Continuous Improvement Specialist - Dammam, المملكة العربية السعودية - Hitachi Energy Ltd

Hitachi Energy Ltd
Hitachi Energy Ltd
شركة تم التحقق منها
Dammam, المملكة العربية السعودية

منذ 4 أسابيع

Fatima Al-Mansouri

تم النشر بواسطة:

Fatima Al-Mansouri

مسوّقة للمواهب لبيبي
وصف

Description
(empty)


Functional Area:
Continuous Improvement
Job Family:Continuous Improvement


Job:

Continuous Improvement
Specialist:

Typical Continuous Improvement Specialist,


Reporting Line:
Local Operations Manager/REIWA Lead


Job Ref

Mission Statement:

To establish and maintain a continuous improvement (Cl) culture in PGHV Hitachi GIS Dammam Factory focusing on Improved manufacturing efficiencies through:


  • Synchronization between production units and feeder factories, whereby integrated planning functionalities will lead to improved load balancing:
-
Improvement of cross-project efficiency and integration in resource planning and supplier management:


  • Competitive edge for high complexity orders by maximizing an agile and transparent supply chain able to fulfil short lead times
  • in turn, additional sales volumes execution allow us to benefit from economies of scale and improved purchasing prices:
-
Digitization or elimination of manual tasks at site level (e.g. through S/4 HANA instead of standalone workbooks)

.

Production Planning Detailed Scheduling (PP/DS) will be used, optimizing plans and resources scheduled, as well as order dates and times.

Through a better coordination of resources, production and procurement, this module will:


  • Increase planning accuracy and material availability, improving quality of processes
  • Allow E2E demand planning from forecast to supplier stock handling (if linked to Sales Force Dot Com
  • SFCD), optimizing Inventory Turnover (ITO) and WIP
  • Reduce lead times and stock costs
  • Improve On-Time Delivery (OTD) performance and throughput time
  • Improve alignment between planning and execution
  • Increase scheduling accuracy
  • Improve resource utilization

Sourcing & Procurement

  • Businessoriented and global standardization of processes, tools as well as roles & responsibilities, e.g.
  • Supply Base Mgmt. (Supplier Qualification, Evaluation, Classification)
  • Contract Management
  • More efficient collaboration with suppliers based on improved electronic platforms, such as
  • Inquiry Management (eSourcing)
  • Purchase Order eCollaboration (SCC)
  • Foundation for improved data quality
  • Supplier Master Data Management (creation, change, blocking)
  • Better spend control in Indirect Materials and Services based on a new eProcurement system (Guided Buying)
  • Higher scalability of further automation and digitalization efforts
  • Improved spend and inventory transparency on Factory level

Main

Continuous Improvement Accountabilities:

Deployment**
Execute the local approach to continuous improvement and strategy deployment via S/4 HANA. Facilitate best practice sharing within GIS Dammam location. Work in cross functional teams to execute the strategy and escalate as necessary to remove roadblocks.


usiness Partnership**
4. Implementation**
Resources

Performance.
Transparency &
Improvement

Capability Building.
Understand the organization's vision, objectives and improvement needs and suggest projects, improvement actions and L6S tools to achieve objectives. Work with leaders to identify and access the best resources (internal) with which to work.


Be a resource for our customers' continuous improvement efforts and stay there until the work can be sustained by their own operation.

Facilitate coordination of resources (machines/people/functions) as necessary to achieve goals. Customers are required to build up competency and resources to sustain solution.

To support deployment of LBU strategy through effective utilization of Cl resources where needed, within the Functional area of expertise.


Provide organization-wide visibility of the current portfolio of continuous improvement efforts; track via metrics/KPls progress and value from these efforts to help decision makers allocate resources and recognize success, with special focus on operational cost reduction.

To work effectively with other Cl leaders to standardize processes and develop best practices.


provide training, coaching and facilitation support to individuals and teams so that they are better equipped to drive their improvement efforts for themselves.

To drive standardization and consistency within the L6S project and to make sure the knowledge is well transferred within the GB community.

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