Director, OP Process Engineering

-Business Results Accountability with Agility.
Own the engineering contribution to the plant's SQDC results (Safety, Quality, Delivery, Cost). Hold a firm line on committed targets while re-prioritizing resources fast enough to absorb demand volatility, new program launches and customer escalations — balancing accountability with adaptability.

-Strategy Deployment & Engineering Roadmap.
Translate the company's annual and long-term strategy into a costed, milestone-driven engineering roadmap (capacity, automation, digitalization, footprint) and drive it to closure through a disciplined review cadence.

-Process Engineering Excellence & Continuous Improvement.
Own plant-wide process engineering — process design, standard work, parameter control, change management and continuous improvement — delivering accuracy in execution, rigor in discipline and innovation in method, while ensuring process safety and compliance.

-NPI, Design for Manufacturing & Cross-functional Resolution
Lead engineering through NPI and product transfer; drive DFMEA reviews so R&D releases are manufacturable at target efficiency, cost and quality. Resolve cross-functional conflicts and discrepancies (R&D / Quality / Production / Supply Chain) within agreed lead time, escalating with data rather than opinion.

-Customer Audit, Complaint & Problem Solving
Organize and lead the engineering team to win customer audits and to close escalated complaints through structured problem solving (8D / A3 / root-cause analysis), converting findings into systemic preventive actions.

-Organization Capability, Talent Pipeline & Culture
Build a high-performing engineering organization: define the capability model, succession bench and development plans. Role-model company values and lead the team with integrity, positivity and psychological safety.