1、人员管理和发展
People Management and Development
1.1与GAP成员交流（巡视现场，倾听，解释，反应……）
Communicates with GAP Members (shop floor tour, listens, explains, reacts…).
1.2正式管理面谈：返岗面谈，惩戒面谈，个人面谈
Formal management interviews: Return to work, RTW, individual review.主管进行所有的返岗面谈及***级的惩戒面谈（所谓***级的惩戒，需要根据公司内部程序定义）。每年和每个操作工进行年度面谈，并把所有区域的面谈结果作为主管培训计划的输入The Supervisor holds all RTW interviews and 1st stage disciplinary meeting (according to local procedures). Holds annual interview with each operator each year; uses as an input into Supervisor Training Plan for all their area.
1.3事故分析及安全风险管理
Accident Analysis & Safety risk Management
在UAP级和工厂级的支持功能适当的支持下，主管主导区域内所有事故调查（所有级别：FR0,1,2t)。依据工伤的更本原因，制定和实施行动。主管分析审核结果，并积极的采取行动预防本区域内的风险
Supervisors lead all accident investigations (FR0,1,2t) for their area with appropriate support from UAP/S. Functions. Implemented actions address root cause of accident. Supervisors analyse audits to actively prevent risks in their area.
1.4任务转移（多技能）
Task transfer 主管主导任务移交过程，UAP，支持功能经理确认生效
Supervisor leads Task Transfer process, and UAP/S. Function Managers validate.
1.5培训计划程序
Training Plan Process
每个主管制定他们区域的培训计划，计划覆盖所有GAP成员。此计划与工厂的培训计划程序和UAP经理的指导意见保持一致。切要对区域内的关键事项有针对性：标准化工作，任务转移和FES改进
Each Supervisor builds their Training Plan in line with the Plant Training Plan Process and their UAP Guideline- it includes training for all GAP Members, especially in key areas such as St Wk, Task Transfer & FES improvement.
1.6人员计划（缺勤，假期，培训，现场改进）
Plan Headcount (absence, holidays, Training, Workshops) 主管制定人员计划，此计划考虑到假期和缺勤替代的问题。也考虑到培训和现场改善活动。此计划可以应对产量和已知事件 The Supervisor has a manning plan including all holidays and back up for absence. It includes training and workshops. All volume and known events are available from the plan.
1.7指导GAP班长角色（标准化工作，晨会，安全/5S，7个质量基本要素）
Coach GAP Leader role (SW, TOP 5, Safety/5S, 7 Quality Basics) 主管主动和定期的观察班长和使用日工作表。并对GAP班长进行指导—特别是现阶段的关键绩效。主管要求支持功能帮助他们完成对GAP班长的辅导The Supervisor actively and regularly uses observation and the GL Routine to help in the coaching of the GL - especially on current key performance topics. Supervisor asks S. Functions to help them with this coaching.Supervisors analyse audits to actively prevent risks in their area.
1.8参与员工的挑选及招聘
Participate to selection and recruitment of staff.
2、生产管理
（保证QCDP的实现） Production Management （Secure QCDP）
2.1主导开班（与上/下个班交接，晨会）
Pilot start of shift ( TOP 5, link with previous/next shifts...) including actions.
主管与前一班的主管交流，并准备和管辖班长需在晨会上讨论的事宜。并在此时，回顾所有行动计划，以保证QCDP的目标的实现
The Supervisor communicates with the previous shift Supervisor and plans the TOP5 issues with their GAP Leaders. All actions required to ensure the QCDP objectives are reviewed at this time.
2.2GAP的可视化管理
Visual Management in the GAP
主管设定所有GAP的可视化管理工具，GAP成员保证相关性。GAP班长（或其他GAP成员）理解可视化工具的目的，且能够独立的更新所有可视化管理工具
The Supervisor sets, and ensures the adherence by the GAP, to all their visual management tools. The GL (or other GAP member) understands purpose and is able to independently update all their visual Management tools.
2.3指导GAP班长跟踪质量（7个质量基本要素）
Coaches GAP Leaders Quality follow-up (7 Quality basics) 主管指导班长跟踪所有质量问题，尤其是自检改善，并在需要时提供直接的支持。主管也要保证支持功能按照需要进行跟踪
The Supervisor coaches the GL on follow-up of all quality issues, especially the self inspection improvement - and supports directly when required. Supervisor also ensures support function follow up as required.
2.4跟踪当班生产进度（生产产量板，GAP）——为实现目标采取行动
Production follow-up (parts board, GAP) during shift - takes action to hit target
主管保证实现每小时生产产量的目标，系统的跟踪生产和生产产量看板（***是以每个自然小时为单位）。保证班长采取必要行动，并保证行动的有效性
Supervisor ensures accurate hourly targets and follows up production and Parts Board systematically (ideally hourly). Ensures GL has taken required actions and that they are effective.
