Manufacturing Manager K
Manages employees performing activities in multiple manufacturing disciplines. Develops and executes business plans, policies and procedures and develops organizational and technical strategies. Acquires resources, provides technical management of suppliers and leads process improvements. Develops and maintains relationships and partnerships with customers, stakeholders, peers, partners and direct reports. Provides oversight and approval of technical approaches, products and processes. Manages, develops and motivates employees.
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• Continuous Improvement
Consistently and proactively reviews processes to identify gaps between requirements and current outputs with fellow K level managers, other people throughout the organization, and external customers. Consistently and proactively identifies potential conditions that contribute to gaps or key variances; explores relationships between conditions and effects; distinguishes causes from symptoms and identifies primary causes. Consistently and proactively generates ideas for solutions; analyzes the effect or impact of each solution; selects appropriate solutions. Consistently and proactively tests solutions; gathers feedback from fellow K level managers, other people throughout the organization and external customers; on effectiveness; reviews impact on baseline measures; modifies solutions as appropriate to ensure effectiveness.
• 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 K level managers to support partnership objectives; implements effective means for monitoring and evaluating the partnership process and the attainment of mutual goals.
• Customer Focus
Provides K level direction for making customers and their needs a primary focus of direct report's job activities and actions; considers how work group's decisions/actions/plans will affect customers; actively seeks information to understand customers' circumstances, problems, expectations, and needs; presents project level information to middle and/or 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 K level leadership on monitoring and evaluating customer concerns, issues, and satisfaction and to anticipate customer needs; implements and monitors customer feedback systems to gauge customer satisfaction and makes adjustments to service as indicated by feedback.
• Driving for Business Results
Identifies and sets performance goals for workgroup, project or process; 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.
• Ethical Leadership
Understands and promotes Boeing ethical principles within workgroup. Discusses ethical issues with employees and completes training; encourages employees to openly discuss ethical concerns. Ensures own behavior, direct reports and processes adhere to ethics principles. Recognizes and addresses unethical behavior through established processes.
• Managing Work
Identifies more critical and less critical activities and tasks; adjusts priorities when appropriate. Ensures that required equipment and/or materials are in appropriate locations so that own and others' work can be done effectively. Effectively allocates own time to complete work. Coordinates own and others' schedules, including fellow K level managers, to avoid conflicts. Takes advantage of available resources (individuals, processes, departments, and tools) to complete work efficiently. Uses time effectively and prevents irrelevant issues or distractions from interfering with work completion.
• Motivating Others
Creates a climate within the workgroup in which team members want to do their best. Instills a sense of purpose by communicating and creating buy-in with workgroup goals and objectives. Identifies what each direct report finds rewarding and then equitably administers rewards for behaviors aligned with successful team or individual performance. Works to ensure that each direct report feels his or her work is important.
• Work Standards
Establishes criteria and/or work procedures for self and direct reports to achieve a high level of quality, productivity, or service. Dedicates required time and energy to assignments or tasks to ensure that no aspect of own or other's the work is neglected; provides K level management to overcome obstacles to completing tasks or assignments. Accepts responsibility for outcomes (positive or negative) of one's own work as well as that of direct reports; admits mistakes and refocuses efforts, and delegates when appropriate. Empowers and supports others in accepting responsibility. Holds others accountable for agreed upon responsibility.
Technical• Lean Manufacturing
General knowledge of Lean Manufacturing principles (e.g., value stream analysis, single piece flow).
• Operations Processes
General knowledge of responsibilities and tasks performed by various Operations departments/disciplines (e.g., Fabrication, Assembly, Tooling, Quality, Industrial Engineering, Manufacturing Engineering). General 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 (3) years' experience in aircraft mechanical overhaul?
Do you have previous experience implementing Lean Manufacturing and/or Continuous Improvement practices and tools in a manufacturing environment?
Are you willing to work overtime, weekends and second shift as necessary?
Do you have previous manufacturing shop leadership (i.e. managerial or lead role) experience?
Typical Education/Experience
Other Job related information
Successful candidate will become part of the first-line shop manager team for the Depot Repair and Overhaul (DRO) operation. Candidate must be able to recruit, develop and direct employees consistent with the Boeing Leadership Attributes. Position requires in-depth experience with all requirements related to repair and overhaul of military aircraft drive line components (transmission, gearboxes, rotor-heads, etc.) including experience with U.S. Army Depot Maintenance Work Requirements (DMWRs). Experience should include reading and interpreting drawings and work instructions, working in an aircraft shop environment and working in a fast-paced manufacturing group. Candidate must be available, when required, for overtime and weekend work.
- Business Unit Defense, Space&Security
- Division Global Services & Support
- Program Integrated Logistics
- Job Type Management
- Experience Level First Level Manager
- US Person Status Required? Yes
Closing Date: 02/07/2012
