APICS St Louis Job Board: Materials Team Leader
Date: 5/4/2010
Company: G.M. Snyder & Associates -Recruiting firm
Address: See details
City State Zip: St Louis MO Area
Title: Materials Team Leader
Openings: 1
Location: Iowa
StartDate: Immediate
Salary: $120k plus bonus
Qualifications: Part II. Knowledge and Background Requirements
A. In Column I, below, list the minimum requirements of knowledge and the type and length of previous experience necessary for an individual to be considered for this position. In Column II, give additional characteristics that are desirable but not essential.
I. Minimum II. Desirable But Not Essential
Bachelors Degree MBA, Technical Degree, APICS/CIRM/ Purchasing Certifications
Ten+ years of progressive materials management, sourcing experience and materials system execution experience in a large, complex business environment. Understand financial statements and systems. Strong Lean tool kit and implementation experience in a strong Lean Enterprise environment.
Ability to think strategically and lead change. Excellent Communication Skills and ability to sell ideas to accomplish necessary changes in processes, procedures and culture
Duties: Part I. Description of Position
A. Position Purpose:
The focus of the position is providing strategic and tactical leadership in the development and implementation of production and materials plans for three plants. The function is to provide strategic direction and executable tactical plans to insure business metrics on Promised Delivery, Working Capital Turnover, Materials Availability & Costs are met in order to maximize business productivity, profitability, product quality, costs and customer service objectives, while supporting an overall mandate to develop a Lean operating enterprise and culture.
B. Department Function:
Materials develops and implements tactical production and inventory schedules to provide the products needed to support Company Residential sales and profitability plans by:
A. Developing production plans for three different plants making seasonal products.
B. Overseeing the procurement or build of internal components to support the production plans.
C. Building/developing Supplier network to support the business needs.
D. Driving the strategic development/enhancement of Lean materials control tools, systems and procedures.
E. Managing the receipt, storage and pick of component inventories to support the plans.
F. Oversees the procurement activities to support new product launches and engineering changes.
G. Administers the internal movement of materials within the facilities.
H. Oversees the development of Phase-in/Phase-out Plans for product transitions.
I. Develops and manages overall Inventory budgets for all plants. Manages slow moving and obsolete materials consumption/disposition programs.
J. Manages functional cost budgets, PPV, etc. to meet established business targets.
C. Principal Activities: List five to eight brief statements that describe only the major activities for which your position is accountable. Do not list all individual tasks or steps necessary to achieve the end results, but stress the end result itself.
Major Activities
(What do you do? How do you do it?) Reasons for Taking Major Action
(End Result?)
1) Oversee development of executable production plans for three plants and schedule/procure components to support the plans. 1) Deliver right mix/volumes of products to meet Company Residential sales while meeting customer service, productivity and cost metrics for the business.
2) Develop Supplier Network to support Company requirements by clarifying expectations, providing constant feedback and visitations. 2) Insure that we are getting quality, quantity, cost and delivery timing of needed components to provide the products needed to service our customers.
3) Develop Materials Team capabilities to support transition from traditional sourcing/ scheduling process to a Lean pull system through training, coaching and culture change leadership. 3) Develop people talent capable to meet the changing needs of the materials organization to support faster delivery response to our customers, improved working capital metrics and improved plant productivity efforts.
4) Provide visionary leadership in developing state-of-the-art material planning and execution systems for the Company. Work with local and Corporate Information Technology resources. 4) Support business efforts to gain market share and profitability by providing an industry-leading product build/delivery cycle based upon pull sales from our customers.
5) Develop Inventory budget and manage seasonal adjustments as necessary to meet production plans. Develop & drive efforts that allow less inventory commitment in the plant and faster response from Supplier-based local support capabilities. 5) Faster Inventory Turns driving Working Capital metric improvements.
Plant Productivity Improvements.
6) Support New Product development activities by providing new and existing components as needed. Manage product transitions through phase-in/phase-out programs. 6) Success launch of new products for revenue/profitability growth.
Minimize inventory obsolescence in the business due to product transition.
7) Budget and manage fixed/variable overhead for material function and material product costs. 7) Cost Management
D. Principal Challenges: Describe the nature and variety of the most typical and the most complex problems you face in this position and your long- and short-range challenges.
The most common challenge is change. Most people in the operations are comfortable with the status quo. The challenge of moving to Lean pull systems and techniques is asking them to not only change what they are doing but also to change their thoughts and behaviors.
The most difficult challenges lie in implementing changes necessary to transition a traditional Make-to-Stock business to a responsive Assembly-to-Order business while meeting unprecedented volume growth, implementing a whole new platforms of cooling, heating and Coil Blower products and responding to a major worldwide sourcing effort driven by Corporate.
This is a complex, high-volume, unionized repetitive business and environment that is managed through a business-wide matrix organization. Keeping up with the plans and activities of both Corporate and internal plant endeavors and programs is a challenge. Many manufacturing systems require major change to support the requirements necessary to support the Lean Enterprise that we are striving to develop.
Shorter-range challenges include implementing new material procurement/build schedule tools and methodologies to support the Strategic Objectives.
Longer-range challenges involve the establishment of a more disciplined manufacturing culture in the business that will allow adoption/faster acceptance and sustainment of the business changes needed to keep this business competitive in the longer term. Getting the unionized work force to accept and partner with Lean efforts is a big challenge to overcome.
E. Authority and Responsibility: Identify the types of decisions that you have the power to make on your own, as well as those referred to a superior. In both cases, include authority for decisions regarding issues of policy and procedure, administrative matters and personnel (hiring, firing, salary increases, etc.).
1. What typical decisions do you have total authority for making without review by a superior or senior level position?
Procurement Contracts for Production Components
Salaried Personnel Assignments & Development/Corrective Action Plans
Daily Production Plans/Mix
Inventory/Obsolescence Budget/Administration
Material System procedure/policies
Hourly worker disciplinary measures and terminations (within contract provisions)
Local Sourcing Decisions
Overtime hours
Fixed/Variable Expense Approval to $5000 Spending Limit
Contact: Gib
Address: See website for details
Phone: 636/256-3870
Fax: 636/256-3506
E-mail: gibsnyder@gmsnyder.com
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