Manufacturing Manager Level L
Provide leadership and guidance for all 1st/2nd Shift personnel in the execution of Integrated AeroStructures/Community Manufacturing Partnership/Community Manufacturing Partnership (IAS/CMP/AMS) goals, objectives and functional processes. Oversee daily requirements/methods, through the managers, to support production, delivery and emergent requirements. Assure that the products and processes conform to design specifications and customer expectations. Lead/foster the application of Lean methodologies within Manufacturing organizations.
Continue to strengthen relationships with other organizations including customers, quality and engineering groups.
Understand and manage a healthy core business including elements of Quality, Cost, Delivery, Safety and People.
Ensure a safe, threat free work environment. Encourage and foster employee development and champion diversity.
Boeing Leadership Attributes
• Charts the Course
Starts with the customer ends with the customer. Translates strategy into actionable objectives and plans. Communicates clearly at one-on-one and group levels. Conveys sense of purpose and mission that motivates others. Maintains direction, balancing big-picture concern with day-to-day issues.
• Delivers Results
Keeps his/her promises. Does not rationalize shortfalls and is accountable. Demonstrates strong operational skills. Marshals the other Leadership Attributes in meeting commitments. Capitalizes on unanticipated opportunities and changing circumstances to meet commitments.
• Finds a Way
Continuously monitors customers and operations to spot issues. Faces reality and adjusts to keep commitments. Models confidence that sees change as opportunities. Uses Boeing complexity as leverage, not an excuse.
• Inspires Others
Energizes, excites, and motivates others. Creates and models a confident and winning atmosphere. Builds teams whose impact is far greater than the sum of their parts. Inspires in ways that are consistent with Boeing's values. Celebrates success and learns from disappointments. Creates an atmosphere where all see opportunities to stretch, take risks, create, contribute and learn.
• Lives the Boeing Values
Models, leads and is committed to the Boeing values, principles and business-conduct policies. Earns the trust and respect of all Boeing stakeholders. Ensures effective business, compliance and financial controls. Promotes integrity in all that we do. Demonstrates commitment to and takes advantage of diversity. Creates an environment of respect and inclusion. Does not use abusive or intimidating behavior. Bounds vigorous pursuit of individual and business objectives with overall interest and reputation of the company.
• Sets High Expectations
Sets high expectations rooted in ensuring competitiveness. Sets high expectations for him/herself first. Has courage to raise the bar continuously/routinely. Holds self and others accountable for continuous improvement. Communicates expectations directly, openly and effectively. Shows people and teams how to reach (acts as a coach).
Competencies
General• Building Trust
Demonstrates honesty; keeps commitments; behaves in a consistent manner. Proactively shares thoughts, feelings, and rationale so that fellow middle managers and other people throughout the organization, understand personal positions. Consistently listens to others and objectively considers their ideas and opinions, even when they conflict with one's own. Treats people with dignity, respect, and fairness; gives proper credit to others; stands up for deserving others and their ideas even in the face of resistance or challenge.
• Cross Functional Partnerships
Analyzes the organization and own area to identify key relationships that should be initiated or improved to further the attainment of own area's goals; exchanges information with potential partner areas to clarify partnership benefits and potential problems; collaboratively determines the scope and expectations of the partnership so that both areas' needs can be met; collaboratively determines courses of action to realize mutual goals; facilitates agreement on each partner's responsibilities and needed support; places higher priority on organization's goals than on own area's goals; anticipates effects of own area's actions and decisions on partners; influences direct reports, own manager, and fellow middle managers to support partnership objectives; implements effective means for monitoring and evaluating the partnership process and the attainment of mutual goals.
