4IR COE Manager

Division

Department

Sub Department 1

Job Purpose

Lead digital initiatives in manufacturing, focusing on productivity, quality, safety, cost, and sustainability improvement. Build a vendor ecosystem and drive digital transformation strategy, implementation, and smart factory sustainability

Key Accountabilities (1/6)

Digital Transformation Strategy

• Understand manufacturing processes to identify stakeholder pain points and feasible use cases.
• Evaluate initiatives based on ROI, complexity, and user needs; finalize 4IR implementation plans.
• Create implementation roadmaps and recommend data transfer/storage strategies.
• Define RACI matrix for digital initiatives

Digital Initiatives Implementation

• Collaborate with stakeholders to identify manufacturing pain points and build business cases.
• Develop BRDs, define project scope, and manage solutions using agile methodology and PLM.
• Plan and execute sprints from problem identification to user acceptance testing and sign-off.
• Current developments include Digital Kamishibai, real-time OEE, and DWAT scale-up

Key Accountabilities (2/6)

Digital CoE: Governance and Impact analysis

• Collaborate with Digital Centre of Excellence team:
  • To implement new solutions at ground level
  • To understand observations from actual users
  • Strengthening solutions on the basis of feedback and learnings

Approach taken: Learn-Unlearn-Relearn

• Setting up reviews for Central Manufacturing Head with site leadership to showcase progress/impact/challenges/achievements of digital initiatives
• Setting up internal reviews with Central manufacturing head to summarize impact of digital use cases.

Collaboration and Stakeholder Management

• Identify vendors for digital initiatives and establish communication channels between business and vendors.
• Collaborate with vendors and stakeholders to share requirements and progress updates.
• Build a sustainable technical support ecosystem with vendors and internal stakeholders.
• Support IT in security assessments of DAA solutions pre-implementation

Key Accountabilities (3/6)

4IR: DAA (Digital Advanced Analytics) Use cases

• Lead DAA use cases to achieve cost, productivity, quality, and service goals.
• Typical sprint includes data collection, ETL, modeling, and visualization with cross-functional teams.
• Automate data pipelines from machine to application level and eliminate manual data collection.

Examples:

• Advanced Analytics: OEE, yield improvements, MRO, RCA.

Sensor-based Analytics: DWAT, predictive maintenance, water optimization

Key Accountabilities (4/6)

Smart Touchless Factory setup with Disruptive technologies and Innovations using 4IR technologies

• Working on Smart connected Touchless factory roadmap for Cipla with central manufacturing Head.
• Recommending technologies and identifying right partner to implement same on shopfloor
• Identifying areas to convert manual activities to auto. Ideating possible usage technologies to automate.

Key Accountabilities (5/6)

Team capability building and focus on Digital Skill enhancement

• Coach team members and site leads on digital skills (e.g., storytelling, project management, MS Excel).
• Train use case owners, leads, and translators on Digital Lean tools, certifications, and new technologies.
• Provide end-user training for operators, technicians, and engineers on digital systems and automation.
• Develop training materials and workshops for effective technology adoption

Key Accountabilities (6/6)

External Collaboration and Stakeholder Management

• Evaluate and manage automation/digital technology vendors, ensuring timely delivery, adherence to specifications, and support services.
• Build strong partnerships with business leaders, IT teams, and vendors for successful solution implementation.
• Collaborate with IT for security assessments of all DAA solutions pre-implementation

Major Challenges

Work challenges:

• Align digital objectives with functional leaders and senior management.
• Identify pain points through diagnostics and address departmental dependencies.
• Ensure stakeholder motivation, sustainable solutions, and improved adoption.
• Meet timelines for large-scale projects (e.g., DPM/DWAT) involving multiple stakeholders.

Key Interactions (1/2)

• Function Heads:

  For budget related discussions and impact assessment discussion

  For developing digital analytics related solutions

  Finance team:

  For digital use case implementations support and as a medium to communicate with unit stakeholders

  Digital Analytics Team (DS/DE):

  For engineering related digital use case & solutions discussion

  Corporate/ Site OE team:

  For Security checks and solution evaluation from vendor. For developing tools internally with team.

  Corporate/ Site Engineering team:

  For understanding current priorities of organizations and guidance.

Key Interactions (2/2)

• Software/hardware vendors & consultants that are partnering to develop specific tools – need basis.
• Manufacturing forums for access to best practices – periodically.
• Site Head/ Unit Heads/Section Heads – defining and validating the priorities. CFT / SPOC/SMEs across Cipla plants/Site: for scoping, review, monitoring and implementation of project. Corporate IT/ Site IT:

Dimensions (1/2)

Dimensions (2/2)

Key Decisions (1/2)

Identifying correct vendor/partner for digital transformation initiatives.

Defining/Building solution logic for digital initiatives.

Inputs on escalations encountered by ongoing projects

Key Decisions (2/2)

Existing Digital Initiatives redefining solution logic

Level 0 to Level 6 Data transfer strategy and implementation.

On Technology adoption

Education Qualification

BE + MBA [Preferred]

Relevant Work Experience

5+ years of experience in Machine automation and IoT projects implementations. Process Understandings related to Pharma industry as well as other relevant industries like FMCG, Oil & Gas etc.