Business and Marketing analyses：
1 Gather and analyses the information from marketing, like business background, customer focus & requirement, competitors…etc.
2 Prioritize the RFQs for cost calculation, make an initial P&L and support the quick quotation.
3 Early engagement with targeted OEMs & system customers in order to know detail customer plan and requirement.
Project launch：
1 Implement the new projects in accordance with LEANPD process, manage the projects and deliverables in Program central.
2 Prepare the Comprehensive project plan, present to PAC gate review and get the approval.
3 Define the project resource (CAPEX and Engineering expense) plan.
4 Define the project master schedule, control the project timing within the cross functional team.
5 Review Budget and cost, hold tooling strategy meeting, find better resource to reduce the cost, and make judgement for tooling fabrication location and production location
6 Take the leadership for internal engineering meeting, project regular meeting and gate review, track the project tasks by OPL.
7 Customer interface for the projects related like APQP status, sample delivery and customer requirement...etc.
8 Responsible for project flawless launch, transfer the program to operation at a customer quality and stable process.
Resource Management：
1 Set project priority, cooperate with related department to adjust the best resource arrangement.
2 Handles staffing/resource issues with functional managers, negotiate with Functional Managers and PAC to alleviate resource constraints as needed.
Risk Management：
1 Can evaluate possibility and serious level of enough risks, find better resource and pre-arrange necessary tasks to avoid it.
2 Lesson learnt for each project close up
Project Cost Control：
1 Prepare cost analysis & financial data for Projects, update P&L for each LEANPD gate
2 Cost release at G5 and comparing the P&L with G3, project finance post audit, check sales volume and margin variance
Lead Core Team：
1 Provides leadership and vision for the team, lead team in completing all phase deliverables and activities
2 Conflict resolution and resolving controversial issues
3 Ensure the team is operating according to the development process, keep people focused on the matters at hand as well as their area of responsibility
Other assignments：
1 Coordinate with Sales, Engineering and Operation for sample making and delivery in order to meet extraordinary customer's requirement.
2 Lead or coordinate with Engineering and Operation team for Engineering productivity, like EMI/OMP, CC productivity and COPQ.
3 Collaborate with quality department for process quality improvement, upgrade the operational procedure and clear team responsibility.
4 Study the related product, process and customer application.
商业和市场分析:
1.收集和分析来自市场的信息，如业务背景，客户关注和需求，竞争对手等。
2.对报价进行优先排序，进行成本计算，制定初始损益并支持快速报价。
3.与目标oem和系统客户进行早期接触，以了解客户的详细计划和需求。
项目启动:
1.根据LEANPD流程实施新项目，在项目中心管理项目和可交付成果。
2.准备项目综合计划，提交PAC gate review并获得批准。
3.定义项目资源(资本支出和工程费用)计划。
4.定义项目主计划，在跨职能团队内控制项目时间。
5.审核预算和成本，召开模具策略会议，寻找更好的资源来降低成本，并对模具制造地和生产地做出判断
6.领导内部工程会议、项目例会和门审，由OPL跟踪项目任务。
7.负责项目的客户沟通，如APQP状态，样品交付，客户需求等。
8.负责项目的启动，在客户质量稳定的过程中，将项目转化为运营。
资源管理:
1.设定项目优先级，与相关部门合作调整资源配置。
2.与职能经理处理人员/资源问题，与职能经理和PAC协商，根据需要缓解资源限制。
风险管理:
1 .能够评估足够多的风险的可能性和严重程度，找到更好的资源，预先安排必要的任务来避免风险。
2每个项目的总结经验
项目成本控制:
1.为项目准备成本分析和财务数据，为每个LEANPD门更新P&L
2.在G5发布成本，与G3对比损益表，项目财务后审计，核对销售额和利润率差异
领导核心团队:
1.为团队提供领导和愿景，领导团队完成所有阶段可交付成果和活动
2.解决冲突和有争议的问题
3.确保团队按照开发流程运作，让员工专注于手头的事情以及他们的职责范围
其他任务:
1.协调销售，工程和运营的样品制作和交付，以满足特殊客户的要求。
2.领导或协调工程和运营团队的工程生产力，如EMI/OMP, CC生产力和COPQ。
3.配合质量部门进行工艺质量改进，改进操作流程，明确团队责任。
4.研究相关产品、工艺和客户应用。