SMT Production Supervisor:
3.1.1 Responsible for adjusting the production plan to meet the planning requirements and the supply of materials.
3.1.2 Responsible for cross-departmental coordination, solve production obstacles, and ensure smooth production.
3.1.3 Responsible for the planning and implementation of SMT production management related documents, responsible for the personnel arrangement of the production process, on-site coordination of various production process problems.
3.1.4 Responsible for controlling product quality, production schedule, production materials, production efficiency, etc., and report to the production manager in a timely manner.
3.1.5 Responsible for statistical SMT daily production efficiency, working hours loss, statistics of monthly production material loss and incoming material, analysis and improvement measures.
3.1.6 Responsible for the monthly assessment of production technicians and operators, and the work arrangement of SMT workshop.
SMT material staff:
3.2.1 Responsible for the collection, inventory, account registration, replenishment, weekly loss quantity and amount of SMT production materials, tracking the material handling by the material control department.
3.2.2 Responsible for the preparation of the material supply at the production site and the product quantity returning work when the statement is completed.
3.2.3 Responsible for the processing of product mantissa and the issuance of products.
3.2.4 Responsible for the inventory and purchase of auxiliary materials. (Production Accessories Category---Material Application Process)
SMT production technician:
3.3.1 Responsible for on-site records, 5S, work execution supervision and inspection of production operators.
3.3.2 Responsible for line change commissioning of production equipment, equipment failure evaluation and finding solutions, reasonable arrangement of SMT production plan.
3.3.3 Acceptance of steel mesh, testing of reflow oven temperature, confirmation of daily inspection of equipment and weekly maintenance.
