CCI France Myanmar is a business network of about 100 French, Myanmar and International companies. Its objective is to expand and develop business and economic relationships between France and Myanmar by offering various activities to its members and by supporting the commercial endeavours of French Companies in Myanmar and Myanmar Companies in France.
CCI France Myanmar is a non-profit organization created on the basis of the French Business Association in Myanmar established on March 14, 1996. The Chamber is member of CCI France International (Union of French Chambers of Commerce overseas) since June 2013 and thus became one of the 112 French Chambers based overseas. It also works closely with the other Chamber of Commerce and Industry in France and abroad, and the foreign Chambers of Commerce in Myanmar. Moreover, the Chamber collaborates with other trade-related French institutions such as the French Embassy’s Economic Department, Ubifrance or the French Foreign Trade Advisors (“CCE”). The FMCCI is overseen by a Board of Directors of 12 members renewed every 2 years during the Annual General Meeting.
ONE OF CCI FRANCE MYANMAR IS RECRUITING:
1 FACTORY MANAGER (MYANMAR) - Metal work for jewelry
Presentation of IMAJ
Created more than 15 years ago, International Metal & Jewelry is a Lamphun-based manufacturer that provides development and production of costume and fashion jewelry and related accessories to several fashion brands.
IMAJ has historically focused on specific resin jewelry production and is nowadays recognized for this technical advantage. This technic stills a significative part of our production.
Our entire customers base is in a fast growing situation which allow us to be confidence regarding future.
In addition, IMAJ is currently sourcing new potential customers that intend to bring our sales to the expected level and will reduce risk on key customers’ dependence.
IMAJ mission is to become a recognized leader in manufacturing of fashion jewelry products and related services in terms of customer service, quality, innovation and profitability.
IMAJ is in 2016 an over 200 Million Bath company, employing almost 450 people.
IMAJ Expansion Plan
Major issue will be to match IMAJ capacity with the forecasted demand over the next 3 years.
Internal solutions has been be deployed to face increasing demand and peaks. A new plant lay-out will be proposed and implemented to gain substantial productivity and recover production capacity. A new two shifts organization will be deployed as well.
These solutions will not guarantee the capacity IMAJ will need. Therefore, the company will move with an outsourcing strategy as the best way to assist our fast-growing situation. We have decided to launch a partnership with Myanmar to assess quality, reliability as well as social sustainability of potential partners.
As part of the long-term expansion plan, IMAJ will need to build a new settlement in MYANMAR. First productions are forecasted mid-2017. The project is to be initiated in the coming months to be able to deliver the forecasted volumes.
Production capacity is not the only way IMAJ wants to be developing. IMAJ will also expand by broadening its portfolio of technologies in order to propose new techniques and new services to its clients, covering a wider range of possibilities.
An important investment will be launched, requiring a heavy technical involvement.
We need to build our own factory: create the appropriate legal structure, look for the right location, hire all operators, and invest in tools and machinery.
FACTORY MANAGER:
As IMAJ grows, it highlights a need to integrate a new factory Manager for Myanmar under our IMAJ's director in Thailand.
IMAJ Myanmar and Thailand will move progressively into an Operational Excellence model, built around 7 principles:
1. Safety, Good housekeeping and organization are the cornerstone
2. Disciplined use of authorized and formal systems
3. Preventive and predictive maintenance is required
4. Operators are responsible for quality
5. Products are delivered on time to customers
6. Visual management and continuous improvement is our way of life
7. Communication and training plan is in place
To achieve this kind of transformation, IMAJ needs to gain in leadership and managerial strength and maturity in MYANMAR.
At various levels of the organization, the focus needs to be put on good leadership behaviors, fostering methodologies and autonomy, while keeping a best-in-class technical know-how.
This is a major shift that will require a new manager, with a different mind-set, and a real knowledge of the country and its workers population.
We need a good and modern-minded Leader with production management skills for IMAJ Myanmar.
IMAJ Myanmar will be of smaller dimension and volumes than IMAJ 1&2 but will be heavily impacted with the new technical investments to come. This manager will have the charge to organize the production and improve performance as well as to insure the perfect implementation of the new customers.
On the functional side, he will hire and bring to our quality level his team, will to reduce turn-over, increase the level of engagement of the people and, most of all, increase leadership and managerial spirit and behaviors.
He will work as well with our strong Quality Manager that will have in charge the implementation of the needed procedures and tools for quality control and quality insurance.
He must be already very well skilled and have proven experiences in related fields to insure that he will bring the expected level of experience.
IMAJ 3 FACTORY DIRECTOR
Major Responsibilities:
PHASE ONE: Creation of the company
We need to set-up our own manufacturing operations: create the appropriate legal structure, look for the right location, hire all operators and invest in tools and machinery.
He will have to set up the legal structure, implement the business in Myanmar, organize import/export with Thailand, knowing the legal rules of the country.
In year 1, we expect the size of the factory to reach 70 people.
-Travel around the country to explore industrial areas
-Find out the best opportunities of Building's reallocation
-Supervising the site-work in case of re-building or construction.
-Mounting the company close to Rangoon legal consultancy
-Implement the tools and machinery close to the IMAJ's model and technicality
-Hire the local workforce and jewelers with IMAJ's job's descriptions and organization
PHASE TWO: Leading this new company with the support of IMAJ Thailand's know-how.
The factory manager must have a presence on the shop floor. This should include making the daily rounds to stay in touch with teams, being visible and approachable and seeing first-hand what kind of day the shop floor is having.
This position should also get great relationship with peer group such as:
-Work closely with the materials manager in Thailand to understand his role and how scheduling systems work and how his organization can become a proactive partner in.
-Work with the quality manager in Thailand and have the responsibility to make certain that each person in his organization understands that there is no compromise when it comes to quality standards.
-Work with process engineer in Thailand to result in improved processes that will help to keep our plant competitive.
-Develop a solid working relationship and respect the IMAJ manager's responsibility to keep the production manager fully apprised on issues that affect plant performance both good and bad.
-Report to IMAJ director: he also has to be sensitive to the fact that an issue that has lingered without resolution and puts plant performance at serious risk will be taken to the managing director directly so there are no surprises.
On behalf of the managing director, he is leading the shop floor efforts as the champion for achieving and sustaining manufacturing excellence:
-To ensure a safe working environment
-To deliver customer orders on time
-To meet the product quality expectations of the customer
-To manage in a way that earns large numbers of employees' respect and hard work.
He also sets the expectations for and ensures:
-The proper use of authorized formal systems
-The use of data-driven improvements (not seat-of-the-pants reactions)
-The correct skill sets and styles are resident in all supervisors
-The generous use of Lean and Six Sigma tools to improve the business every day
-The development of hourly associates
Qualification & Key past experiences and industries:
- The factory manager should have proven success in a manufacturing environment with tangible improvement in quality, cost reduction, delivery functions and productivity.
-He should possess depth experience in supervising and developing workforce size around 100-300 people. His main obsession is servant leadership and he feels confortable to develop the others
-The candidate should ideally come from a MTO environment (made to order) with a strong Lean culture.
-An experience in the Jewelry industry is an advantage.
-Pleasant personality, leadership, positive attitude and good communication.
-Strong leadership skills and ability to communicate effectively with support group and other department.
-Proactive on problem solving and analysis skills
-Proficient in spoken & written English, French would be a plus!
Please send your CV and a cover letter to:
Mr. Guillaume REBIERE
Executive Director
CCI France Myanmar