Level 4 Role Description NotaCo Inc.
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Name: |
Jane Deau |
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Position: |
VP Operations |
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Department: |
Operations |
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Manager’s Title: |
COO |
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Date (mm/dd/yy): |
9/27/06 |
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Purpose of the role (broad description of why the role exists) |
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Develop and implement an operational philosophy consistent with NotaCo’s long-term strategy.
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Ongoing Accountabilities (These are a breakdown of the purpose of the role into key elements. They should be in enough detail to provide clarity on what the individual will be called to account for on the role. Accountabilities are not time-bound, or as specific and detailed as goals, objectives or task lists.) |
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1. Manufacturing philosophy: |
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• Develop a consistent manufacturing philosophy |
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• Develop manufacturing systems strategy |
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• Implement the strategy in every plant |
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2. New product strategy: |
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• Develop new product strategy based on inputs from Marketing, Sales, Europe |
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• Analyze capacity, investment and resource requirements for implementation |
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• Recommend strategy for implementation |
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3. Engineering processes: |
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• Develop engineering framework for NotaCo locally & worldwide to ensure consistency among different engineering systems (eg European versus North American specifications) |
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• Implement consistent engineering processes |
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4. Budgeting framework: |
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• Develop a timely and effective operational budget process ( each facility producing own budget to be rolled up into larger budget) • Ensure consistency across various manufacturing facilities. |
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• Ensure adherence to the budget |
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5. Supplier relationship strategy: |
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• Develop a relationship management strategy between NotaCo & its global commercial supplier base |
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• Implement the supplier relationship strategy |
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Scope of role (resource limits) |
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To be determined: Financial authority Binding authority Level of manageable exposure |
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Cross-boundary authorities (Service, Advising, Monitoring, Coordinating, Auditing, Prescribing) |
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Acc’y |
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With role(s) |
Notes |
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1 |
X |
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VP HR |
Training, recruitment |
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X |
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VP IT |
Software development, report generation |
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X |
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CFO |
Financial analysis |
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2 |
X |
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As above |
As above |
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3 |
X |
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As above |
As above |
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4 |
X |
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As above |
As above |
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5 |
X |
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As above |
As above |
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Generic Accountabilities (all employees will be accountable for the following) |
Manager Accountabilities (all managers will be accountable for the following) |
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• Informing the manager about progress on tasks and reporting immediately if they judge the output targets cannot be met, or more can be achieved. • Asking the manager for clarification, when needed, on what is expected of the role. • Taking the initiative to improve their work, the overall business, and promote the goals of the organization. • Working effectively and collaterally with immediate colleagues, and others in cross-functional relationships, on tasks within the context of corporate policy, values, and culture. |
• The outputs of direct reports and the impact of direct report behaviour. • Their own effectiveness. • Sustaining a team of capable people working individually and collaterally to produce outputs over time. • Establishing task reporting procedures and measurements. • Continuous improvement of processes.
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Manager-once-Removed Accountabilities (all MoRs will be accountable for the following) |
Level 4 Accountabilities (all level 4 employees will be accountable for the following) |
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• Maintaining the talent pool of Employees-once-Removed (EoRs). • Providing mentoring and career planning to help EoRs achieve aspirations within future organizational requirements. • Assessing EoRs’ current ability and matching capability with organizational requirements (staffing). • Equilibrating managers’ assessment of EoRs’ personal effectiveness/performance to ensure fairness and equity across all departments. • Ensuring direct reports are exercising sound leadership practices. • Negotiating and clarifying the key cross-boundary relationships for EoRs. |
• Designing, collaborating, developing, measuring, and implementing timely, cost-effective and useful tools and services for NotaCo stakeholders. (Staff roles) • Providing stewardship of the financial, technical and people assets on behalf of NotaCo stakeholders. (Staff roles) • Demonstrating ownership and leadership for the development of appropriate practices and measurements to protect and grow the NotaCo culture. • Consistently modelling the values of NotaCo. • Providing input to the CEO in the development of the corporate strategy. • Allocating resources within the context of the strategy and budget, ensuring successful implementation of agreed upon priorities. • Scanning the marketplace for what are new/best practices and integrating these into the NotaCo culture. |
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Generic authorities (all employees have the right and obligation to do the following) |
Manager authorities (all managers have the right and obligation to do the following) |
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• Discuss with the manager what resources will be available to meet the desired goals within the agreed timeframe. • Have the manager clarify what the employee is accountable for. • Appeal to the “Manager-once-Removed” when in dispute with the manager.
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• Veto the appointment of an unacceptable newcomer to the team (having clearly demonstrated the reasons). • Determine the type of work assignments and assign specific tasks to direct reports. • Deliver personal effectiveness appraisals and merit review. • Initiate the removal of a direct report from role (within due process). |
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Collateral authorities (all members of a team have the right and obligation to do the following) |
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• Seek mutual cooperation from their colleagues |
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Cross-boundary authorities (roles holders in cross-boundary relationships may require ONE of the following levels of authority) |
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1. Service Ask another role holder to do something 2. Advisory authority: Be informed about others’ work Give advice 3. Monitoring authority: Be informed about others’ work Persuade others to take certain actions Tell others to delay
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4. Coordinating authority: Be informed about others’ work Persuade others to take certain actions Tell others to delay Call a meeting Report higher about the work 5. Auditing authority: Be informed of others’ work Persuade others to take certain actions Decide in case of disagreement Tell others to stop Report higher about the work |
6. Prescribing authority: Be informed of others’ work Persuade others to take certain actions Decide in case of disagreement Call a meeting Tell others to do something Tell others to stop Report higher about the work |
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