SIEMENS Energy Sector Job Profile

Job Profile
#

cross-

functi

onal

Rese

arch/
R/D-

Basic

Name of Function Quality Manager in Projects Dept. / Location

R/D-

Rese

arch

Corporate Key Function General Management Management Project Management Individual Contributor Other Internship Trainee <5 <5-5 5 5-4 4 4-3 3 3-2 2 2-1 1 R/D-

Function Area Function Type Position Level

R/D-

Quality Project Management

SW-

Devel

opme

nt

R/D-

Operational Field Sector Operational Area International Business Type Project Business
Tech

nolog

Devel

opme
R/D-
Corporate Sector Division BU-Sales Regions Regions Customers/Partner/Associations National International Product Business System Business Project Business Service Business Solution Business
Const

The duty of the QMiP is to act and operatively support the Project Manager as expert and partner by planning, supervision, ensuring and reporting of appropriate
activities with regard to failure prevention, effective proceedings (pro-active & re-active) and continuous improvements over the entire PM@Siemens process. Of
Mission particular importance is the authority to intervene at any stage in the project, if proceedings impact targeted results negatively. The QMiP reports directly to
of Project Manager and acts as member of the core project team. In functional matters the reporting line is additionally to the subdivisional or divisional QM of the
R/D-

Supp

ort/T

esting

Function project related business (HQ).

Basic Data

R/D-

The scope of the job incorporates all project related and technology determined proceedings / activities in order to meet the targeted results with regard to quality
under consideration of (a) business related Head Quarter (overall strategy, basic processes and their interfaces, tool application, compliance issues ), (b)
customer (contractual requirements, expectations and at least satisfaction), (c) market (statutory, regulatory and state of the art requirements), (d) 3rd parties
(e.g. suppliers and sub-contractors, consortium partner, authorities, surveyors, etc.) and (e) -as far as relevant- public conditions and interests. The job
Dimensions incorporates expressively the authorization to escalate non-conforming issues to the functional reporting line and to release a stop to an appropriate range in
Produ

ct-

/Syst

of Function
em

collaboration with the BU QM.

Planni

ng

P-

internal: Project management team (regularly), divisional or subdivisional external: Case-by-case interaction with the customer (e.g. in sales support,
functions (particularly QM), regional organization (as far as required or customer relations management), suppliers (e.g. QA-matters, workshops /
Contacts appropriate); involved or affected persons of a QM network. audits for evaluation and further development purposes), consortium partners
(internal / as well as contacts with other third parties (e.g. public authorities, surveyors, P-

/SP-

Tech

external bodies)
nical

external)

Areas of Responsibility Engin

eering

% of Measurement
Priority What - How - Why Responsibility Produ

total job criteria

ction

Customer integration: Appropriate and traceable processes/ proceedings are to be established and ensured in order to a)
analyse & monitor proper fulfillment of contractual and committed requirements (e.g. by use of a compliance matrix); b) Customer
A shared
Produ

ction-

manage professionally feedback from and to the customer, e.g. by a pro-active involvement with the aim of an early feedback satisfaction
Logist

ics

to the acceptance due at a later date; c) manage effectively (customer) complaints

Areas of Responsibility

Quality planning and control: With the objective of an effective proceeding over all steps of the project, an appropriately
structured (e.g. functionally) Q-Plan, e.g. acc. ISO 10005 / 10006, is to be established and continuously monitored. The Achievemen
overall impact should be pro-active and failure preventive, but re-active proceedings need to be considered as well. All t KPI or Produ

A full
ction-

Produ

proceedings with the application of methods/ tools should be defined clearly with reference to standard processes of related other key
ction

Centr

business(es) and their interfaces of HQ to required on-site proceedings. Progress and results should be verifiable based on figures
(a) project-critical factors, (b) quality related KPI´s or key figures, (c) defined target values or characteristics to be achieved.

