Team Member - Manufacturing Excellence and Strategy

Division

Department

Sub Department 1

Job Purpose

Execute excellence initiatives to increase throughput of manufacturing sites by periodical interactions and involvements at functional areas and hence provide a support platform of operational efficiency to achieve quality standards and production targets

Key Accountabilities (1/6)

Maintain metrics database / dashboards and performance review documents.

• Capacity dashboard: volume and value on monthly basis for Cipla and subsidiary units.
• All unit’s dosage wise / line wise /machine wise – month wise output.
• All area and equipment OEE sheets
• Yield reports of dosage forms of all units
• All performance review documents preparation & archiving (MOR, TLT, Kaizen Newsletter, etc.)

Key Accountabilities (2/6)

Monitoring and Tracking of productivity initiatives and projects

• Weekly tracking of plan vs actual of all the identified constraint lines.
• Monthly OEE analysis of constraint lines and bottleneck areas to identify losses and drive improvement projects.
• Centrally track all the improvement project driven by manufacturing Excellence team in each location
• Central compilation of all completed projects and financial impact achieved for tracking of savings

Key Accountabilities (3/6)

Sustainability review of all manufacturing and subsidiary units to ensure sustainability of Jaagruti initiatives and best practice sharing

Drive, lead or execute productivity improvement, cost reduction initiatives, spend reduction or consumption reduction projects as a manufacturing representative

Key Accountabilities (4/6)

Coordinate for the execution of special projects across all locations to ensure timely completion of manufacturing excellence initiatives

Drive and execute different projects related to automation, process, work simplification, establish processes etc. that are identified based on business needs

Key Accountabilities (5/6)

Induction and support new team members of manufacturing excellence function

Conduct Jaagruti trainings, boot camps, basics induction and team support. 

Key Accountabilities (6/6)

Major Challenges

• Data sanitation: due to most of data sheets are filled by manual: Automation or centralise data storage
• Communication gap between cross functional team – multiple communication via email: common guideline or SOP to be follow/circulate/discuss

Key Interactions (1/2)

Special projects: Purchase/IPD/Quality/Manufacturing: Need basis.

Sustainability review: Quality/Manufacturing: Need base.

Capacity planning, manufacturing finance, IT, SAP team: need base

Key Interactions (2/2)

Outside software party: Need base (weekly/monthly) regarding support and tracking purpose (need base)

Dimensions (1/2)

• Sustainability review: Cipla units – half yearly and subsidiary – yearly.
• AVD project: 15 - 18 molecules.
• Kaizen Newsletter, Capacity dashboard, TLT document, MOR updates: Monthly.
• Constraint line tracking – daily and collate updates – weekly, monthly

Dimensions (2/2)

Key Decisions (1/2)

• Suggestions that could involve additional Capex budget 
• Connecting with external Subject Matter Experts/ senior leaders within Cipla

Key Decisions (2/2)

Education Qualification

Diploma / Graduate in Pharmacy

Relevant Work Experience

• 2 - 5 years in pharma manufacturing with knowledge of Lean manufacturing
• Knowledge of Kaizen principle and its implementation
• Good Knowledge about pharma process 0-5 years (Manufacturing section)
• Good knowledge about computer (Excel, PPT and word file)