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Senior Engineering & Maintenance Manager

LocationVinh Phuc

Job typePermanent

Salary46,000,000-80,000,000 (VND)

CategoryTechnical / Manufacturing

Experience10 Years

IndustryTextiles / Garment


Job summary

1.Operations and Engineering and Maintenance Function Business Direction

Align Engineering and Maintenance function with Factory KPIs

  • Factory and Operations Department KPI Targets: understand the Factory‟s three-year Business Plan and within that context contribute to the Operations Department‟s three-year Business Plan and Annual Operating Plan including CAPEX.
  • Engineering and Maintenance Department KPI Targets: within the context of the Operations Department‟s three year Business Plan and Annual Operating Plan, develop and get approval for the Engineering & Maintenance Department‟s Annual Operating Plan and budget.
  • Immediate Employees‟ SMART Goals: communicate the Engineering & Maintenance Department‟s Annual Operating Plan and priorities to Immediate Employees (IEs) as context for developing their annual SMART Goals. Approve IEs‟ SMART Goals.

2. Engineering and Maintenance Department Delivery Capability

Support achievement of Factory KPIs:

  • Structure: implement the Engineering and Maintenance (E&M)Department standard organization structure, role profiles and cross-functional work process flows to optimize the effective recruitment, deployment and direction of people in the Department. Recommend improvements and make changes as approved by SVP Operations.
  • People: consistent with the approved E&M Department structure and role profiles:

+ Maintain a rolling one year forecast and annual Department staff headcount and recruitment plan, including anticipated retirements, resignations, terminations, promotions, transfers and new hires.

+ Maintain and monitor implementation of a rolling one year and annual Department staff development plan and succession plan for IEs, including the task assignments, external and internal job rotations and training (general, Functional Skilled Knowledge (FSKs) and Managerial Leadership Competencies (MLCs)) needed by each person, to equip the Department with the trained know-how to achieve Factory performance goals.

  • Processes: develop, get approval for, socialize (within E&M Department and cross-functionally) and periodically update E&M policies, Standard Operating Procedures (SOPs), work flow processes and work methods, in line with Factory and Group guidelines.
  • Performance Measurement: implement, monitor and report on E&M performance against established Group and Factory KPIs.
  • Continuous Improvement: drive continuous improvement in the E&M Department‟s service to its customers and its verifiable contribution to the Factory‟s KPI targets.

3. Support Services Delivery

Through the output of his/her Immediate Employees (IEs), supports achievement of Factory KPIs by delivering:

  • Smooth Operating Factory Facilities: ensure the relevant policies and processes are in place to provide the Factory with proper functioning and cost effective use of Factory infrastructure, land, and utilities.
  • Production Equipment and General Machinery: hold the relevant IEs accountable for establishing and / or implementing the necessary policies, systems and processes to provide adequate and proper functioning of production equipment (e.g. sewing machines, pressing machines, washing machines, etc.) and general machinery (e.g. boilers, air conditioning, pumps, etc.) in support of Operations‟ production targets.
  • Sustainable Environmental Practices: hold IE accountable for maintaining the environment-related systems (e.g. scrubber, wastewater treatment, etc.) to ensure the Factory‟s emissions (liquid and gas) comply with the relevant Group and local guidelines and / or regulations. Resolve issues with external consultants as necessary.
  • Safe and Healthy Occupational Work Environment: hold IEs accountable for establishing and implementing the relevant health and safety policies, systems and processes to continuously improve the occupational health and safety of the Factory.
  • Cost Savings: proactively identify opportunities internally and externally to reduce cost of the operation and maintenance of the facilities, utilities, general machinery and production equipment to ensure the Factory is operating at optimal utilization.

4. Internal Customer Engagement

Internal Customer Management:

  • Internal Customer Expectations: identify internal customers‟ key expectations from Engineering and Maintenance function.
  • Service Delivery: hold the relevant IEs accountable for building relationships and meeting expectations of customers to create high customer engagement.
  • Customer Buy-in: communicate and collaborate with internal customer to gain support for Engineering and Maintenance initiatives.
  • Continuous improvement: achieve year-on-year improvement in customer engagement.

*Definition of engagement: having captured the customer’s “heart and mind” so that the customer consistently speaks positively of the Facilities team, has a clear desire to work and/or be associated with the Facilities team, and exerts extra effort to contribute in some way to the Facilities team’s success.

5. Managerial Leadership of Immediate Team

Support Factory achievement of % competent and engaged people KPIs

  • 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 mid-year 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 his/her Immediate Manager (IM).