Quality management: Determination, implementation and sustainment of a consistent QM-system -if relevant, certified- for
on-site application (e.g. acc. ISO 9001) adapted to the QM system applied by the relevant business unit (HQ). Independent of
an established QM system, securing consistency of required proceedings with the ongoing execution in order to continuously Degree of
assure transparency with the specific focus on interfaces of different (organizational) functions. Supporting the project actual Produ

A full
ction-

Qualit

management in planning and securing milestone results in the execution phase of the project. Interactions with BU and BS managemen
y

Assur

ance

QM, other functions and, if relevant, with regional QM. This also requires acting as facilitator and project related expert of (q-) t practice
measures related to third parties. All the activities should be on optimizing resources and synergies with other allied
disciplines, e.g. environmental protection, health and safety at work.

Quality standards in processes / projects: Ensure execution according determined processes and planned activities.
Among other things: (a) Ensuring proper execution of the Quality Gate process by an active involvement in preceding
Q-Gate,
readiness checks and participation in Q-Gate meetings, (b) secure execution of proceedings acc. Quality Plan in order to
milestone
A achieve predictably the required/ expected quality level in process execution and project performance. In case of need shared Mark

and cost
eting

refusing release of the related milestone or Quality Gate or delivery or other proceeding. In such case immediate involvement
targets
of the Project Manager is required in order to effectuate agreement for further steps and proceedings. If an acceptable
agreement can not be achieved commonly the situation is to be escalated to the reporting line in functional matters.

© Siemens AG
Quality Manager in Project (QMiP)_en.xls
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SIEMENS Energy Sector Job Profile

Focused, regular and direct quality reporting: Quality status reporting to project management, divisional and/or regional
Degree of
QM and other defined parties based on determined KPI´s, key figures and characteristics. This includes reporting of quality
actual
B incidents and cause-effect analysis results of quality problems. Further broad communication of quality targets to all people full Cons

managemen
ulting

affected or involved. Escalation of endangering project situations to Project Manager, BU (or regional) QM and -if relevant-
t practise
Business Manager of related business unit.

Reduction of
Supplier management: Planning & ensuring the required quality level of the entire project-specific supply chain (internal &
costs,
external) with the specific focus on availability of sufficiently detailed specifications, interface definitions and non-standards. Acco

B shared rejections,
unt

Mana

This automatically includes also the application of supplier-related proceedings, such as selection, qualification, development,
geme

nt

time impact
integration, supervision and auditing that should be defined as part of the Q-Plan
of supplies

Continuous improvement: An appropriate systematic for identifying and treatment of process or product related
Results of
improvement potentials is to be established effectively for all phases/ steps of project execution. Initiation and support of Good
Areas of Responsibility

B shared improvemen Sales

Practice Sharing. Ensuring feedback of experience (initiation and execution of "Lessons Learned") through project
t measures
assessments, reviews, audits, cross-functional project meetings, etc.

Results of
Audits and assessments: Planning of and participation in project audits, assessments, reviews and status meetings.
B shared improvemen Sales-

Analysis of the results with definition and effective implementation of appropriate (improvement) measures.
Acqui

sition

t measures

Qualification: Identification of qualification shortcomings and training of project employees with regard to quality: (a)
Qualification
knowledge of method to be applied (e.g. risk analysis, FMEA, review techniques, cause-effect analysis, 8-D-method, etc.), (b)
B shared of Sales-

process awareness (role, content, benefits for subsequent process stages etc) and specialist knowledge (e.g. IT) by initiating
Supp

ort

employees
of corresponding measures (e.g. training courses).
Sales-

Tech

nical

Authorization:
- Intervention and escalation to reporting line in functional matters where guidelines, quality-relevant procedures or targets are
not complied with. This includes involvement of expert opinions as necessary. Sales-

Regio

- Stop for proceedings, supplies and services in close collaboration with PM and/ or reporting line in functional matters.
nal

Supp

ort

- Access to all quality-relevant data, e.g. customer contracts, risk assessments, financial data, project plans, agreed targets.
- Representing the project internally and externally in matters of quality

