Francois has a deep understanding of sales and operations planning, procurement, sourcing, manufacturing, logistics and inventory management. – Jeff Wiedwald (Thomson)  
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Completing project on time and on budget will contribute to helping organizations meets its objectives

Team and Project Management processes

Project management is the process to organize the way changes are implemented efficiently within an organization. Team management involves setting clear roles and responsibilities, team priorities and performance objectives, as well as spearheading the team’s decision-making process.



Example of team processes approach

Team processes approach example

Operation team

  • Team Leader: Responsible for leading the team. Sets team targets and priorities, ensures they are met or exceeded. Provides timely feedback to the team on team expectations and performance. Tracks tasks status throughout process. Troubleshoots process issues and concerns. Responsible for the interaction of the team Senior Management.
  • Marketing Representative Represents marketing organization on the team. Provides the team with inputs from the Customer Base and the Sales Group. First point of contact within the team for customization requests. Provides Marketing viewpoint on new opportunities. Validates volume/market/pricing data. Provides pricing guidelines for product lines. Tracks Gross Margin numbers for the team. Responsible for the interaction of the team with external customers (Sales, etc.). Provide guidance and clarification marketing strategies and requirements to the team.
  • Planning Represents Planning on the team. Provides guidance as to the capacity of manufacturing to aid in the build of product. Provides guidance on leadtimes for receipt of order and committed build dates if necessary. Responsible for reporting and improvements in On time Delivery. Manages the tactical return and replenishment of RMAs. Liaises with purchasing on materials issues.
  • Manufacturing Represents Manufacturing on the team. Responsible for clarifying and outlining general manufacturing issues for current builds and for new customization opportunities. Provides guidance as to the capabilities of CSBU manufacturing in terms of skills, inventory availability and realtime capacity to in build. Champions product method and process usage in the manufacturing team.
  • Service Represents Service on the team. Brings insight and analysis on RMA, OOBA and Warranty issues on the product line to the team. Tracks failure rates in the field.
  • FA/QE Engineer (as needed) Represents FA and QE on the team. Brings insight and analysis on RMA, OOBA and Warranty issues on the product line to the team for product improvements
  • Finance (as needed) for use by the team in financial analyses and support.

 Operation teams – responsibilities

  • Customer issues and support: Address and resolve customer issues with the product lines. Support customer needs for data, technical support and product support.
  • Gross Margin management: Improve manufacturing costs by efforts such as yield improvement and management, BOM reductions, labor cost efficiencies etc., Monitor GM to ensure targets are met. Minimize or eliminate negative manufacturing variances.
  • Minor customizations of Products: Evaluate requests for minor product customizations
  • Quality Management: Monitor and improve the product line quality, both in terms of OOBA, failure rates and product reliability. Responsible for Returns improvement and management.
  • Supply Chain issues and management: Ensure a strong supply chain is in place for the product line. Qualify 2nd Sources where necessary, evaluate alternatives
Example of Operation Teams - Key Metrics

Operation teams – Key Metrics