葛建伟
天津
运营及安全环保总监
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约聊人数: 0
  • 不做面霸!但要有最专业的面试能力!!

    你的面试无果而终!?面试以后自己感觉不佳!?似乎没有回答好面试官的问题,又不知道如何做? 面试,应该夸大和违心的迎合么? 面试,如何针对性的突出重点和主题? 面试,应该如何选择事半功倍的绩效实例? 有这些问题,不是你的专业技能不够,是面试的能力不强!注意哦!!!不是面试技巧!!! 通过过去二十几年从用户角度进行的面试观察,发现绝大部分面试人员不是自说自话,就是太过于小心谨慎地寻找面试官的兴趣点。在选择绩效案例的时候,也没有将所选案例的价值最大化诠释出来!更不知道在事前和事后,尤其是急于得到这个职位如何在面试以后主动跟进而不是被动等待。 本人具备二十几年的面试经验(面试官哈!),能够帮助你调整面试状态,将自己的能力最大化地表达,帮助你选择绩效案例,并深度挖掘案例中的各方面价值。当然,也可以进行中文 和 English的面试模拟,并进行复盘。

    ¥399
  • 如何让团队工作更积极主动?

    Why does my team work not so proactively? It is a question that almost every ambient manager struggling always! But, what is wrong with that? What is wrong with me or them? With over 20years working experience in Multi National Companies, as a leader, in different levels across frontline task forces to regional management, I have been confronting a lot as well as observing a quiet few cases of failures that a leader been exhausted by tracing his team, or making team overwhelmed the same. With last 5-6 years practice, gradually I found it is all comes from leadership of leader, who is struggling. If you want to know what has happened, that your team are in very low more, who ARE NOT PERFORMANCING AS YOUR EXPECTATION, let us have a chat.

    ¥399
  • 员工离职率高,都是工资惹的祸?

    很多企业都面临着员工留不住,离职率高启的问题。尤其是现在的90后员工更是如此?!作为一个经理,我们经常会认为工资的低,没有奖金激励机制,没有绩效考核机制是员工不愿意在企业里面持续任职的主要因素。 但是,实际情况真的是这样么? 在带领团队方面,经理如何最大化利用自身资源,利用日常的点点滴滴让员工愿意留下来,工作的更加主动?这,不仅仅是一个待遇的问题,那么还有什么? 一个小时的沟通,可以帮助你分析目前团队的问题,和如何让团队更加愿意在机构里面留下来!

    ¥99

行家自述

【专业自律的运营管理专家】 近三十年食品行业生产及工厂运营管理经验。曾服务于雀巢中国有限公司,卡夫(亿滋)中国有限公司,艾地盟中国有限公司。涉及 快消品(巧克力,威化产品,冰淇凌,早餐谷物,糖果,奥利奥)的离散型生产和化工食品(HFCS 高果糖浆)的流程性生产及运营。 对项目管理,精益生产,智能制造,流程优化,团队融合,人员激励,KPI目标制定和分解,持续改进,质量管理和物流优化等多方面常年积累的经验。所带领的团队都是组织里面执行力,向心力和创新能力最强的团队。 【Professional experts for operational management with self-disciplined mindset 】 Nearly 30 years experiences in food industry and plant operations management. Has served in Nestle China Co., Ltd.; Kraft (Mondelez) China Co., Ltd.; ADM China Co., Ltd. Involved in the FMCG (chocolate, wicked products, ice cream, breakfast cereals, confectionery, Oreo) and chemical foods (HFCS high fructose syrup) industry. Pragmatic experience in Project Management, Lean Production, Intelligent Manufacturing, Process Optimization, Team Integration, Personnel Motivation, KPI goal development and Cascading, continuous Improvement, Quality Management and Logistics Optimization. The teams I lead have eventually becomes the ones with the most strong capability and competencies of execution, team-spirit and innovation in the organization. 【热心公益事业的斜杠大叔】 创建“大渔爱心平台”公益团队。在河北省邢台市信都区50多个村庄资助了175位学生。并通过“启明星”项目寻求在心理成长方面进行更加深层次的成长辅助。 三年多以来,行程20000公里,个人公益工作时长超过1000小时。团队志愿者30多人。 平时爱好传统书法,风光摄影,户外徒步,长期坚持体育锻炼的自律达人! 【Uncle Slash who Passionate in Charity】 Build "DAYU Charity" team. Sponsor 175 students who are from more than 50 villages in Xindu District, Yantai City, Hebei Province. Are seeking to assist student in "Enlightening Star" project to assist student in the psychological growing. In more than three years, I has traveled 20,000 kilometers and worked more than 1,000 hours in charity with more than 30 volunteer in team. Hobby: traditional calligraphy, scenery photography, hiking, long-term adherence to physical exercise self-discipline!