Proje

ct

Mana

geme

© Siemens AG
Quality Manager in Project (QMiP)_en.xls
Page 2 of 3 07-10-20
SIEMENS Energy Sector Job Profile
C o m p e t e n c i e s
Indus

trial

Servi

ces/S

ervice

Busi
Level ness Future
Techniques (Technologies / Methodologies / Professional Knowledge) Processes / Markets
IS/S-

Produ

ct

B/A/E Trend
Servi

ce

Rele
Quality management system(s), methods and tools e.g. ISO 9001, 10005, 10006, 6S Toolbox expert
Finan

ce-

Busin

ess

Benchmarking, auditing, different review methods, assessments e.g. for application in research and development advanc.
Finan

ce-

Contr

olling

Risk and opportunity management e.g. method for evaluation advanc.

Finan

ce-

Acco

unting

Procu

Supplier management e.g. Siemens Supplier Management System advanc.

reme

nt/Lo

gistic

Fundamentals: project-, contract- & process management e.g. PM@Siemens-Prozess expert

Busin

ess

Planni

ng

BP-

Public speaking, presentation techniques e.g. rhetoric methods advanc.

Strat

egic

Planni

ng

BP-

Non-conformance prevention systematic e. g. FMEA, Fault Tree Analysis, others advanc.

Busin

ess

Devel

opme

BP-

Problem analysis and problem solving methods e.g. 8-D Report, Ishikawa Analysis advanc.
Merg

ers &

Acqui

sition

Quality assurance and planning e.g. use of Q-plan expert

Finan

cial

Servi

ces

Infor

Test planning e.g.application of test plans advanc.

matio

Tech
Knowledge

nolog

Project Mgmt. e.g. PM@Siemens-Prozess advanc.

Com

munic

ation

Product safety solutions e.g. statutory and regulatory requirements basic

Perso

nnel/

HR

If relevant, environmental protection and work safety e.g. ISO 14000, … advanc. Qualit

Good English and, if relevant, national language (project specific) advanc.

Legal

Issue

s/Tax

Mana

Global divisional knowledge including divisional standards basic

geme

nt

Audit/

Intern

Business principles and Conduct Guidelines basic

Product and technology knowledge advanc.
Industry- specific processes advanc.

Organ

General summary
isatio

n/

Infor

matio

Customer understanding advanc.

Process control advanc. Persö

nlich

Product knowledge advanc. Qualit

ät

Framework of procedures and standards advanc.

Analytical skills advanc.

Technologies: Methodologies: Profess. Knowl.: basic conversational fluent Mother tongue

Essential (today and in future)

Professional several years' experience in at least one project-related job (erection, engineering, commissioning etc.)
Experience

Variety of Business alternatively: experience in operational quality management, quality assurance

Project / Process several years' experience in other areas of responsibility of project execution
Variety of Function Areas
Leadership Leadership behaviour / experience as a part project manager
Variety of Function Types
Intercultural Experience in projects/ processes with quality issues of foreign countries and companies (cultural aspects)
Variety of Cultures
Results Orientation [D] Decision Making [D] Initiative [D] Creativity [D] Change Orientation [D] Ability to Analyze [F] Organizing- and Quality Orientation [F] Ability to Learn [F] Strategic Orientation [F] Assertiveness [I] Communication Skills [I] Customer Focus [I] Networking Skills [I] Coaching and Mentoring [G] Situational Sensitivity [G] Motivation and Inspiration [G] Team Skills [G]

EDGE ENERGY ENERGIZE EXECUTE PASSION

Capabilities

Unlimited thinking Initiative Communication Skills Analytics Customer Focus

Entrepreneurial spirit Change orientation Network built on trust Decision making Professional ethics
Result and quality
Self determination Learning Coaching & Mentoring Siemens values
orientation
Strategic judgment Business competence Team player

A d d i t i o n a l R e q u i r e m e n t s (Education, Training, Working conditions, etc.)

qualified person with diploma, clear identification with quality, excellent p2p relationship and ability to win over other people and employees

© Siemens AG
Quality Manager in Project (QMiP)_en.xls
Page 3 of 3 07-10-20