2.5负责每日QCDP结果—每日向UAP汇报结果和采取行动
Accountable for daily QCDP results - reports results/actions daily to UAP 主管与UAP经理每天碰面（如果是晚班主管，需传递信息），回顾QCDP结果（在UAP晨会上）。每周与UAP经理回顾主管绩效展板，确保QCDP指标的实现性Supervisor daily contact through UAP TOP5 as above, but also focuses on preven
2.6审核和管理多岗位（标准化工作）
Validate & manage Polyvalence (Standardised work)
以标准化作业为依据验证多岗位级别，设置了每个工位的多岗位目标，且系统地回顾此目标，使之更具可变性（可以适应不断变化的实际情况）
Supervisor validates Polyvalence levels, based on current Standardised Work. Set Polyvalence target for each Work Station, which is systematically reviewed to optimise flexibility.
2.7标准化作业
STANDARDIZED WORK
依据最小时间，主管制定标准化作业，并指导GAP班长实现和改进标准化作业，分析循环时间的差异，实施培训和改进行动
Supervisor builds the Standardised Work based on minimum time. Coaches Gap leader to achieve & improve the standards by understanding the deviations in cycle times and being able to action training, improvements, etc.
3、
生产管理改善(改进QCDP) Production Management Improvement(Improve QCDP)
3.1有意义的绩效测量，体现改进机会（GAP或生产线的指标）
Performance measures meaningful; show improvement opportunity (GAP/lines indicators)
主管保证每个GAP有每日的指标和有意义的目标（与客户期望相关的，改进GAP和主管绩效展板），GAP每天跟踪，作为改进的基础。Supervisor ensures each GAP has daily indicators with meaningful objectives (consistent with customer expectations, areas for improvement in the GAP and Supervisor Dashboard), that are followed on a daily basis as the base for GAP improvement.
3.2自主的主导QRCI实现改进绩效
Pilot QRCI autonomously to improve performance
主管保证班长使用QRCI，在问题发生时，立即反应 - 原则上是缺陷停线。主管保证QRCI可以有效的建立牵制措施并消除根本原因
TThe Supervisor ensures the GL uses QRCI to react as soon as any problem arises - stop at defect principle. Supervisor ensures QRCI is effective to establish effective containment and root cause elimination.
3.3识别无效，浪费，包括变差（循环时间表），进行改善活动
Identifies non-efficiency, waste, including variability (Cycle time diagram) and launches improvement activities.
主管利用主管绩效展板，每周分析指标，确定改善活动（从变差，浪费等）。与其他班的主管和支持功能一起定义改善活动的优先行动。The Supervisor makes a weekly, analysis of indicators in their Dashboard, identifies improvement (from variability's, waste, etc.). With other shifts and S. Functions, priorities & actions are defined for improvement activities.
3.4组织和主导改善活动。让GAP参与（班长，GAP成员/使用月会）
Organises & leads improvement activities. GAPs involved (GLs, GAP Members / monthly meeting)
根据年度QCDP目标，主管定义、组织和主导改善活动。至少一个GAP成员参与，如有必要，支持功能参与（只是作为专家参与，提供专业意见，不是领导）
Based on annual QCDP targets, improvement activities are identified, organised & led by Supervisors. There is participation of at least one GAP Member, and as necessary, S. Functions (for expertise, not leadership).
3.5审核和跟踪合理化建议——保证在最后期限前完成
Validate and follow-up Improvement Ideas - ensures no deadlines missed
主管每日跟踪合理化建议。5天内给予答复，组织合理化建议实施所需的资源（3个月内实施完成，***在GAP内实施）。指导GAP班长收集和认可合理化建议
Supervisor follows up Improvement Ideas daily. Provides an answer within 5 days, & organizes the resources to implement Idea ＜ 3 months; ideally within GAP. Coaches GAP Leader on Idea generation & recognition for Ideas.
3.6向UAP经理汇报结果和改善的行动计划
Present results and Improvement Action plans to UAP manager主管看板回顾（***每周）是回顾改善活动的机会。通过UAP经理的指导，讨论绩效的影响，决定正确的行动
he Supervisor Dashboard Review (ideally weekly) is the opportunity to review the Improvement actions. Their impact on performance is discussed and corrective actions decided through individual coaching by UAP Manager.
4、附加和其它工作任务
Other and Specific Missions
4.1确保完全遵守HSE规章制度，具体要求请参考CHN-I-LSE-5006_ZH 座椅中国区HSE资源、作用、职责和权限指导文件
Ensure full respect of HSE rules and regulations.
4.2遵守公司的道德与管理规范、符合的利益冲突申明。 Abide by the company's ethics and management standard, conform to the conflict of interest statement.
4.3对操作工进行7SF培训
training 7SF for operators.
4.4部门经理交给的其他临时工作
Others temporary job given by Dept. Manager.
4.5新项目：在第三阶段参入。New project: participation in the third stage.
4.6推进FES负责模块的培训、审核、行动计划的制定、行动计划的跟踪等。Promote the FES is responsible for the module of training, audit, formulation of action plans, a plan of action tracking, etc.