教育经历

天津大学 1993.09 - 1996.07

学士

上海医疗器械高等专科学校 1989.09 - 1992.08

大专

职业经历

Ecolean China, Co. Ltd. 2019.07 - 至今

Director, Plant Operation and SHE

ADM China Co. Ltd. 2013.01 - 2019.12

Plant Manager

Mondelez(Kraft)China, Co. Ltd. 2007.01 - 2012.12

Plant Manager/Company Integration Leader

雀巢中国有限公司 1992.09 - 2012.12

高级生产部经理 Senior Production Manager/RD manager

项目经历

DAYU Charity 2017.10 - 至今

Founder

Using private time to build charity team to sponsor 175 students in HEBEI province. Maintain transparency as key principle through communication, promotion and other variant projects.

New Plant Buiding 2013.01 - 2014.12

Project Leader

Joined ADM company as plant manager, support technical team to build greenfield plant for HFCS to supply North and Ester of China market. In Charge of recruiting and build operation functions - production, project, maintenance, quality, HR, Finance, Procurement, etc.

Mini Orea 2009.05 - 2010.08

Project Sponsor

First ever Mini Oreo processing line in Asia market. again, several key technical hurdle been sorted out with innovative way of thinking from project team. Delivered with original budget as well as the best quality of Mini Oreo around the world.

Oreo Wafer Project 2009.01 - 2009.12

Project Sponsor

To invested 5million USD to add full process line of Oreo Wafer production. The project was first ever Oreo wafer project in Kraft word organization, in which several technical hurdle been sorted out with innovated way.

Workshop Re-Layout 2008.12 - 2009.09

Project Sponsor

Re-layouted Oreo plant in Beijing, to save workshop space for another 4 lines to added at original area. The project solved main challenge that plant confronted at that moment that significant demand increase can not be satisficed at existing capacity, while the space with original design not able to fill with any other new process line.

Org. Integration 2008.01 - 2008.08

Team Leader

During company integration between KRAFT and Dannone biscuit unit, has been assigned as team leader to drive integration plan for manufacturing unit, to seek synergy of cost and also best solution of organization chart. with intensive work as part time, while still manage plant operation, delivered the suitable solution for production allocation vs. capacity + sales distribution, as well as proposed manufacturing organization chart to new company.

Workshop Re-layout 2007.11 - 2008.05

Project Sponsor

Re-layout process of TAND powder beverage, to enable two different products being produced at the same time. Gave significant efficiency and material waste reduction opportunity, as well as workload reduction

专业成就

【职业发展规划】曾经对多名企业中层和高级管理人员进行职业发展规划,尤其是瓶颈期问题分析,解决方案辅导; 【面试能力辅导】面试辅导,不是针对面试技巧的提升,而是对自我认知的归纳总结和心理状态的调整。本人曾经对若干面试者进行过非常有效的能力辅导。涉及职业新手,中高级管监理人员,尤其是企业中层管理人员的面试能力提升,效果明显; 【团队融合】 坚持任何人都是可以改变的,在多家公司对问题团队进行重组。在最少变动团队人员的前提下,引导团队的融合; 【在爱克林Ecolean】 1.带领团队在一年之内,解决持续发生多年的系统性质量问题。并进行了全面的质量管理改革; 2.通过鼓励和引导,在人员不更变的原则下,极大提升了团队的合作气氛,并利用每一个小的进步鼓励团队成员充分认识自身的能力,最大限度提升个人自信和对结果的追求意愿; 3.进行跨文化的融合,引导总部对本土技术资源和人力团队的再审视,将重点技术人员和当地技术推广到全球; 4.通过各种方式,增强本地区信息的传导,引导总部对本地客户诉求的深入了解并借此改变公司总体技术定位和产品定位。推动公司对未来新工厂的设计中采取模块化设计理念。开发第二代工厂设计思路; 【在艾地盟ADM】 1.创造性地将离散性行业的成本控制方式引入到流程性行业。并依据大数据,进行数据融合,让数据讲故事发现机会。这个变化带动了公司对运营成本的极大透明化,并为传统的成本分析和年度预算准备建立了一套行之有效又有完善的数据支撑的量化体系; 2.深刻理解HR员工投入度的核心理念。通过员工活动,调动员工积极性和投入度。实现了极低的员工流转率水平; 【在卡夫Kraft】 1.多个项目创新型的设计,带来新的项目管理和技术观念; 2.独立设计和落地了全国第一个mini Oreo产品线; 3.进行工厂厂房布局整顿,腾挪出40%空间进行新生产线安置;

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