• Customer Focus
Provides middle management direction for making customers and their needs a primary focus of direct report's job activities and actions; considers how direct report's decisions/actions/plans will affect customers; actively seeks information to understand customers' circumstances, problems, expectations, and needs; presents higher level project information to senior level managers to build their understanding of issues and capabilities as they relate to customer needs; considers how project level decisions/actions/plans will affect customers; responds quickly to meet significant customer needs and resolve problems; provides middle level leadership on monitoring and evaluating customer concerns, issues, and satisfaction and to anticipate customer needs; participate in the development of customer feedback systems to gauge customer satisfaction and makes adjustments to service as indicated by feedback.
• Decision Making
Consistently and proactively recognizes a wide range of issues, problems, or opportunities in own work group, across the organization and with external customers; determines whether action is needed; consistently identifies the need for and collects information to better understand issues, problems, and opportunities; integrates complex information from a variety of sources; detects trends, associations, and cause-effect relationships; creates relevant options for addressing problems/opportunities and achieving desired outcomes; consistently formulates clear decision criteria; evaluates options by considering implications and consequences; chooses an effective option; consistently implements decisions or initiates action within a reasonable time; consistently includes fellow middle managers and employees across the organization in the decision-making process as warranted to obtain good information, make the most appropriate decisions, and ensure buy-in and understanding of the resulting decisions.
• Diversity Awareness
Provides clear middle management leadership in establishing relationships with and learning more about people of other cultures and backgrounds. Continually examines own biases and behaviors to avoid stereotypical responses; mentors direct reports and others in exhibiting sensitivity to the perspectives and interests of people of a different culture; shows respect for decisions and actions that reflect cultural concerns and expectations; maintains focus on success and on effectively handling cross-cultural challenges; does not give up easily; works hard to overcome cultural barriers and deals constructively with challenging situations; consistently demonstrates flexibility in adapting personal style to cultural norms across situations.
• Driving for Business Results
Identifies and sets performance goals for department; works tenaciously toward and derives satisfaction from achieving stretch goals related to positive business results; remains self-disciplined; measures progress and evaluates results; reprioritizes as appropriate; prevents irrelevant issues or distractions from interfering with timely completion of important tasks.
• Managing Conflict
As a middle manager, establishes a clear and compelling rationale for resolving the conflict and communicates the rationale to all involved parties. Collects information from relevant sources to gain a complete understanding the conflict. Objectively views the conflict from all sides. Stays focused on resolving the conflict and avoids personal issues and attacks. Presents and seeks potential solutions or positive courses of action. Takes positive action to resolve the conflict in a way that addresses the issue, dissipates the conflict, and maintains the relationship. Summarizes to ensure that all are aware of agreements and required actions.
• Motivating Others
Creates a climate within the department in which team members want to do their best. Instills a sense of purpose by communicating and creating buy-in with organizational vision, goals and objectives. Supports departmental events to recognize and reward employees. Rewards direct reports for motivating their workgroups. Works to ensure members of the department feel their work is important.
Technical• Lean Knowledge
In-depth knowledge of Lean principles, processes and tools applicable to various work environments resulting in the implementation of enterprise-wide Boeing Production System. Charters management direct reports and support employees in the engagement of lean philosophies and principles for continuous improvement to the Boeing Production System.
• Operations Processes
In-depth knowledge of responsibilities and tasks performed by various Operations departments/disciplines (e.g., Fabrication, Assembly, Tooling, Quality, Industrial Engineering, Manufacturing Engineering). In-depth knowledge of the interactions between departments/disciplines and how their products/processes affect one another and impact non-operations processes (e.g., Engineering, Business, Logistics).
Basic Qualifications For ConsiderationDo you have a minimum of three years management experience?
Do you have previous experience managing a factory operation?
Are you willing to work 2nd shift?
Typical Education/Experience
Other Job related information
Candidates must have prior experience in manufacturing.
- Business Unit Commercial Airplanes
- Division Bca Supply Chain Mgt & Ops
- Program Fabrication
- Job Type Management
- Experience Level Mid Level Manager
- US Person Status Required? Yes
Closing Date: 02/15/2012
