Factory Accounting Manager in Bogor at The Goodyear Tire

Date Posted: 7/19/2020

Job Snapshot

  • Employee Type:
  • Location:
  • Job Type:
  • Experience:
    Not Specified
  • Date Posted:

Job Description

Goodyear. More Driven.

Principle duties and responsibilities:

Driver of Strategic Initiatives (Zero loss thinking, Operational Excellence and others)

A. Principal change agents in plant with Plant Director to drive initiatives, working alongside the plant leadership team.

•Prioritization and Re-prioritization of losses projects and other operational excellence initiatives, which lead to the highest productivity

•Project revisions if initial savings not being met (scope changes)

•Lead and explain financial impact of projects/project prioritization to the plant leadership and operational teams.

B. Develop cost savings and plant operational plans to support strategic initiatives (Operational Excellence - e.g. Loss Analysis, Plant Optimization and Lean Run)

•Accuracy of calculations

•Hindsight review of initial savings estimates

C. Oversight of all savings projects at plant (Power Steering project database)

•Provide visibility of measured productivity improvements to operations team to validate the initiatives in the plant.

•Measurement of losses, including savings and headroom creation (cash and P&L)

Perform tactical analysis to support solid decision making

A. Insight and education to shop floor leaders on making better production ticket/business decisions

•Impact of fixed vs. variable costs, how production changes impact absorption

•Prioritization of production ticket to meet demand plan and achieve plant financial metrics

•Validate monthly production plan

•Focus on OE yield to free up HVA capacity

•Financial impact of production staffing options, preparing scenarios for various options (overtime vs. temp labor, shutdown vs. short work week, etc.) Link recent capital projects to productivity and financial results

•Focus on plant bottleneck department/machine (particularly where impacting HVA capacity)

•Ongoing identification of capacity and capability constraints in plant and in production departments

B. Develop talent and finance structure to adequately support plant business centers

C. Implement effective financial analysis tools to improve plant's performance

•Communicate information needs to the region to develop reports needed to provide analysis for the operating departments

Leading all reporting activities, estimates and analysis


A. Coordinate AOP, monthly/quarterly reporting, special analyses as needed

•Bridge what local plant thinks is possible vs. targets set by region

•Translating financial targets into actionable initiatives for each operating department

•Identification of headwinds and savings for plant and production departments

B. Summarize and communicate financial and operating results against objectives

C. Communicating monthly results to plant leadership team and operating department managers

D. Coordinate material cost information and analysis

•Scrap, PPV, weight tolerances at various stages of production, fly loss or other shrinkage

•WIP analysis and monitoring

E. Coordinate production cost/conversion information and analysis

•Align local finance staff to provide financial results for each department

•Align finance staff to support operating departments, who will understand how each department affects bottom line of plants

•Train finance staff to tie operating department actions to the financial results, not simply to report the numbers

F. Oversight of cost setting process

•Production variances are linked to root causes

G. Ensure reporting and submission requirements are met

•Clear lines of responsibility, finance business partner, FP&A and controlling (avoid duplication of effort)

Capital improvements planning

A. Coordinate development of capital improvements plan

•Link to CPEM, Treasury rates, lease vs. buy

•Support CPEM for decision on producing new SKUs

•Recommendations on when low volume SKUs considered for discontinuance

B. Payback and project evaluation and justification

•Before project CPEM completion ensuring all financial targets will be achieved (objective evaluation of assumptions)

•Provide range of outcomes flexing key assumptions

•Oversight of routing of budgets

C. Validate project benefit via post-project audits

•Accuracy of calculations

•Hindsight review of initial savings estimates

•Project revisions if initial savings not being met (scope changes)

•Provide operational explanations for financial variances

Change Management

A. Develops thorough understanding of change management philosophies to ensure initiatives are set-up for success

B. Ensures all initiatives have the proper cross functional support

C. Completes change management assessment for organizational readiness

Goodyear is one of the world’s largest tyre companies. It employs about 64,000 people and manufactures its products in 47 facilities in 21 countries around the world. Its two Innovation Centers in Akron, Ohio and Colmar-Berg, Luxembourg strive to develop state-of-the-art products and services that set the technology and performance standard for the industry. For more information about Goodyear and its products, go to www.goodyear.com/corporate

Job Segment: Accounting, Manager, Database, Machinist, Change Management, Finance, Management, Technology, Manufacturing


  1. Vice President Jobs
  2. General Manager Jobs