Note: Manager accountable for: 1) coaching IEs to improve their performance and their abilities in their current job, 2) assessing future potential of employees one-level down (EoDs reporting to the manager’s IEs) and mentoring EoDs in terms of their career development for future roles, 3) identifying and developing successors for his/her IEs where relevant.

6. Future Talent Pool

Talent Management

  • Talent Pool Analysis: assess the future potential of Employees-one-Down (EoDs) in terms of future manpower requirements.
  • Mentoring and Career Development*: establish mentoring relationship and career development programs with individual EoDs based on future manpower requirements, assessment of individual potential and individual interests.
  • IE Successor Development*: identify and have ready for promotion minimum two potential successors for each IE where relevant and within agreed timeframe.

*Note: Manager accountable for: coaching IEs to improve their performance and their abilities in their current job; assessing future potential of employees one-level down (EoDs reporting to the manager’s IEs) and mentoring EoDs in terms of their career development for future roles; identifying and developing successors for his/her IEs where relevant.

7. Alignment with TAL Core Values and Culture

People aligns with TAL:

  • Personal Alignment: understand and personally commit to the Group‟s core values and culture.
  • „Walk the Talk‟: lead by example and behave consistently with the Group‟s core values and culture.
  • Reinforcement and Support: communicate and visibly use the Group‟s core values as guidelines for daily decision making. Support Group initiatives to reinforce the core values and culture.
  • Coaching: coach IEs to behave consistently with the Group‟s core values and culture.

8. Personal Effectiveness

Support achievement of Factory KPIs and takes accountability for own development

  • Assessment: take accountability for self-assessment of how to improve own personal effectiveness in the current role.
  • Feedback: ask for feedback regarding personal effectiveness from relevant parties.
  • Development Plan: pro-actively discuss ways for improving personal effectiveness with own IM. Seek opportunities for learning and growth. Participate fully in development opportunities provided by the Group and consciously apply the learning from the development programs.

Note 1: Incumbent is also accountable for other tasks assigned by Immediate Manager, for specific purposes (e.g: employee development). Immediate Manager accountable for explaining outcomes and target durations for such assignments.

Note 2: Incumbent may not be assigned all Accountability Areas or tasks in the Role Profile. It is at the discretion of the Immediate Manager to provide specific direction and priorities for each IE (e.g. ramp up new employees), supported by clear explanations and timeframes.

Job Responsibilities

1.Operations and Engineering and Maintenance Function Business Direction

Align Engineering and Maintenance function with Factory KPIs

  • Factory and Operations Department KPI Targets: understand the Factory‟s three-year Business Plan and within that context contribute to the Operations Department‟s three-year Business Plan and Annual Operating Plan including CAPEX.
  • Engineering and Maintenance Department KPI Targets: within the context of the Operations Department‟s three year Business Plan and Annual Operating Plan, develop and get approval for the Engineering & Maintenance Department‟s Annual Operating Plan and budget.
  • Immediate Employees‟ SMART Goals: communicate the Engineering & Maintenance Department‟s Annual Operating Plan and priorities to Immediate Employees (IEs) as context for developing their annual SMART Goals. Approve IEs‟ SMART Goals.

2. Engineering and Maintenance Department Delivery Capability

Support achievement of Factory KPIs:

  • Structure: implement the Engineering and Maintenance (E&M)Department standard organization structure, role profiles and cross-functional work process flows to optimize the effective recruitment, deployment and direction of people in the Department. Recommend improvements and make changes as approved by SVP Operations.
  • People: consistent with the approved E&M Department structure and role profiles:

+ Maintain a rolling one year forecast and annual Department staff headcount and recruitment plan, including anticipated retirements, resignations, terminations, promotions, transfers and new hires.

+ Maintain and monitor implementation of a rolling one year and annual Department staff development plan and succession plan for IEs, including the task assignments, external and internal job rotations and training (general, Functional Skilled Knowledge (FSKs) and Managerial Leadership Competencies (MLCs)) needed by each person, to equip the Department with the trained know-how to achieve Factory performance goals.

  • Processes: develop, get approval for, socialize (within E&M Department and cross-functionally) and periodically update E&M policies, Standard Operating Procedures (SOPs), work flow processes and work methods, in line with Factory and Group guidelines.
  • Performance Measurement: implement, monitor and report on E&M performance against established Group and Factory KPIs.
  • Continuous Improvement: drive continuous improvement in the E&M Department‟s service to its customers and its verifiable contribution to the Factory‟s KPI targets.

