Supervisor (a) de Produção - Programa de Desenvolvimento Acelerado

Michelin; Rio de Janeiro; Presencial; BRL 200.000 - 250.000; Tempo integral

Resumo da oferta

Uma grande empresa industrial no Rio de Janeiro está em busca de um(a) Supervisor(a) de Produção para liderar a equipe e garantir o desempenho da planta. O candidato ideal deve ter experiência em desenvolvimento de talentos, promover a segurança e a excelência operacional, além de um forte foco na cultura de cliente e sustentabilidade. O trabalho é uma oportunidade para impactar diretamente o ambiente de trabalho e as operações da planta.

Serviços

Desenvolvimento profissional contínuo

Ambiente colaborativo

Qualificações

• Experiência em liderança e desenvolvimento de equipes.
• Capacidade de promover uma cultura de segurança.
• Experiência em operações industriais e melhoria contínua.

Responsabilidades

• Contribuir para o desempenho da planta através de mentoring e feedback.
• Promover o desenvolvimento de pessoas e diversidade na equipe.
• Representar os valores da empresa e garantir a segurança dos colaboradores.
• Desenvolver uma cultura focada no cliente e na sustentabilidade.
• Buscar excelência operacional e inovação tecnológica na equipe.

Conhecimentos

Desenvolvimento de talentos

Trabalho em equipe

Liderança

Mentoria

Foco no cliente

Descrição da oferta de emprego

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.