.
• If Engineering has technical issues, they will work with the Factory/Interco Project Engineer to resolve (and advise Project Administrator of issue) and as needed, the Factory/Interco Project Engineer will escalate to the Project Manager (and advise Project Administrator of escalation).
• For new part numbers, Operations determines and structures the routing, supplier, lead time, and cost to make part active in the MRP.
• Item becomes ‘MRP Relevant’.  (FYA - Promise Date is set 48 hours later in SAP.)
• The Project Administrator will report MRP Relevancy to PM and IPM.

  

 

  

From ‘BOM Release to Manufacturing to Assembly’ phase:

  

• The IPM will now be responsible for the Project Milestone Date Plan and will ensure the Factory ERP system (SAP, Oracle, Solomon, etc.) Production Dates (production start, finish and promise ship dates) are aligned to the Project Manager’s Planned Project Milestone Dates.

  

 

  

• Confirm Project Milestone Date Plan

  • IPM reviews the promise ship date and compares it to the PM’s Planned Ship Date.  Identify any gaps.  Try to improve any gaps internally at the factory first before the PM communicates to the customer.

  • IPM communicate promise ship date to the Project Manager and reason why for any project date that does not meet the planned ship date.

      

 

  

• Pre-Inspection Meeting

  • Project Manager is accountable to ensure this meeting is held.  This meeting is held once all the items are MRP Relevant. 

  • The IPM schedules and hosts the meeting with the customer (EPC) and 3rd party inspector.

  • For Tier 3 projects, the Project Manager should attend.  If it is not possible to attend in person, then the Project Manager should be available via WebEx or phone.

  • The IPM will record meeting minutes and provide to the Project Manager.

  • Intent is to clearly understand the inspection requirements, including required documentation.  If inspector’s requirements are more severe than the Customer contract, then change order should be discussed with Customer.

            

 

    

Status Reporting –

  

• IPM will manage and update the schedule as frequently as noted by the Project Manager in the Internal KOM and provide a report to the Project Manager.
• IPM to work with Buyers to obtain ETA on critical/pacing parts.  
• IPM ensure supplier PO’s are issued by buyer by the planned Major Material Purchase Orders Issue date.
• The buyer is responsible to make the IPM aware of late supplier shipment on a critical/pacing part along with reason for delay.
• IPM ensures line items are rescheduled in a timely manner, as needed. Update the factory delivery plan/master schedule and MRP promise date using the appropriate reason code. Intent is to provide a realistic promised ship date but limit the frequency of date moves (SAP limits amount of date revisions).
• IPM monitors to ensure the Planner releases the work order on time.
• The Operations team is responsible to report any gaps or risks in the schedule to the IPM throughout execution.  The IPM is responsible to work with Operations to overcome those gaps, and if needed escalate issues to the Project Manager for approval to deviate from the agreed upon Project Milestone Date Plan (i.e. if a different supplier will be utilized, different material will be utilized, expedite fees will be incurred, etc.).
• IPM provides periodic updates to Operations leadership team on all projects, as input for POR risk.

   

• Margin Uplift

  • Project Manager owns the Margin Uplift Plan.  

  • IPM supports the plan and helps identify opportunities.

  • IPM must consult with the PM before making internal changes that would impact quality, schedule, or cost. 

• Stafford: Gemba

  • Within 3 months of delivery, place schedule on the Gemba.  (IPM still expected to follow the project prior to it being on the Gemba.)

  • Lead daily project Gemba and drive on time completion.

              

 

  

From ‘Release to Assembly to Ready for Inspection’ phase:

  

• Work with Production VSM and QA Team on inspection scheduling process.

  

• IPM should Be a liaison between operations/Quality and 3rd party inspector.

• Intent is to not change the PM’s Planned Ship Date or MRP ‘Request Ship Date’ unless it is a customer driven change.

    

 

  

From ‘Ready for Inspection to Shipment’ phase:  

  

• Document Controller owns obtaining approved drawings and data sheets per the final approval date provided by the Project Manager, so as not to affect hardware delivery.

  

• QA coordinates and host inspections.

  

• IPM ensures inspections are scheduled per notification on ITP.

