1. What are the responsibilities of Production Team Leader?
Supervises the daily activities of a production area to ensure that volume, cost, waste, and quality standards are achieved. Coordinates work schedules, staffing requirements, and production sequences to maximize productivity. Monitors production activity, identifies process problems, troubleshoots causes and develops solutions. Suggests improvements to improve efficiencies or safety. Delivers or coordinates staff training and on-boards new staff. Ensures all safety policies and processes are followed. May require a bachelor's degree. Typically reports to a manager. Working team member that may validate or coordinate the work of others on a support team. Suggests improvements to process, is a knowledge resource for other team members. Has no authority for staff actions. Generally has a minimum of 2 years experience as an individual contributor. Thorough knowledge of the team processes.
2. What are the skills of Production Team Leader
Specify the abilities and skills that a person needs in order to carry out the specified job duties.
Each competency has five to ten behavioral assertions that can be observed,
each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Leadership:
Knowledge of and ability to employ effective strategies that motivate and guide other members within our business to achieve optimum results.
2.)
Lean Manufacturing:
Lean manufacturing or lean production is a systematic method originating in the Japanese manufacturing industry for the minimization of waste (無駄, muda) within a manufacturing system without sacrificing productivity, which can cause problems. Lean also takes into account waste created through overburden (無理, muri) and unevenness in work loads (斑, mura). Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for.[citation needed] Lean manufacturing attempts to make obvious what adds value, through reducing everything else (because it is not adding value). This management philosophy is derived mostly from the Toyota Production System (TPS) and identified as "lean" only in the 1990s.[page needed], TPS is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world's largest automaker, has focused attention on how it has achieved this success.
3.)
Production Operations:
