Lead Manufacturing Product Manager

Why Grundfos? At Grundfos, we dare to do things that others cannot or dare not do. Our skills commit us to pioneer solutions to the world's water and climate challenges and improve the quality of life for people. We believe innovation is not only a business opportunity, but an obligation. And what really matters to us is not short‑term profit, but the impact we make. By becoming part of our united powerful team, you too can drive this change no matter your role. What is the job about? The Manufacturing Product Manager (MPM) is empowered to prioritize and make decisions on behalf of Manufacturing in the PMT and in DP-projects and is also accountable to ensure his / hers decisions can be fulfilled also has global impact across PU-areas and sales regions. Takes decisions about investment, according to agreed investment budget. Project Development Towards BD, MPM is overall accountable / responsible for project management (planning, execution, controlling and realization) on behalf of Operations (ex. Group Purchasing and Group Quality). Accountable for deliveries from AME incl. Supply Chain (stock, DC, logistic, safety level, ramp‑up) and EHS. Adhere to and deliver according to stage gate model Pre‑DP1→ DP7. Adhere to and deliver according to stage gate model DP and S8. Task & Responsibilities Project management: Planning, execution, controlling and realization of Scope, time schedule, investment, cost & manning. Coordination and planning of activities between Manufacturing, units: Group Supply Chain, Group EHS, Operation Strategy and Manufacturing Engineering Project Managers & COE. The MPM sets the project team in collaboration with \"Line Management\". Including communication with relevant stakeholders, agree needed resources, set the project team, agree deliveries from Group functions and Manufacturing Engineering Project Managers. for content in DFM, DFA and P‑FMEA. for the SUC (standard unit cost) from DP4. Investment & cashflow: Accountable for equipment investments plan before DP3, and cashflow description before DP5 and monthly follow‑up including actions if not according to plan. Accountable for collecting data for Red Launch and follow up on none conforming KPI's, after DP5. Request and support Where to Produce and Make / Buy analyses. Be the first step in these analyses. Operational strategy is accountable for the decision. Product Management activities The MPM is empowered to prioritize and make decisions on behalf of Manufacturing, and is also accountable to ensure his / hers decisions can be fulfilled. Represents Manufacturing, and must ensure the voice of Manufacturing are taken into account in PLM activities. Take part in PLM activities and act on behalf of AME, Group Supply Chain and Manufacturing. This will include all activities from Planning of new projects, execution of projects and after sales activities in the Product Line. Variants, Quality and DtV activities included. Investment and Projects Planning of new projects, execution of projects and after sales activities in the Product Line (Variants, Quality and DtV activities included). Accountable for PLM (internal) investments. Review and follow up Accountable for delivering the projects according to time, cost, investment, quality and the DP‑project model, and S8. Manufacturing Product overview (excel Fil: \"Where is what produced\") : MPM is responsible for the investment plan response to the 5 yrs forecast made by Operational strategy. Operational Strategy is accountable for the overview of \"where is what produced\" - keeping it updated, ensure review etc. MPM provides input and support Operation Strategy is accountable for 5 yrs forecast (strategic decisions) Capacity (Machine capacity) MPM is accountable for having the Capacity overview for products (Maschine capacity). Product overview of manufacturing capacity within own product lines. Establish, review, analysis and make recommendation. And make investment plan based on demand plan and installed capacity. MPM participates in \"SIOP Chain\" meeting (18 months). Ensure knowledge of bottleneck equipment of own product lines (OPR; OEE, Involved in action if low performance). Be visible - Support & challenge - End to End perspective. Red Alerts When asked, this role is an active stakeholder in case of Red Alerts. Support with knowledge and take part in root cause analysis and counter measures to avoid recurrences. Support Support Sales Companies with local assemble with knowledge and equipment review. Involved in Safety and GPS assessments. Take responsibility to see \"potential dangerous work situations\". Ad hoc - suppor #J-18808-Ljbffr