Fuels Engineering Manager K
Position is specifically for the 737Max Fuel Systems manager, overseeing both Fuels Design and Fuels Analysis groups. Manages employees performing engineering and technical activities in the areas of Flight Engineering. Develops and executes project and process plans, implements policies and procedures and sets operational goals. Acquires resources for projects and processes, provides technical management of suppliers and leads process improvements. Develops and maintains relationships and partnerships with customers, stakeholders, peers, partners and direct reports. Provides oversight and approval of technical approaches, products and processes. Manages, develops and motivates employees.
Boeing Leadership Attributes
• Charts the Course
Starts with the customer ends with the customer. Translates strategy into actionable objectives and plans. Communicates clearly at one-on-one and group levels. Conveys sense of purpose and mission that motivates others. Maintains direction, balancing big-picture concern with day-to-day issues.
• Delivers Results
Keeps his/her promises. Does not rationalize shortfalls and is accountable. Demonstrates strong operational skills. Marshals the other Leadership Attributes in meeting commitments. Capitalizes on unanticipated opportunities and changing circumstances to meet commitments.
• Finds a Way
Continuously monitors customers and operations to spot issues. Faces reality and adjusts to keep commitments. Models confidence that sees change as opportunities. Uses Boeing complexity as leverage, not an excuse.
• Inspires Others
Energizes, excites, and motivates others. Creates and models a confident and winning atmosphere. Builds teams whose impact is far greater than the sum of their parts. Inspires in ways that are consistent with Boeing's values. Celebrates success and learns from disappointments. Creates an atmosphere where all see opportunities to stretch, take risks, create, contribute and learn.
• Lives the Boeing Values
Models, leads and is committed to the Boeing values, principles and business-conduct policies. Earns the trust and respect of all Boeing stakeholders. Ensures effective business, compliance and financial controls. Promotes integrity in all that we do. Demonstrates commitment to and takes advantage of diversity. Creates an environment of respect and inclusion. Does not use abusive or intimidating behavior. Bounds vigorous pursuit of individual and business objectives with overall interest and reputation of the company.
• Sets High Expectations
Sets high expectations rooted in ensuring competitiveness. Sets high expectations for him/herself first. Has courage to raise the bar continuously/routinely. Holds self and others accountable for continuous improvement. Communicates expectations directly, openly and effectively. Shows people and teams how to reach (acts as a coach).
Competencies
General• Adaptability
Understands changes in own and fellow K level managers' work and situations; explains the logic or basis for change to employees and/or fellow first level managers; is seen as an expert first level management resource on information about changes affecting own and fellow first level managers' jobs. Treats changes and new situations as opportunities for learning or growth; focuses on the beneficial aspects of change; speaks positively about the change to fellow first level managers and external customers. Quickly modifies behavior to deal effectively with changes in the work environment; readily tries new approaches appropriate for new or changed situations; does not persist with ineffective behaviors.
• Build Positive Relationships
Proactively builds effective working relationships with fellow K level managers, people throughout the organization, and external customers. Solicits and provides information to clarify situations. Seeks and expands on original ideas, enhances others' ideas, and contributes own ideas about the issues at hand pertaining to the organization. Places higher priority on organization and departmental goals than on own goals. Gains agreement from partners and fellow first level managers to support ideas or take partnership-oriented action; uses sound rationale to explain value of actions. Establishes good interpersonal relationships by helping people feel valued, appreciated, and included in discussions.
• Building A Successful Team
Works with other K level managers to ensure the purpose and importance of the team are clarified (e.g., team has a clear charter or mission statement); guides the setting of specific and measurable team goals and objectives. Works with other K level managers to help clarify roles and responsibilities of team members; helps ensure that necessary steering, review, or support functions are in place. Works with other K level managers to make procedural or process suggestions for achieving team goals or performing team functions; provides necessary resources or helps to remove obstacles to team accomplishments. Listens to and fully involves others in team decisions and actions; values and uses individual differences and talents. Shares important or relevant information with other K level managers and the team. Adheres to the team's expectations and guidelines; fulfills team responsibilities; demonstrates personal commitment to the team.
• Decision Making
Consistently and proactively recognizes a wide range of issues, problems, or opportunities in own work group, across the organization and with external customers; determines whether action is needed; consistently identifies the need for and collects information to better understand issues, problems, and opportunities; integrates complex information from a variety of sources; detects trends, associations, and cause-effect relationships; creates relevant options for addressing problems/opportunities and achieving desired outcomes; consistently formulates clear decision criteria; evaluates options by considering implications and consequences; chooses an effective option; consistently implements decisions or initiates action within a reasonable time; consistently includes fellow K level managers and employees across the organization in the decision-making process as warranted to obtain good information, make the most appropriate decisions, and ensure buy-in and understanding of the resulting decisions.
• Project Management
Oversees execution of project schedules developed by others. Provides K level management direction to direct reports in the management of project schedules that may require interfacing with multi-regional or international activities. Provides guidance to direct reports in identifying project resource requirements and aids in integration of multi project elements into a single collective overall project plan. Ensures collaboration of direct reports with others on the tasks assigned. Maintains communication with direct reports, fellow K level managers, and others to identify and resolve any issues and ensure the successful completion of the project.
• Systems Thinking
Evaluates job structures and processes on how well they contribute to work group objective(s); identifies non-value-adding components and barriers. Engages direct reports and fellow K level managers in evaluation of options for change, and encouraging buy-in. Carefully makes appropriate changes to job/role structures and processes by developing accountability metrics, communicating effectively, providing avenues for new skill development for self and others, and integrating with related systems or processes. Uses accurate measurement systems to monitor the implementation and make adjustments as warranted.
Technical• Analytical Skills
Skill and ability to: collect, organize, synthesize, and analyze data; summarize findings; develop conclusions and recommendations from appropriate data sources at the department level. Serves as a resource for exempt team members.
• Engineering Processes
General knowledge of responsibilities and tasks performed by various Engineering departments/disciplines. General knowledge of the interaction between departments/disciplines and how their products/processes affect one another and impact non-engineering processes. Provides advice and support to other management personnel.
• Flight Eng/Tech Knowledge
Applied knowledge of process, tools, technology and skills relevant to Flight Engineering that are applied by their work group to accomplish organizational responsibilities and commitments.
• Schedule Management
General knowledge of schedule management principles and practices.
Basic Qualifications For ConsiderationDo you have experience with fluid systems design or analysis?
Typical Education/Experience
Other Job related information
Fuels Manager candidates need to have a background in development, design and/or analysis of fluid systems. Candidates also need to have some familiarity with Commercial Airplane Requlatory processes, namely Certification. Candidate must also have a minimum of 6-7 years engineering experience, preferrably in Propulsion and/or Fuels. Applicant must have an engineering degree from an ABET accredited institution.- Prefer degree from an ABET accredited school. Bachelors or Masters in Mechanical or Aerospace or Aeronautical or Chemical Engineering
- Business Unit Commercial Airplanes
- Division Bca Airplane Programs
- Program Bca Airplane Programs
- Job Type Management
- Experience Level First Level Manager
- US Person Status Required? Yes
Closing Date: 02/24/2012
