Unit Engineering Maintenance & Reliability Head

Division

Department

Sub Department 1

Job Purpose

The incumbent provides leadership to the“ Unit Engineering Maintenance & Reliability Team and carries overall responsibility to:

1.    Manage Unit Engineering Maintenance & Reliability Operations with strict adherence to statutory & legal requirements and Cipla Global Standards & Procedures  to meet the Unit Annual Operating Plan: 

a.    Maintenance Execution: Lead the multidiscipline maintenance execution team assigned to the Unit EM&R “ Mechanical, Electrical, Instrumentation & Planning- responsible and accountable for delivering results on Safety & cGMP + Quality, Technical Availability, Maintenance Cost & œBest in Class ME with ˜Zero™ rework.

b.    Service Floor Utility Operations: ensure that utilities are operated at standard efficiencies and enable achievement of standard capacity by plant & equipment with agreed levels of plant availability; 

c.    Asset Integrity & Reliability: drive the Reliability Engineering, Asset integrity and Process safety processes for Unit operations leveraging the support of the Site AI&R Team

d.    Turn Around Management: Ensure that Unit turnaround / shutdown are managed effectively with œzero rework. Support the delivery of the Unit Capex Program.

e.    Reliability Analytics & Planning: Leverage and support the Site reliability analytics & planning team to drive continual improvement in Unit EM&R Function.

f.    Procurement & Engineering Stores: Maintain interface with, review and ensure availability of critical spares.

2.    Develop, Obtain approval of & Execute the Comprehensive Maintenance Program to comply with Cipla Global E&P Technical Standards & Procedures, cGMP Standards & Procedures [ Cipla QMS] , OHS & Environment Sustainability Standards & Procedures ; Support deployment of the strategic Initiatives in the Unit Operations

Key Accountabilities (1/6)

I.    Develop & Maintain a Interdependent Safety Culture [ This is a multidisciplinary line job and hence safety takes first priority]
¢    Provide œVisible Felt Leadership™ and Ensure Compliance to Cipla EHS Policies, Standards & Procedures and ensure " Zero Harm" through periodic institutionalized reviews / audits and Gemba Walks 
¢    Develop and Maintain a safety culture with zero reportable and LTA (Loss Time Accident)
¢    Ensure ME Priority standards are implemented
o    Permit to Work [ Including LOTOTO]
o    Chemicals Handling [ Incl. Health & Hygiene]
o    Contractor Safety
o    Critical & Controlled Elements
o    PPE
o    Incident Reporting & Investigations
¢    Review all near misses, incidents, accidents, WPI, deviations and audit observations for appropriateness of CAPA to meet EHS standards. Track & drive closure as per agreed SLA. Ensure reporting as per standard.
¢    Drive BOS as a behaviour Modification Tool to improve towards œZERO HARM.
¢    Ensure systems are in place to comply with national and international statutory and regulatory requirements. Review compliance at defined frequency [Quarterly] and deviations if any are escalated as per the procedure and CAPA completed as per agreed timelines.
¢    Drive Resource Conservation Initiatives in the Unit.
II.    [D] [E] Unit Operations Leadership “ EM&R Functional Leader Role
¢    Participates in Unit Head™s meeting; Reports functional updates; Asserts technical judgments whenever necessary to optimize the Unit performance with an open and professional communication.
¢    Develop and schedule long-term and short-term maintenance plans (routine and shutdown), working with Unit Head Operations to achieve standard capacity; meet production requirements and targets for Site Operations while adhering to cost targets.  
¢    Unit cGMP & EHS Requirement in the Manufacturing & Packing Area; Support Unit Operations Team as required.
¢    Ensure optimum balance on asset utilisation, cost control, reliability, maintenance planning, maintenance execution, knowledge / skill deployment and staff development, stock inventory management and spares availability for the Unit EM&R Operations
¢    Ensure delivery of best in class services to the stakeholders
¢    Maintain excellent and accurate communications with the stakeholders.

Key Accountabilities (2/6)

III.    [D] [E]Maintenance Execution
¢    Interface and coordinate with the different maintenance teams and service providers to ensure the reliability and sustainability of the equipment repairs is guaranteed; Considers the long-term cost of ownership and risk management when outsourcing certain services to support the maintenance group.
¢    Leads in discussing with other sections of the maintenance department concerning reliability, spare parts management and Asset Integrity to maximize the quality of the maintenance execution and Technical Availability.
¢    Drive implementation and maintain oversight to achieve Best Practice Standards in terms of Maintenance Execution and Maintenance Productivity KPMs such as
o    Wrench Time
o    PM to CM Ratio
o    CM due to PM
o    Open Notification past Due dates
o    Asset Hierarchy & Register Completeness
o    SAP CMMS Usage
o    Tier-1 Leaks per month
o    Tier-2 Leaks per month per unit
o    Average Time to repair leaks (hrs) 
o    Temporary repairs per unit
¢    Ensure that maintenance execution work processes are fully implemented and followed 
¢    Ensure the proper, timely and safe implementation of preventive and corrective maintenance activities 
¢    Develop a ˜Zero™ Rework culture on preventive and corrective maintenance activities
¢    Ensure that breakdown maintenance is done in expeditious manner. 
¢    Ensure Fault & Breakdown Diagnosis and drive corrective and preventive actions to minimize breakdowns. Review learning from other sites and include them in the improvement ideas.
¢    Ensure critical spares of critical m/c are maintained to reduce resolution time by predicting demand and reviewing availability
¢    Maintenance execution is documented as per the Cipla Global Standards & Procedures.
¢    Implement Minor Capital Program and Improvement Initiatives for the Unit operations as per agreed SLAs
IV.    [D] [E]Service Area Utility Operations 
¢    Maintain oversight of the Utility Operations at Unit Service / Technical floors
o    administer the Master Services Agreement
o    ensure technical availability meet production need
o    adhere to cost targets
¢    Drive compliance to cGMP, QMS, EHS and Tech. workplace standards for the Utilities / Technical Floor including Good House Keeping.
¢    Drive Cipla Global strategic initiatives in Technical Floor
o    Decluttering of idle equipment 
o    Filter cleaning & management
o    INTEGRATED PEST MANAGEMENT PROGRAM

Key Accountabilities (3/6)

V.   Comprehensive Maintenance Program Execution    
¢    Develop a Comprehensive Maintenance Program [Condition Monitoring, Predictive Maintenance, Preventive Maintenance, Breakdown Maintenance, Calibration Schedule and Turn Around Maintenance] for the Unit Operations and obtain approval of Site E&P Head, Unit Head & Unit Quality. 
¢    Drive & ensure implementation thereof [including review of critical spares & personnel] and delivered agreed performance standards
o    Plan, budget, and schedule facility maintenance activities including estimates on equipment, labor, materials and other related costs 
o    Define CMP execution budget and control the cost within the budget
o    Provide input on the quality and implementation of service contracts
o    Ensures company standard processes and procedures are utilized by deployed groups
o    Design, evaluates and approves CMP Maintenance reports, documents and revisions,  and resource performance before submission to Unit Head and Site Engineering & Projects heads.
o    Monitors and contributes to management of institutional maintenance issues and oversees subcontracted and/or in-house facility maintenance services
o    Provide inputs for improvement of the comprehensive maintenance program to the Global Engineering & Projects Team.
¢    Ensure reliability of the assets at the highest level by by driving the following KPMs
o    %Plant Availability
o    %Breakdown hours
o    %PM hours
o    %Reduction of Failures from last year
o    %Reduction of Repeat Incidents 
o    %Implemented recommendations from RCA
o    %Implemented recommendations from RCM 
o    %Implemented recommendations from RBI 
o    % Missing barriers restoration - Bowtie Studies
o    %Implemented recommendations from IPF 
VI.    Turn Around & Capex Program for the Unit Operations
¢    Develop, document, obtain approval of and drive the execution of the Unit Turn Around Program to ensure delivery of the following KPMs:
o    TA Program Stage Gate Review Compliance
o    TA Program Scope Delivery
o    TA Program Timelines Delivery
o    TA Program Cost Delivery
o    Zero LTA in TA Execution
o    Zero cGMP Incidents in TA Execution
o    Zero Rework on Start Up
¢    Drive the Technology for Manufacturing Agenda for SIte Operations “ Manufacturing Automation, Engineering Automation and Digital Transformation.
¢    Develop, document, obtain approval of and drive the execution of the Unit Capex Program to ensure delivery of the following KPMs:
o    Project Stage Gate Review Compliance
o    Project Scope Delivery
o    Project Timelines Delivery
o    Project Cost Delivery
o    Zero LTA in Project Execution
o    Zero cGMP Incidents in Project Execution
o    Zero Rework on Start Up

Key Accountabilities (4/6)

VII.    [E] Implement the Site Engineering & Projects processes & systems
¢    Support & Drive the implementation of Site Engineering & Projects processes & systems for Unit Operations
o    Plan for Implementation of E&P P&S
o    Support the Implementation of E&P P&S: 
o    Operationalize the E&P P&S in EM&R Operations:
o    Evaluate Performance of E&P P&S for Unit Ops
o    Drive Improvement through E&P P&S: 
o    Conduct Internal Audit to ensure adherence 
VIII.    [E] Global Operations and Global Engineering & Projects Strategy Deployment at Goa I Site
¢    Provide inputs to finalize priorities for the function in the Site Operations Strategic Capacity & Capability Plan.
¢    Provide support to implement the key priorities
o    Resource Conservation
o    Capacity Debottlenecking
o    RCM Strategy
o    New Technology / Asset Retiral Strategy
o    MRO Strategy [Vendor, Spare Parts]
o    cGMP Compliance Strategy
o    Statutory Compliance Strategy
¢    Support implementation the following in Unit EM&R Operations for the Unit 
o    Pegasus
o    Asset Management System
o    Reliability Centred Maintenance
o    Reliability Engineering & Analytics
o    Asset Integrity
o    Technical Process Safety
o    Maintenance Execution
o    Turnaround Management
o    Project Management
o    Group Technical Standards
o    Critical & Controlled Equipment Standards
o    Strategic MRTA Technologies
o    SAP CMMS
o    ESP (w/PTM)
o    MTO
o    MRO
o    MSC
o    Utility Automation
o    AR & MR Based Training
o    Professional Certifications
o    AI ML based Maintenance Planning & Analytics
o    Contracting and Procurement
o    Competence Framework
o    Site Management System
o    Asset Information Management
IX.    [E] Compliance to Cipla Global Standards & Procedures:  cGMP & QMS Standards
¢    Ensure that facility is maintained as per CGMP, CGMP requirements of country where product is being exported and strict adherence of Good Engineering practices during task execution.
¢    Ensure validation & calibration is done as per the Master Validation & Calibration Schedule and that  personnel are trained for validation and qualification
¢    Review and evaluate the risk assessment along with risk management team i.e. Failure mode effect criticality analysis (FMECA) & draw necessary CAPA.
¢    Evaluate change controls related to system, facility and document and study of impact related to changes and to ensure implementation of change.
¢    Review major deviations as per standard procedure and necessary CAPA in relation to deviation system.

Key Accountabilities (5/6)

