Factory Workforce-Demand Recovery Leader

The mandate

Three electric-motor plants change weekly production schedules without translating mix, changeover and skill requirements into workforce demand. One site carries idle agency labour while another uses unsafe overtime to cover winding and test skills. Headcount standards have not been updated after automation. The regional workforce-planning director resigned when a customer ramp missed output despite reported staffing above plan.

The interim must establish Bangkok control within one week and lead ten months through demand-model recovery, roster stabilisation and one major customer ramp. Permanent manufacturing-workforce leadership search begins after each line uses skill-based demand and agency decisions for two cycles, expected in month five. The successor will lead one schedule shock and one agency capacity review during four weeks of overlap.

Handover requires product-mix labour standards, task and skill demand, roster and attendance supply, training lead time, agency capacity and quality, overtime boundaries, redeployment rules and daily variance control. Two planning cycles and one outage exercise must reproduce. The successor inherits shortages, surplus pools, qualification gaps, agency commitments, employee-relations risks and approved improvement actions.

The interim may reject unsupported staffing requests, reallocate trained labour within approved agreements, pause poor-performing agency supply, redirect planners and commit up to THB 900 million within authorised workforce recovery. Production targets, engineering standards, individual termination, collective terms, automation decisions and agency awards above delegation remain with existing leaders. Safety authority stays with plant management.

Product scheduling, manufacturing process design, procurement negotiation, payroll replacement and organisation work beyond the three plants remain outside scope. The seat owns labour-demand evidence, skill supply, roster interface, agency governance, planning capability and succession. It cannot claim productivity by leaving training, fatigue, quality or necessary support work outside the model.

Why this seat is open

A failed customer ramp showed that total staffing hid line-level skill shortage and agency mismatch, followed by planning leadership resignation. Plants optimise locally and schedule changes outrun HR processes. Temporary workforce authority can rebuild the operating rhythm through actual production shocks before permanent leadership takes control.

What you will own

• Translate product mix, volume, changeover, maintenance and quality plans into task, skill and shift demand.
• Reconcile permanent, agency, trainee, absent, restricted and redeployable supply by line and qualification.
• Update labour standards after automation using observed work, necessary support, learning and disruption evidence.
• Govern roster, overtime, agency call-off, redeployment and training decisions through common approval thresholds.
• Monitor daily demand-supply gaps, output consequence, fatigue, quality and agency performance with named actions.
• Exercise customer surge, equipment outage, absence cluster and agency failure scenarios across plants.
• Transfer controlled models, operating standards, skill matrices, agency controls and trained workforce-planning leadership to the permanent successor.

Candidate qualifications

• Held executive workforce-planning authority across multiple high-volume manufacturing plants and volatile product mixes.
• Converted schedules into task, skill, shift and learning demand rather than relying on headcount ratios.
• Stabilised excessive overtime, agency use and cross-line redeployment while protecting safety, quality and employee agreements.
• Updated labour standards after automation through observed work and industrial-engineering evidence.
• Connected planning gaps to customer output without taking production scheduling or process authority.
• Handed permanent leaders a proven demand-supply rhythm after live customer ramps and documented disruption exercises.

Non-negotiables

• Can start onsite in Bangkok within one week and travel weekly across the three plants.
• Will accept exclusive executive accountability for workforce-demand evidence and daily shortage escalation.
• Brings multi-plant skill-based labour planning recovery; generic headcount budgeting is insufficient.
• Must disclose agency, union, manufacturer, industrial-engineering and training-provider relationships.

1. 49 words maximum. Describe a factory where excess total headcount concealed a critical line skill shortage.
2. 49 words maximum. Which evidence would justify pausing an agency during a customer ramp?
3. 49 words maximum. State your Bangkok availability and the largest volatile workforce plan you recovered.