Supervisor (a) de Produção - Programa de Desenvolvimento Acelerado

Supervisor (a) de Produção - Programa de Desenvolvimento Acelerado Key Expected Achievements Member of the Operations team: the Business Unit Leader aspires to drive the performance of the Shop first, even before their own Business Unit. For this, they are actively involved in: a. Sharing best practices between Business Units and helping to contribute to the Plant performance in a collaborative manner. We maintain a mindset of “ONE MANUFACTURING TEAM” in all situations. b. Detecting & developing talents that will grow their career in the Shop. They develop and export talent from their Business Unit to other activities to support business needs. c. Supporting Shop decisions even when uncertainty and unfavorable circumstances may impact their own Business Unit. d. Improve the performance of the Business Unit through regular coaching and feedback of support team members. e. Provide input on the performance of support team members as well as recommendations for development. People developer: the Business Unit Leader is animated with the passion for people development, seeing their plant as a platform to recruit, train & offer professional growth for everyone in their teams. The Business Unit Leader is expected to: a. Deploy a life-long learning mindset in the teams, through evaluation of competencies and identifying development opportunities to close the gaps. b. Ensure the development of people through the avenue of Spoke training by support teams or through social promotion projects. c. Utilize career paths accessible for all their employees. d. Build and believe in the value of diverse teams. e. Support competency development through mentoring & coaching. Representative/Role model of the Company values, purpose & strategy: the Business Unit Leader represents the Plant for the employees. They embody the group values by: a. Consistently living out the values and acting as an example to inspire their employees by their behaviors. b. Motivating their teams by leveraging the Michelin purpose & Dream. c. Making sure that everyone in their Team understands the Plant strategy and understands the role that they play in the collective success of the vision. d. Aligning the vision at the shop level and engaging the teams to make that vision a reality at the site. e. Embodying the values of the Company by ensuring employee issues are addressed in a timely fashion. Ensure accurate, on-time completion of time and attendance for employees and address attendance issues in a timely fashion. f. Developing Safety as a value in the Business Unit, such that each employee is responsible for their safety and the safety of others. Customer & business partner: the Business Unit Leader understands the customers’ needs and the business stakes and guide the teams to be customer centric. The Business Unit Leader is expected to: a. Develop an understanding of the Customer/partners and their requirements and the role their Business Unit has in meeting their expectations. b. Steer their Business Unit, focused on all dimensions of economic value creation. c. Support the business through a cooperation with local teams for: industrializations, modifications, digitalization, Industry transformations, etc. Environment promoter: the Business Unit Leader is viewed as an active promoter and influencer for continuous improvement in the environmental impact of their Business Unit by: a. Promoting a culture that is aware and values sustainability and environment. b. Complying/Implementing the strategy for environmental impact and biodiversity. Care Area of Excellence ICARe & Empowerment role model: the Business Unit Leader is visibly striving to lead with the ICARE leadership model and inspires and coaches their team to progress in that direction. The Business Unit Leader is expected to: a. Inspire and transfer their passion for ICARE to all employees at all levels, through the animation of a continuous deployment of the model in their Business Unit. b. Create the condition for inclusion, safe-space, collaboration & collective intelligence in their team. c. Foster empowerment through the engagement of their shop Support Teams, so that everyone can feel responsible for the plant’s future and fully take part in the evolution and transformation. Operational Excellence Leader: the Business Unit Leader is committed to develop the operational excellence by ensuring that: a. Activities are driven by applying MMW(MDP+OR/MAPP), because the teams understand the value of such practices of excellence. Foundations are sustained over time, in order to create the conditions to achieve industrial performance. b. The driving of continuous progress in the Business Unit, looking for variation reduction and non-added value tasks reduction, is vigorous. c. Achieve Business Unit SMQDC expected performance levels and respect of standards to satisfy customer demand. d. The team and its members are empowered and visibly committed. Autonomy increases through the evolution of polyvalence, competencies and responsibility. e. Uses sound problem solving methodology to eliminate root causes of problems as they arise. Tech Area of Excellence Digital and Innovation contributor: Adopt innovation, engineering, and technology ensuring the transformation is recognized as an opportunity for excellence by: a. Seeking opportunity to apply and encourage team to work with and use digital application where appropriate. Apply “use cases” to help team move forward to data driven approach. b. Helping to build the foundations necessary for the transformation (data quality, competencies, organization, plant roadmap, collaboration with Site Digital Department). c. Supporting and triggering projects and initiatives that will develop capabilities aligned with the Michelin strategy. Highlight the importance to copy/paste digital good practices. #J-18808-Ljbffr