工程精益与卓越运营专家（Lean / Operational Excellence）

continuously enhances organizational performance and management maturity. 参与构建卓越工程管理体系，推动工程组织从经验驱动向数据驱动转型，从局部改善迈向系统优化，从基地运营升级为全球协同管理。 The successful candidate will help build a world-class engineering management system and drive the organization toward data-driven decision-making, system-wide optimization, and globally aligned engineering operations. 主要职责 Key Responsibilities 一、卓越运营体系建设与战略部署 Operational Excellence System & Strategy Deployment 负责制定工程设备管理卓越运营战略及中长期发展规划，推动Lean、TPM、Kaizen及WBS理念在工程组织中的全面落地。 Develop long-term Operational Excellence strategies and drive deployment of Lean, TPM, Kaizen, and WBS principles across engineering organizations. 建立并完善卓越运营体系，包括战略部署（Policy Deployment）、绩效管理（Performance Management）、日常管理（Daily Management）和持续改善机制。 Build and continuously improve Operational Excellence systems, including Policy Deployment, Performance Management, Daily Management, and Continuous Improvement frameworks. 推动价值流分析（VSM）、可视化管理（Visual Management）、Gemba Walk、TPM最佳实践及结构化问题解决文化建设，形成持续改善的管理模式。 Drive Value Stream Mapping, Visual Management, Gemba practices, TPM best practices, and structured problem-solving culture to establish a sustainable improvement environment. 与Reliability专家及各基地工程团队协同，推动TPM（Total Productive Maintenance）体系建设与持续优化，提升关键设备可靠性、设备综合效率（OEE）及全生命周期管理水平。 Collaborate with Reliability Experts and site engineering teams to drive TPM (Total Productive Maintenance) deployment and continuous improvement, enhancing equipment reliability, Overall Equipment Effectiveness (OEE), and lifecycle asset management performance. 建立卓越运营成熟度评估机制，定期识别改善机会并推动组织持续升级。 Establish Operational Excellence maturity assessments to identify improvement opportunities and continuously advance organizational capability. 二、标准化运营与全球协同 Standardization & Global Engineering Alignment 建立覆盖工程设备管理全生命周期的标准化体系，实现流程、标准、制度及管理模式统一。 Build standardized engineering management systems covering the entire equipment lifecycle, including processes, governance, standards, and management practices. 推动中国区与海外基地工程管理标准、KPI及运营模式对齐，实现全球一致性管理。 Drive alignment of engineering standards, KPIs, and operating models across China and overseas sites. 建立全球最佳实践共享平台，促进跨基地经验复制和组织能力提升。 Facilitate global best-practice sharing and cross-site capability development. 推动跨区域、跨文化协同机制建设，提升全球工程团队协作效率。 Develop cross-regional and cross-cultural collaboration models to strengthen global engineering effectiveness. 三、Grand Kaizen与业务变革项目管理 Grand Kaizen & Business Transformation 识别影响质量、效率、成本、交付及组织绩效的关键业务问题和改善机会。 Identify critical business challenges and improvement opportunities impacting quality, efficiency, cost, delivery, and organizational performance. 主导公司级及全球跨基地Grand Kaizen项目，运用Lean、Six Sigma及WBS工具推动业务变革。 Lead enterprise-wide and global improvement programs utilizing Lean, Six Sigma, and WBS methodologies. 建立改善项目治理机制，实现项目收益量化、成果固化以及最佳实践复制推广。 Establish governance mechanisms to ensure measurable project benefits, sustainability, and replication of successful practices. 推动工程组织形成以数据驱动和持续改善为核心的运营文化。 Promote a data-driven and continuous improvement culture throughout the engineering organization. 四、业务诊断与问题解决 Business Diagnosis & Strategic Problem Solving 深入业务现场，通过Gemba Walk、数据分析及流程诊断识别运营痛点和改善机会。 Identify operational challenges and improvement opportunities through Gemba observations, data analysis, and process diagnostics. 运用A3、DMAIC、5 Why、RCA及FMEA等方法分析复杂问题并制定可持续解决方案。 Apply A3 Thinking, DMAIC, 5 Why, RCA, and FMEA methodologies to resolve complex operational challenges. 推动生产、质量、验证、供应链、工程及全球团队协同合作，实现关键问题闭环解决。 Lead cross-functional collaboration to ensure sustainable problem resolution and effective execution. 将改善成果转化为标准流程、管理机制及组织能力。 Transform improvement outcomes into standardized processes, management systems, and sustainable organizational capabilities. 五、数字化与数据驱动改善 Digital Transformation & Data-Driven Excellence 推动Power BI、Power Platform、CMMS、Maximo等数字化工具在工程管理中的应用。 Promote the adoption of digital solutions such as Power BI, Power Platform, CMMS, and Maximo to improve engineering effectiveness. 建立工程运营数据分析体系及管理驾驶舱，实现数据驱动决策。 Develop engineering analytics platforms and management dashboards to enable fact-based decision-making. 推动数字化能力与Lean、TPM及WBS体系深度融合，实现持续优化和智能运营。 Integrate digital capabilities with Lean, TPM, and WBS frameworks to accelerate operational excellence. 利用数据洞察驱动效率提升、成本优化和资源配置优化。 Leverage analytics and digital insights to drive productivity improvement, cost optimization, and resource allocation effectiveness. 六、组织能力建设与人才发展 Organizational Capability & Talent Development 建立工程卓越运营人才发展体系，打造持续改善人才梯队。 Develop talent development frameworks and establish a sustainable Operational Excellence talent pipeline. 培养Lean Champion、TPM Champion及未来卓越运营领导者。 Develop Lean Champions, TPM Champions, and future Operational Excellence leaders. 建立跨部门、跨基地沟通机制，推动知识共享和协同管理。 Create collaboration platforms that support communication, knowledge sharing, and organizational alignment. 推动持续改善文化落地，打造学习型、高绩效、结果导向型组织。 Promote a culture of continuous improvement and develop a high-performing, results-oriented organization.

