岗位职责:
This role is in charge of Resort Critical Path deployment from PM perspective before grand opening and shift to Senior CI Manager after grand opening.
To facilitate the creation of an environment within the resort that enables a focus on process improvement activities to ensure resort processes are adding value to guests and staff.
Facilitate resort SLT to drive a culture transformation on process improvement becoming part of the resort DNA.
Engage all levels from the resort from front line to senior management to drive productivity through identifying waste in processes and counter measures to address problems in processes.
Train, coach and develop a wide and diverse range of team members at different levels to become confident at using continuous improvement tools.
Use continuous improvement tools and techniques to deliver benefits to the guest experience, reduce OPEX waste and smarter CAPEX spend.
Ensure resort is taking advantage of the latest technology advancements through a close relationship with Merlin Digital to improve process. Provide insight and critical thinking on key transformation changes to avoid putting bad process into new technology/ systems.
Keep track of hard and soft benefits delivered by the resort through continuous improvement activity.
Develop relationship with other Continuous Improvement Managers in other resorts to share best practice and ideas on approach.
Main Responsibilities
Pre-Opening
61 Resort Critical Path Champion
61 Resort SOP Development Scheduling Management
61 Set up Efficiency Program and Efficiency Committee
61 Prepare Post Opening CI project road map and project pool
Post Opening
CI Training and Coaching
61 Learn and facilitate the CI certified Merlin course to ensure delivery target number staff at the resort across all departments.
61 Work with the resort to identify talent to go on the green belt external course (on site) and provide coaching on their improvement project. Act as the link to the external training provider and the resort.
61 Ensure training records on continuous improvement are reflected in people portal accurately for the resort.
61 Go through a black belt qualification on Lean Six Sigma and leverage external mentoring opportunities to apply learning in a resort setting.
Embedding CI foundations into the resort
61 Facilitate departments to embed CI foundations items including 5S (workplace organization), visual management, standard work, and leader standard work.
61 Complete process confirmations each quarter across all departments to assess maturity of using CI foundations through bronze, silver and gold scorecard and ensure reporting provided to resort SLT.
61 Provide department specific action plans each quarter to help move a department towards gold status over time.
Frontline Engagement
61 Create an engagement platform for front line to submit ideas for process improvements.
61 Structure process to allocate idea suggestions around “JDI’s”, “quick wins” and “projects”.
61 Appropriate communication cycle with front line to maintain engagement.
Process Transformation
61 Use blackbelt training to provide expertise and insight into major process improvements at the resort.
61 Actively oversee at least 1 to 3 significant process improvement projects on behalf of the resort each year to demonstrate best practice on project management skills and leverage benefits in key projects for the resort.
61 Understand best practice from other resorts on core process activities and the gap analysis to the current state.
61 Act as a conduit for Merlin digital on process improvements that require technology changes. Take advantage of latest advancements from Merlin Digital such as RPA and power platforms to see if resort can take advantage of such technologies to improve processes.
Continuous Improvement
61 Work closely with Regional Head of Continuous Improvement to deliver on global Continuous Improvement objectives.
61 Lead Operational Brilliance activities across the Resort working with all departments to ensure we are always delivering the highest standards of efficiency and excellence.
61 Challenge the status quo in all areas across the Resort to identify opportunities for improvement.
61 Meet regularly with SLT to identify problem areas within their departments and apply continuous improvement expertise to identify solutions.
61 Lead deployment of Foundational Process Improvement tools for the Rides and Attractions team, identifying opportunities for improvement across the ride estate.
61 Other duties as assigned.
People
61 Act as a role model for LEGOLAND and Merlin values
61 Drives positive and cooperative culture among team by leading engaging team meetings, maintaining high quality standards and coaching team members to deliver high standards.
61 Review appraisals and performance of team members and 3rd party .
61 Train new and existing staff to develop best practice with regard to customer service, scheduling work and analytic work.
Health and Safety
Every manager is responsible for implementing Merlin’s HSS Policy, management system and related standards.
Within their own area of management responsibility, they must:
Show clear leadership and commitment to HSS; this includes setting a good personal example.
Develop plans that are consistent with the HSS strategy to carry out risk assessments and meet relevant standards, legal requirements and Merlin’s HSS targets and objectives.
Take the necessary practical steps to implement the HSS management system, including:
Providing suitable resources and training.
Defining specific roles and responsibilities.
Explaining HSS issues effectively.
Establishing operational controls.
Managing contractors effectively.
Organizing emergency response arrangements.
Implement measures to monitor HSS performance and, where necessary, take corrective action. This includes audits, performance monitoring, and reporting / investigating incidents.
Ensure that HSS decisions are consistent with Merlin’s HSS Policy.
Consider HSS issues in business decisions and explain their importance.
Support promotional campaigns and educational plans.
Recognise and reward employees who show positive HSS behaviour and achieve HSS objectives.
Discuss HSS issues regularly.
Encourage employees to suggest measures to improve HSS performance, and follow these up.
Ensure that employees who blatantly or repeatedly violate HSS standards, procedures and rules are disciplined appropriately.
Challenge unsafe conditions or actions and work with those involved to agree the necessary safety improvements.
Provide ready access to skilled HSS professionals and / or accurate HSS advice.
任职要求:
1. At least 10 years working experience from multinational company and preferred from Theme Park, Hospitality or Service Industry like Transportation.
2. Operation background is preferred and Duty Manager experience in theme park is preferred.
3. Proven people management experience with ability to support and develop multiple reports.
4. Strong project management skill and proven record to champion multiple projects and familiar with project management software (Microsoft PM , Wrike etc.).
5. Attention to detail and be able to plan and execute improvements within required timescales and able to maintain energy levels to achieve positive outcomes following set-backs in a change environment.
6. Able to articulate their ideas and findings as clear, targeted messages to all levels of the business.
7. Experience of delivering improvements through Lean Six Sigma frameworks as a certified Green Belt (desirable).
8. Understanding of stakeholder management with experience identifying, communicating with and building relationships with key stakeholders. Previous role from PMO for transformation project is preferred.
9. Strong and proven influence skill and able to communicate effectively to engage all levels of the business and ensure everyone is brought along on the change journey.
10. Strong data analytics skill and can analyze data in order to communicate with objectivity and independence.
11. Comfortable challenging the status quo and be open minded to other’s suggestions.
12. Understanding of the change curve and the challenges that come with making change.
13. Good personal organization and time management skills; able to switch focus frequently and manage time between multiple people and projects.
14. Ability to be flexible – thinking outside of the box, not being confined to what has always been done and open to considering multiple possibilities.
15. Good English skill and strong presentation skill and familiar with PPT, PowerBI.
16. Bachelor's degree from 985 or 211, Industrial Engineering, Operation Research are preferred.