X.    [E] Functional Capability |Employee Connect | Rewards & Recognition
¢    Recruit, train and develop team for sustainable and more effective operation, and to ensure the expertise level required to meet current and future needs of the department; 
¢    Recommends appropriate developmental program for potential areas of improvement
¢    Structured Connect within the framework of Cipla People Processes.
o    Chai pe Charcha
o    Monthly Communication
o    Quarterly Connect with Third Party Service Providers
o    Annual connect with Service Partners
¢    Promote & drive adherence to the Rewards & Recognition Program. Recognise disciplined execution & excellence, innovation & going beyond the call of duty
XI.    [E] Operations Excellence in EM&Rs
¢    MIS Report “ Ensure timely reporting of agreed metrics. Drive a Continual Improvement Program on priority metrics.
¢    Embed Lean Six Sigma Capability in the team. Build and sustain a 16% penetration on D+ level.
XII.    [D] & [E] Site Cost Performance: 
¢    Ensure compliance to the Annual Budget on 
o    OPEX
o    CAPEX 
o    MANPOWER COST   
through periodic reviews with the Site Engineering & Projects Head.
¢    Drive Productivity Improvement Plans to have a war chest to mitigate any deviations from the Budget. 
¢    Ensure adherence to Cipla Financial Control Polices, Standards & Procedures and ensure "EFFECTIVE" status on Control Environment and "NO CRITICAL OBSERVATIONS" in Internal Audits through periodic institutionalized reviews / audits with the Unit Heads / Functional Heads and the Site Finance Head.
XIII.    [E] Other Execution Accountabilities
¢    Approval of requisition in SAP system.
¢    Maintain oversight of the Master Services Agreement SLAs
¢    Development, approval and monitoring of suppliers of engineering materials and services for the Site
¢    Any other job allocated by Senior Factory Management.
XIV.    [E] Self Development on functional & leadership aspects 
¢    Keep self-updated on regulatory guidelines and product regulatory requirements of all markets to which product manufactured by the Site is exported. 
¢    Undergo training on Functional & Leadership capability building as per guidance from HR function and the Global Operations Team.

Key Accountabilities (6/6)

Major Challenges

• CapEx and OpEx “ Adherence to the budget
• Cost vs performance trade off in equipment
• Supply of critical utility resources like water
• Increasing energy tariffs and Fuel rates leading to escalated product cost
• Ageing Asset leading to escalating OpEx Cost
• Challenges around capability & competence of personnel and service providers

Key Interactions (1/2)

Internal
¢    Central Engineering for technical standards and guidance
¢    Finance for Capex & Opex proposal approvals, analytics & MIS
¢    EHS for safe operations and near-misses 
¢    HR for Attrition, Recruitment, Training 
¢    Site head & Unit heads for Proposals, breakdowns and developments 
¢    Engineering DR for Guidance & Updates 
¢    Indirect purchase for Spares, scope, insurance and new vendors
¢    Central purchase for provide Technical inputs and clarifications for CAPEX 
¢    Global Leadership Team “ Guidance & Updates in TLT, Focus Calls & Reviews
¢    Corporate Affairs & Legal Team “ Guidance & Updates on Compliance matters
External
¢    OEMs for projects , automations, alternate vendor development , quality issues and maintenance 
¢    Facility maintenance contractors for Improve maintenance and quality standards 
¢    Industry Bodies “ Connect on external benchmarking & information on technology evolution
¢    Statutory Bodies “ Connect for Regulatory compliance

Key Interactions (2/2)

Dimensions (1/2)

• Direct Reports: 6-7, Team Size “ 24-30
• Unit Maintenance + Utility Budget: 15-20 CR
• Capex Budget: Sustenance 10 CR
• Revenue of Goa I: 300-400 CR
• Current Replacement value of Assets Maintained: Net Block > 50 CR; CRV > 200 CR

Dimensions (2/2)

Key Decisions (1/2)

Decisions
¢    Spends within Approved Budget “ Capex & Opx
¢    Maintenance & Reliability Strategies
¢    Engineering & Project Vendors & service Providers as per EA
¢    Technology for Manufacturing
¢    Resource Conservation initiatives
¢    Capability Programs
Recommendations
¢    Opex & Project costs Proposal
¢    New vendor addition 
¢    Facility audits 
¢    Hiring consultants 
¢    New equipment & Technology

Key Decisions (2/2)

Education Qualification

BE / B Tech (Mechanical / Electrical / Instrumentation)

Relevant Work Experience

¢    10-12 years of experience in manufacturing (Maintenance and Projects). At least 3 years in senior management role
¢    Ability to implement new techniques, deep understanding of manufacturing process, planning and organizational skills, prioritization multi-tasking, understanding of financial concepts 
¢    Good technical knowledge of Pharma / API machinery and utility requirements 
¢    Good knowledge and experience in execution of green field / brown field projects
¢    Knowledge of GMP and various regulatory requirements
¢    Good leadership skills and experience in industrial automation