教育背景 Education 本科及以上学历，工业工程、机械工程、自动化、生物工程、制药工程、运营管理或相关专业。 Bachelor’s degree or above in Industrial Engineering, Mechanical Engineering, Automation, Bioengineering, Pharmaceutical Engineering, Operations Management, or related disciplines. 工作经验 Experience 10年以上工程管理、设备管理、精益运营、卓越运营或持续改善相关经验。 Minimum 10 years of experience in Engineering Management, Equipment Management, Lean Operations, Operational Excellence, or Continuous Improvement. 具备大型组织变革、TPM体系建设、全球项目管理或多基地运营管理经验。 Experience in organizational transformation, TPM deployment, global project leadership, or multi-site operations management is preferred. 具备TPM体系建设、设备可靠性提升或设备绩效改善项目经验者优先。 Experience in TPM deployment, equipment reliability improvement, or asset performance enhancement programs is preferred. 具备WBS（WuXi Business System）、Danaher Business System（DBS）、Toyota Production System（TPS）或类似卓越运营体系经验者优先。 Hands-on experience with WBS (WuXi Business System), Danaher Business System (DBS), Toyota Production System (TPS), or equivalent Operational Excellence systems is highly preferred. 专业能力 Technical Competencies 熟悉Lean、TPM、Kaizen、Six Sigma、A3、DMAIC、VSM、Daily Management、Visual Management、Gemba Walk、Policy Deployment、RCA及FMEA等体系和工具。 Strong expertise in Lean, TPM, Kaizen, Six Sigma, A3, DMAIC, VSM, Daily Management, Visual Management, Gemba Walk, Policy Deployment, RCA, and FMEA methodologies. 熟悉设备可靠性管理、OEE改善、预防性维护及持续改善体系者优先。 Experience in equipment reliability improvement, OEE enhancement, preventive maintenance, and continuous improvement systems is preferred. 具备卓越的问题发现能力、系统性问题解决能力及跨部门影响力。 Outstanding capability in identifying opportunities, solving complex business challenges, and influencing stakeholders. 具备大型改善项目管理、组织变革及卓越运营体系建设经验。 Demonstrated success in deploying Operational Excellence systems and leading organizational transformation. 具备优秀的数据分析能力、商业洞察力及结果导向思维。 Strong analytical capability, business acumen, and results-driven mindset. 专业认证 Certifications 六西格玛黑带（Six Sigma Black Belt）认证优先考虑，并视为核心竞争优势。 Six Sigma Black Belt certification is highly preferred and will be considered a significant competitive advantage. 具有WBS Practitioner、Lean Leader、TPM、Operational Excellence Leader、DBS Practitioner或同类认证者优先。 Certification as WBS Practitioner, Lean Leader, TPM, Operational Excellence Leader, DBS Practitioner, or equivalent is highly desirable. PMP或其他相关专业认证优先。 PMP or equivalent professional certifications are preferred. 英语要求 Language Requirements 具备英语沟通能力，能够阅读和理解英文技术文件、标准及管理资料。 English communication skills, with the ability to read and understand technical documents, standards, and business materials in English. 能够参与跨基地、跨区域项目协作，并与国内外团队进行日常工作沟通。 Able to participate in cross-site and cross-regional collaboration and communicate effectively with domestic and international teams on routine business activities. 具备英文报告及演示材料编制能力者优先。 Experience in preparing reports and presentation materials in English is preferred. 核心胜任力 Core Competencies 卓越的问题发现能力 Exceptional Business Insight 系统化问题解决能力 Structured Problem Solving 强大的推动力与执行力 Execution Excellence 优秀的跨部门影响力与资源整合能力 Stakeholder Management 组织赋能与变革领导力 Change Leadership 全球化思维与战略视野 Global Mindset & Strategic Thinking