• QA hosts inspectors

• IPM participates as needed

        

• QA is responsible to maintains inventory control in Inspection area. 
• QA is responsible to ensures all QA documents are ready and available. 
• QA is responsible to manage NCRs issued from inspectors and escalate to IPM and Project Manager to resolve issues as needed.

  

IPM ensures special crate/shipping requirements are understood by shipping personnel.

   

 

  

Change orders:

  

• For all Customer change quote requests, the Project Manager will review the request and communicate with factory Change Order Coordinator. 

  • Change Order Coordinator will ensure the request is reviewed by appropriate person(s)

    • For construction changes, the Project Engineer will determine the price and lead time impact of the change request. 

      • IPM will be consulted for lead time and cost impact based on production stage

    • For non-construction changes, the IPM will provide the lead time impact of the change request.

          

(OPEN TOPIC: a dedicated Change Order Coordinator at Armentieres)

  

• For all Customer change orders to implement, the Project Manager will review the request and communicate with Change Order Coordinator to implement the change.

  • For Stafford, the Change Order Coordinator will process and route change orders directly to the appropriate department contact and copy the PM and IPM for awareness.  The appropriate department contact will then confirm back to the Change Order Coordinator when completed.

  • For Nuevo Laredo, the Change Order Coordinator will process and route the change orders directly to the appropriate department contact and copy the IPM for awareness.  The appropriate department contact will then confirm back to the Change Order Coordinator when completed.

  • For Tulsa, the IPM will process and route change orders directly to the appropriate department contact and copy the PM for awareness.  The appropriate department contact will then confirm back to the IPM when completed.

  • For Asia Pacific factories (Chennai, Chengdu and Qingpu), the Sales Order Management team member will process and route change orders directly to the appropriate department contact and copy the PM for awareness.  The appropriate department contact will then confirm back to the SOM team member when completed.

  • For European factories (Armentieres, Cluj and Manchester), the IPM will process and route change orders directly to the appropriate department contact and copy the PM for awareness.  The appropriate department contact will then confirm back to the IPM when completed.

• PM would set a milestone plan for the new lines. Project Manager would send an email message to the Project Team (PE, DC and IPM) indicating the additional items and updated Milestone Date Plan for those new items.

   

                

From ‘Shipment to Invoice phase’:

    

Close Out - Project Manager owns facilitating lessons learned with IPM input. 

  

• IPM is responsible for providing successes and opportunities for execution improvement.
• Project Manager is responsible for ensuring a corrective action plan (task, owner, support team, timing, etc.) is developed to address achievable improvement ideas. PMO will own actions to implement.
• Intent is to identify what went well and what we should do differently the next time if we have the same customer and/or similar specifications.

   

  

Requirements:

• Bachelor degree

• Minimum 2-3 years similar experience preferred

• Ability to read and communicate in English is a must

• Prior work experience with pressure relief valves would be advantageous. Other valves and control or related industry can also be considered.

• Demonstrated proficiency in Microsoft Office packages, like Words, Excel, PowerPoint

• Ability to work cross-functionally in the organization?

• Ability to be a Self-Starter and work independently??

• Customer focused and orientated?

• Excellent communication & time management skills?

• Ability to work in a fast pace environment, multi-tasking and a strong team player

 Competency (Salaried Staff Only):

• Teamwork? 

• Drive for results? 

• Customer Focus? 

• Manage through systems? 

• Prioritising? 

          

艾默生努力在全球为流体控制、过滤及流程和设备保护领域的客户提供行业领先产品、服务和解决方案，为大众提供一个更安全更健康的未来。我们的创新思维、合作精神、严格的职业道德和广泛专家使我们能为不断变化的世界提供有创意的解决方案。艾默生全球营业收入为80亿美元，全球员工超过30,000人，负责六个洲的客户，艾默生主要业务涵盖5个应用领域覆盖三大市场：流体管理解决方案，过滤及流程解决方案，设备保护解决方案。 艾默生自动化流体控制是世界领先的阀门、执行机构和相关流体控制产品的生产商，旗下拥有90多个品牌并在24个国家设有生产基地，其产品和服务在油气。