Supervisor (a) de Produção - Programa de Desenvolvimento Acelerado

Overview Supervisor (a) de Produção - Programa de Desenvolvimento Acelerado KEY EXPECTED ACHIEVEMENTS 1. Member of the Operations team : The Business Unit Leader aims to drive the Shop’s performance first, and actively contributes to the Plant performance in a collaborative manner. They are 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. Improving the performance of the Business Unit through regular coaching and feedback of support team members. e. Providing input on the performance of support team members as well as recommendations for development. 2. 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. They are 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. 3. Representative/Role model of the Company values, purpose & strategy : The Business Unit Leader represents the Plant for the employees and embodies 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. Ensuring everyone in their Team understands the Plant strategy and their role in the collective vision. d. Aligning the vision at the shop level and engaging the teams to realize it at the site. e. Embodying company values by addressing employee issues in a timely fashion and ensuring accurate, on-time completion of time and attendance. f. Developing Safety as a value so that each employee is responsible for their safety and the safety of others. 4. Customer & business partner : Understands customers’ needs and business stakes and guides teams to be customer-centric. They are 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 the Business Unit toward all dimensions of economic value creation. c. Support the business through cooperation with local teams for industrializations, modifications, digitalization, Industry transformations, etc. 5. Environment promoter : Viewed as an active promoter for continuous improvement in environmental impact by: a. Promoting a culture that is aware of and values sustainability and environment. b. Complying/Implementing the strategy for environmental impact and biodiversity. CARE AREA of EXCELLENCE 6. ICARE & Empowerment role model : Leads with the ICARE leadership model and inspires and coaches their team to progress in that direction. They are expected to: a. Inspire and transfer their passion for ICARE to all employees at all levels, through continuous deployment of the model in their Business Unit. b. Create conditions for inclusion, safe-space, collaboration & collective intelligence in their team. c. Foster empowerment through engaging shop Support Teams so that everyone feels responsible for the plant’s future and can participate in evolution and transformation. 7. Operational Excellence Leader : Develops operational excellence by ensuring that: a. Activities are driven by applying MMW(MDP+OR/MAPP) for sustained foundations and conditions to achieve industrial performance. b. Continuous progress with variation reduction and non-added value task reduction. c. Achieve BU SMQDC expected performance levels and compliance with standards to satisfy customer demand. d. The team and its members are empowered and visibly committed; autonomy increases with evolving polyvalence, competencies and responsibility. e. Uses sound problem solving to eliminate root causes of problems as they arise. 8. Digital and Innovation contributor : Adopt innovation, engineering, and technology to ensure transformation is seen as an opportunity for excellence by: a. Seek opportunities to apply digital applications and encourage the team to work with data-driven approaches. b. Build the foundations for transformation (data quality, competencies, organization, plant roadmap, collaboration with Site Digital Department). c. Trigger projects and initiatives that develop capabilities aligned with the Michelin strategy. #J-18808-Ljbffr