3. Support Services Delivery

Through the output of his/her Immediate Employees (IEs), supports achievement of Factory KPIs by delivering:

  • Smooth Operating Factory Facilities: ensure the relevant policies and processes are in place to provide the Factory with proper functioning and cost effective use of Factory infrastructure, land, and utilities.
  • Production Equipment and General Machinery: hold the relevant IEs accountable for establishing and / or implementing the necessary policies, systems and processes to provide adequate and proper functioning of production equipment (e.g. sewing machines, pressing machines, washing machines, etc.) and general machinery (e.g. boilers, air conditioning, pumps, etc.) in support of Operations‟ production targets.
  • Sustainable Environmental Practices: hold IE accountable for maintaining the environment-related systems (e.g. scrubber, wastewater treatment, etc.) to ensure the Factory‟s emissions (liquid and gas) comply with the relevant Group and local guidelines and / or regulations. Resolve issues with external consultants as necessary.
  • Safe and Healthy Occupational Work Environment: hold IEs accountable for establishing and implementing the relevant health and safety policies, systems and processes to continuously improve the occupational health and safety of the Factory.
  • Cost Savings: proactively identify opportunities internally and externally to reduce cost of the operation and maintenance of the facilities, utilities, general machinery and production equipment to ensure the Factory is operating at optimal utilization.

4. Internal Customer Engagement

Internal Customer Management:

  • Internal Customer Expectations: identify internal customers‟ key expectations from Engineering and Maintenance function.
  • Service Delivery: hold the relevant IEs accountable for building relationships and meeting expectations of customers to create high customer engagement.
  • Customer Buy-in: communicate and collaborate with internal customer to gain support for Engineering and Maintenance initiatives.
  • Continuous improvement: achieve year-on-year improvement in customer engagement.

*Definition of engagement: having captured the customer’s “heart and mind” so that the customer consistently speaks positively of the Facilities team, has a clear desire to work and/or be associated with the Facilities team, and exerts extra effort to contribute in some way to the Facilities team’s success.

5. Managerial Leadership of Immediate Team

Support Factory achievement of % competent and engaged people KPIs

  • 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 mid-year 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 his/her Immediate Manager (IM).

Note: Manager accountable for: 1) coaching IEs to improve their performance and their abilities in their current job, 2) assessing future potential of employees one-level down (EoDs reporting to the manager’s IEs) and mentoring EoDs in terms of their career development for future roles, 3) identifying and developing successors for his/her IEs where relevant.

6. Future Talent Pool

Talent Management

  • Talent Pool Analysis: assess the future potential of Employees-one-Down (EoDs) in terms of future manpower requirements.
  • Mentoring and Career Development*: establish mentoring relationship and career development programs with individual EoDs based on future manpower requirements, assessment of individual potential and individual interests.
  • IE Successor Development*: identify and have ready for promotion minimum two potential successors for each IE where relevant and within agreed timeframe.

*Note: Manager accountable for: coaching IEs to improve their performance and their abilities in their current job; assessing future potential of employees one-level down (EoDs reporting to the manager’s IEs) and mentoring EoDs in terms of their career development for future roles; identifying and developing successors for his/her IEs where relevant.

7. Alignment with TAL Core Values and Culture

People aligns with TAL:

  • Personal Alignment: understand and personally commit to the Group‟s core values and culture.
  • „Walk the Talk‟: lead by example and behave consistently with the Group‟s core values and culture.
  • Reinforcement and Support: communicate and visibly use the Group‟s core values as guidelines for daily decision making. Support Group initiatives to reinforce the core values and culture.
  • Coaching: coach IEs to behave consistently with the Group‟s core values and culture.

8. Personal Effectiveness

Support achievement of Factory KPIs and takes accountability for own development

  • Assessment: take accountability for self-assessment of how to improve own personal effectiveness in the current role.
  • Feedback: ask for feedback regarding personal effectiveness from relevant parties.
  • Development Plan: pro-actively discuss ways for improving personal effectiveness with own IM. Seek opportunities for learning and growth. Participate fully in development opportunities provided by the Group and consciously apply the learning from the development programs.

Note 1: Incumbent is also accountable for other tasks assigned by Immediate Manager, for specific purposes (e.g: employee development). Immediate Manager accountable for explaining outcomes and target durations for such assignments.

Note 2: Incumbent may not be assigned all Accountability Areas or tasks in the Role Profile. It is at the discretion of the Immediate Manager to provide specific direction and priorities for each IE (e.g. ramp up new employees), supported by clear explanations and timeframes.

Contact Person

  •   Chi Bui
  •  Adecco