Responsibilities
岗位职责：

Leadership 领导力
Leadership of the SDT领导同步小组
Represent team in a professional manner to the customer and JCI management while demonstrating ownership of the program and its deliverables. Motivate the SDT to meet commitments and hold team accountable.
对同步开发小组的领导能力。有能力代表团队向客户和江森管理层专业地阐述项目所有权和及其交付物。有能力激励同步开发小组完成承诺，鼓励组员富有责任感。
Ensure Appropriate Program Staffing确保项目的人员安排
Establishing assignments and workload. Verify that all team members have sufficient training and skill level for assigned tasks. Work with MD/GM and functional managers to ensure that proper staffing is maintained.
通过合理分配任务和恰当安排工作量，确保团队最合适的人员安排。确认所有的团队成员接受了足够的培训，达到了完成指派任务的技能级别要求。同项目总监和部门经理合作，努力把合适的成员留在团队中。
Maintain the SDT Morale and Esprit de Corps 维护团队士气
Facilitate the success of all team members. Resolve conflicts and differences between team members and departments. Clarify roles and responsibilities when necessary to ensure the smooth running of the team. Facilitate and encourage positive relations between departments and team members, and be the role model of that relationship. Provide performance review feedback for SDT members to functional leads. Central communication point for the SDT.
带领同步开发小组，鼓舞团队士气， 增强团队精神，帮助每位成员取得成功。调和团队成员与成员之间以及各部门之间的冲突和差异。明确各成员的角色和职责， 确保团队的运作顺畅。促进并鼓励团队成员之间以及各部门之间保持积极的良好的关系， 并以身作则，树立榜样。把团队成员的工作表现的反馈信息提供给部门领导。成为团队成员信息交流的核心。
Financial Roadmap and Financial Panel 财务路径图
Report program status to Leadership (internal and customer) for risk assessment. Maintain and follow up on financial open issues, internal and external to meet financial hurdle rates. Drives SDT to meet financial commitment through closure of open issues and design to target.
向公司领导层和客户领导层汇报项目状况，进行风险评估。管理并汇报财务路径图，实现公司的财务承诺。维护跟踪公司内外的财务开口问题，实现财务的最低预期汇报率。鼓励同步开发小组通过解决开口问题和根据目标设定计划， 完成财务承诺。

Simultaneous Development Team Management 同步开发小组管理
Simultaneous Development Team (SDT) Management同步开发小组管理
Create and manage relevant program documentation including Customer and Supplier Statements of Work, Open Issues List, Timeline, Parts Matrix, Monthly Project Report and Gate Workbook at minimum.
创建并管理相关的项目文件资料， 至少包括客户工作指导书、供应商工作指导书、开口问题清单、项目时间进度、零件矩阵、月度项目报告和门报告。
Understand, Champion and Use Company Systems 理解，支持和运用公司体系
SDT subject matter expert on the Product Launch System (PLUS). Follow the industry best practices including Program Management Body of Knowledge (PMBOK) to ensure world class program management. Utilize available Program Management tools such as risk management, lessons learned, and earned value, etc. to successfully launch program
理解， 支持， 使用江森的系统，成为SDT团队中产品启动系统的专项专家 。学习行业里的最佳范例，如项目管理知识体系， 保证世界一流的项目管理。利用可用项目管理工具，如风险管理，经验教训，挣值分析等，成功投产项目。

Facilitate Quality Program Events 推动质量项目
Program events include Drawing Release, Prototype Build, Customer Deliveries, Verification Sign-Offs, Process Sign Off, Product Part Approval Process, Run at Rate, Start of Production, etc. Audits DV and PV testing results and ensures timing of implementation of corrective action as necessary. Manages the Change Management meeting so that changes are implemented in a timely fashion.
协调项目的重要活动。项目事件包括图纸发布，样件制造，客户产品交付，验证签发， 过程签发， 产品部件审批程序，节拍生产和量产等。审核DV和PV的测试结果，确保必要的纠正措施在要求的时间内完成。组织管理变更会议， 保证变更措施能及时执行。

Monitor and Control Program 监控项目
Monitor and control the