Manager- FP&R

Relocation Assistance Offered Within Country
# 161231 - Goa, Goa, India

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Scope of Responsibility: 

The FP&R Site Leader is responsible for leading site-wide implementation of FP&R Standards under the direction of the Factory Manager. Will also be responsible to drive digitalisation and automation across site.

The FP&R Site Leader has to be an effective and valuable member of the local Supply Chain leadership team, to ensure delivery of business results for the Plant.

The FP&R works within a structure that requires collaborate with all levels and functions of the organization, and as such has to be able to build and cultivate relationships with a wide variety of organizational partners. 

Core Responsibilities:

General Responsibilities

Coordinate rollout and implementation of FP&R Standards site-wide.

Participate in FP&R Assessments.

Visible Leadership in driving FP & R and Operational Excellence.

Drive Digital & Analytics initiatives in the Plant 

Drive implementation of new technologies in the Plant 

Management Systems:

Participate in development of the site Strategic Plan. Partner with plant management to ensure that FP&R activities are aligned with the site’s Capacity Growth Plan – Equipment Master Plan, Operational Strategy, Labor and People Strategy and Communication Strategies. 

Coordinate development of a factory responsibility matrix to identify key roles and responsibilities related to FP&R Standards implementation.

Participate in goal alignment activities. 

Partner with site leadership to implement a system to ensure that KPI performance is supervised and communicated.

Support development of budget and mid-year debriefs on FP&R, as needed.

Ensure that a governance process is in place to review data in the Shop Floor Reporting database to ensure that it is reflective of actual operations.

Partner with the site Technical Services Manager and to develop a site-wide approach to ensure that current standard procedures are available for line operations, changeovers, and inspections within the factory.

Ensure that annual FP&R self-assessments are conducted and the site action plan is updated.

Partner with the Technical Services Manager to ensure that equipment FP&R requirements should be part of the site’s approach to Process Validation and Control.

Facilitate standardization of best practices within the factory. 

5S & Visual Workplace

Partner with focus factory management and team leaders to coordinate 5S implementation across all individual equipment, lines, tools and production/general areas.

Ensure that systems are in place to display visual elements using consistent color and symbol standards in accordance with industry standards and regulatory requirements.

Partner with the site EOHS Leader and Technical Manager to ensure that Site Visual Workplace Plan should include all EOHS Standard and Quality Facility Standard performance expectations.

Ensure that Visual Workplace self-assessments are conducted quarterly in each work area.

Partner with operations to ensure that Visual Workplace Work Area Information Centers are placed in appropriate locations and are kept up to date.

Ensure that plans are in place so that Visual Displays communicate all static information requirements as outlined in the 5S & Visual Workplace Standard.

Ensure that a system of Visual Controls is in place to guide behavior and communicate performance ranges, standards and limits.

Partner with operations and engineering to ensure Visual Fail-Safes are installed in all instances when equipment can automatically shut down.

Coordinate Visual Workplace training.

Standard Daily Meetings

Support the Focus Factory Manager/Area Leader to implement the Standard Daily Meeting as outlined in the Standard.

Autonomous Maintenance

Partner with Plant Management to develop and implement a step-wise plan to progress autonomous maintenance through the following major steps: Establish Basic Equipment. Condition, Perform Daily Inspection and Basic Maintenance, Drive Continuous Improvement and Quality (additional details on these steps can be found in the FP&R Autonomous Maintenance Standard).

Ensure that line sponsors and natural work teams are identified.

Ensure that roles and responsibilities of Operators, Mechanics, Team Leaders, Focus Factory Management and Engineering are identified. 

Partner with Human Resources to ensure that operators are trained on Basic Equipment Condition, Initial and Ongoing Cleaning and Basic Problem Solving.

Ensure that small group meetings are conducted per an agreed schedule and are used successfully.

Establish a system to review Autonomous Maintenance Metrics periodically to ensure continuous improvement.

Planned Maintenance

Partner with the Maintenance Engineer to ensure the following:

Roles and responsibilities for the Planned Maintenance Program are assigned to specific resources.

A system is established to review Planned Maintenance Metrics periodically to ensure continuous improvement.

All equipment and infrastructure has a Maintenance Plan that meets performance expectations as outlined in the FP&R Planned Maintenance Standard.

Spare parts management system is established and implemented as outlined in the FP&R Planned Maintenance Standard.

Periodically review Maintenance Plans to confirm optimization (condition based maintenance) for preventive and predictive maintenance based on historical equipment performance.

Support standardization of maintenance procedures.

Fully understand and support implementation of SAP PM.

Continuous Improvement Events

Partner with factory management to prioritize and select CI opportunities based on feasibility and potential business value.

Maintain a site-wide list of the selected CI opportunities and track implementation.

Ensure standardization of approach for conducting CI projects not limited to but including downtime, throughput, line speed, batch cycle time and changeover studies.

Ensure CI teams have training, tools and time to develop and implement priority CI projects.

Ensure that CI projects that generate savings are entered into the FTG e-Savings database.

Coordinate CI training in use of basic root cause analysis tools (5 Why, Fishbone and Pareto), SMED.

People Capability

Partner with factory management and Human Resources to ensure:

Designated operational positions are identified and filled by fully competent or certified people.

The requirements of the FP&R People Capability Standard are effectively implemented. This includes, but is not limited to: job descriptions for all operating and coordinating level positions, training and development plans and tracking

Periodic skill gap analyses are conducted and with results appropriately.

Systems are in place to transfer and share knowledge from problem resolution, design and operational enhancements throughout the facility.

Formal opportunities are provided for employees to develop multiple skills that are consistent with site labor strategy and work environment.

Adequate training facilities, adequacy of appropriately qualified or certified trainers and easy access to training materials to support implementation plans are provided.

Selection systems have been developed and validated and are consistently utilized in new hire selection.

Be knowledgeable of the global training curriculum that should be implemented at the factory.

Be capable of training new users in best practice training methodologies - Process Picture Maps, Goal-Oriented Learning and CP Certification-Based Training.

Production Planning

Partner with the Production Planner to ensure:

Production schedules are derived from the demand plans as provided by demand planning, cross-border sourcing and/or specialty packaging.

Production planning is completed using SAP PP/DS with all MRP runs in SAP to ensure accuracy of raw/ingredient and packing material inventory and reorder points.

Safety stock strategies are established for raw/ingredient and packing materials that historically have “known” reliability issues and targets set accordingly.

Exceptions to the production plan are communicated to demand planning/materials management, production/line scheduling and customer/consumer marketing (MFSTs) on a weekly basis.

Monthly meetings are conducted with demand planning/materials management, production/line scheduling and customer/consumer marketing to ensure that future changes in demand and production capacity are communicated and resolved in a timely manner. 

Improvements in FP&R and cycle time should be reflected in reduced target inventory levels for finished goods, as appropriate.

Master data should be kept up to date (e.g., BOM, Rate Routings, and Work Centers).

Factory capacity utilization is updated once the monthly forecast has been released.

Smart Factory

Partner with Plant Operations and Engineering team to drive and implement Smart Factory standard 

Review new Global Digital & Analytics tools and prepare the roadmap for their effective implementation 

Work with relevant collaborators for the implementation of the all key expectations of the standard 

Review and align with plant manager for the Smart factory roadmap and its progress

Digitalisation and Automation

Drive the planning and execution of the initiatives under digitalisation and automation roadmap

Education:

BE / B.Tech. MBA in Operations/ Supply Chain field will be preferred.

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