61 Function/ Process Tasks業(yè)務(wù)/流程性工作1.Project hand over from PM to SPM from Review 3: 在完成Review 3后項目由PM交接至SPM-Support application project from the beginning for project information collection and smoothly project handover支持新項目初期的工作以便于項目信息的收集及項目的順利移交-Review 3 after SOP with PM (RESC) and PM (plant) for project handover SOP后與RESC及工廠PM共同完成項目移交的Review 3-Take over project logbook with open issues for further follow up接管項目的Logbook并對其中的未解決問題點進行后續(xù)跟蹤-Take over open change request and proceed closing that tasks接管尚未關(guān)閉的變更需求, 組織實施并完成-Take over project budget control for series projects support from RESC接管來自RESC的批量項目支持費用的預(yù)算控制；-Take over Cimplify system responsibility for hand-over project.項目移交后接管Cimplify系統(tǒng)管理。2. Project performance continuous improvement, and technic support to series production:項目績效的持續(xù)改進及項目批量后的技術(shù)支持-Organize review 4 in time, review the result in database, follow up the ****s, and record review result in Cimplify system 按時組織完成Review 4,在數(shù)據(jù)庫內(nèi)評審,并跟蹤相關(guān)措施, 及時上傳Review4報告到Cimplify系統(tǒng)中-Regularly review the project’s OEE, scrap rate and material cost to insure the project’s economic efficiency to nomination 定期回顧項目的OEE,廢品率及原材料成本以確保項目收益率能夠滿足提名時的要求-Lead continuous improvement ****s to optimize project performance, coordinate with all plants of global projects 負責項目的持續(xù)改進以優(yōu)化項目績效，對于全球項目與其他子公司一并合作-Coordinate global and in plant resource to support production on technical problem solution 協(xié)調(diào)全球及工廠內(nèi)部的資源以支持生產(chǎn)解決技術(shù)問題-Discussion with and update of all plants on global projects. 對于全球項目要保持與其他工廠的項目信息溝通和更新。3.Series project changes implementation: 項目批量后的變更實施-Responsible for customer changes and product related changes’ communication and application, with coordination of all plants on global projects負責客戶變更及產(chǎn)品變更的溝通及申請,針對全球項目負責與各工廠進行溝通協(xié)調(diào)-Preliminarily ****uate all change requests from CM, clarify unclear points with related person and give decision to go on or decline the changes, with coordination of all plants on global projects 對來自CM的變更申請進行預(yù)先評估,并與相關(guān)責任人溝通不清楚項并給出是否繼續(xù)變更工作的結(jié)論, 針對全球項目負責與各工廠進行溝通協(xié)調(diào)-****uate the change review workflow result and give decision to go on or decline the changes. If the change related to customer, SPM should communicate with customer for customer agreement, or decline the change if customer refuses 評估變更評審的結(jié)果,確認是否進行變更。如果相關(guān)變更涉及到客戶,SPM需負責與客戶進行溝通并獲得相關(guān)批準，如客戶拒絕則取消變更-Create change implementation schedule and organize related department to implement the change according to IATF16949 and TKP procedure report the implementation status to CM on regular change management review meeting record the change documentations, material switch point, customer approval and updated drawings if have into Cimplify system notify CM to close change.依據(jù)IATF16949及TKP程序文件,制定相關(guān)的變更時間計劃并組織相關(guān)部門進行實施在定期的項目會中向CM通報變更實施狀態(tài)上傳相關(guān)的變更文件,材料切換時間截點,客戶批準文件及更新后圖紙（如果有圖紙變更）到Cimplify系統(tǒng)中；通知CM變更完成并關(guān)閉。4.Product management after handover: 交接后的產(chǎn)品管理-Product documentation organization and management for changes, eg. unreleased drawings for samples production.變更產(chǎn)品的文件組織及管理,如:樣件生產(chǎn)使用的未正式釋放圖紙的管理；-Product documentation and product release management in Cimplify system.Cimplify系統(tǒng)中產(chǎn)品文件及產(chǎn)品釋放的管理；-Product drawing input from Cimplify to plant related functions before new Cimplify system on line to insure the right index is imported into production.保證Cimplify系統(tǒng)中最新版的圖紙釋放給各職能部門以確保生產(chǎn)所使用的文件為最新版本。5.EOP organization: EOP的組織-Organize Review 5 before EOP, and record review result in Cimplify system.在EOP前負責組織Review 5，并上傳Review 5報告到Cimplify系統(tǒng)中；-Organize EOP implementation according to TKP procedure and reach EOP target and customer demand.根據(jù)TKP公司的流程組織EOP的實施，并滿足EOP目標及客戶需求。-SPM is responsible for the series project management procedure review and optimization. SPM負責批量項目管理流程評審及優(yōu)化。61Other assignments distributed by manager.領(lǐng)導安排的其它相關(guān)工作