British American Tobacco (www.bat.com) is a market leading, global organisation with a long, established history and a bright and dynamic future.
Thanks to our people we have continued to deliver growth and exceed expectations in an increasingly complex and challenging marketplace.
Our aim is to become the leading tobacco company in each of our markets by providing excellent products with confidence and responsibility expected of global consumer brands.
Job Title : Team Leader Grade : G33 Reports To : Cell Manager Function : Supply Chain Location : Jhelum Factory Purpose Individual is responsible to lead a Team of Equipment Owners for a shift.
They are responsible for delivering the necessary results to achieve the Compelling Business Need(CBN) / Company Plan by rigorous application of RTT / IWS tools.
95% of individual’s time will be spent on the Production Floor working with the team. Dimensions Dimension Detail 2016 Volumes Cigarette Production (No.
of sticks, Billion / annum) 17.1Bn Staff Direct Management Staff (Nos.) 0 Unionized Employees 44 Contractual Employees 42 Financial Production Expense Direct (Rs.
Million) 60.812M Cost of WM (Rs. Million) 3446.2M Direct Cost of WM Waste (Rs. Million) 76 Cost of Leaf (Rs. Million) 4074.25M
1.0 Principle Accountabilities
1.1.1 Schedule & control shift operations effectively to achieve daily, weekly and monthly production targets. Ensure calculated planned downtime and smooth run ability of machines to achieve Master Production Schedule target as well as targeted and support IWS philosophy.
1.1.2 Ensure manufacturing of product by meeting quality targets through agreed processes. Aim to reduce / eliminate market complaints and ensure product integrity.
1.1.3 Coordinate and support all maintenance activities to ensure smooth running of machines and reduction in downtimes.
Devise core crew & ensure deployment of the same on the machine to facilitate maintenance related activities. Provide full support to maintenance team to ensure timely completion of maintenance activities.
1.1.4 Effective deployment of core crew as per agreed crewing pattern on the machines to get the desired output.
1.1.5 Drive breakthrough results in Process Reliability, Planned and Unplanned Downtime while delivering against the Master Production Schedule
1.1.6 Lead issue resolution to Root Cause on the floor of chronic stops
1.1.7 Create PM Cards for the shift as per IWS process.
1.1.8 Provide prompt feedback regarding machines’ performance to IWS / Technical teams.
1.2.1 Coach and develop EOs and encourage multiskilling in shift.
1.2.2 Support execution of personnel systems to grow capability of EOs (skill blocks, IDP’s, team skill matrix, training plan, FPI / quarterly assessments, and confidentiality of data, time sheets, and time administrator).
1.2.3 Liaison with Process Lead to gather data of assigned line and Lead creation as well as timely execution of 90Day Action Plans while taking 24hrs responsibility.
1.2.4 Work with other Module leaders to maintain cohesive, responsive & flexible working culture within the department.
1.2.5 Lead interface with contractors / 3P for support / issue resolution for Shift Team
1.2.6 Execute shift DDS process in respective shift with 100% compliance to focus on Loss Elimination in respective cell.
1.2.7 Deliver Shift Team capability for Run to Target DMS execution.
1.2.8 AM single point contact for the Shift Team. Includes RTT DMS, step progression, and maintenance of standards
1.2.9 Lead Shift Team through the IWS Phase Journey
1.2.10 Coach Shift Team and support resources to comply with established standards and document standards for improvements made
1.2.11 Deliver Shift Team capability for Changeover execution per Standard Work Practice at target time
1.2.12 Support development and lead portions of loss elimination plans using IWS tools
1.2.13 Ensure annual leave management for shop-floor to effectively manage leaves and avoid AWOL / Crew short conditions
1.2.14 Ensure monthly compliance to communication package delivery and it’s minutes closure
1.2.15 Ensure monthly compliance to EHS Sub-committee meeting minutes and it’s minutes closure
1.3.1 Maintain good relationship with CBA representatives to ensure smooth operations on the floor.
1.3.2 Define and drive IR Controls in shift via positive engagement with key opinion makers
1.3.3 Drive 1-2-1 communication with EOs to implement controls in shift
1.3.4 Take disciplinary actions in shift where and when required ensuring proper controls.
1.3.5 Demonstrate above shift & Cell thinking, promote team work and effectively reduce communication gap among shifts & Cells by ensuring effective handing / taking over process.
1.3.6 Seek regular feedback from Quality assurance to ensure high quality product manufacturing
1.4.1 Monitor and ensure the compliance of Company EH&S policies on shop floor to provide safe and healthy work environment.
Facilitate training of all shop floor employees on EH&S standards by coordinating with EH&S manager. Ensure that all guards and interlocks are in working condition.
1.4.2 Ensure reduction in tobacco and WM wastages by close monitoring of machinery condition, WM quality and focusing on skill enhancement of machine crew to keep wastages within targets.
1.4.3 Effectively plan and sanction leaves of shift employees to minimize absenteeism resulting in reduced over time hours and smooth shift operations.
1.4.4 Maintain high standard of machinery and floor housekeeping and keep work force in high level of morale / motivation by providing clean and healthy work environment
1.4.5 Understand, follow, and insure compliance with QA and HS&E Key Elements. Eliminate Root Cause of any outages
1.4.6 Ensure compliance with PI&T requirements as per road-map at Production Floor.
1.4.7 Drive basic machine 5S standard within shift / cell
1.4.8 Facilitate higher management in deploying company’s Reward & Recognition regime to encourage healthy competition at shop-floor level.
1.5.1 Encourage shop floor employees to come up with new and different ideas of doing work to ensure continuous improvement process.
1.5.2 Continuously look for new and better ways for improving different processes already in place on the production floor.
1.5.3 Lead and facilitate Line concept with above shift thinking to achieve manufacturing excellence
2.0 Additional Information
2.1 Context / Environment
2.1.1 SMD shift operations aiming to achieve the specified targets utilising & embedding IWS philosophy. The factory operates in continuous running, i.
e. 24 hours a day, 7 days a week and 350 days a year except for festival holidays. With induction of highly sophisticated machinery, skill enhancement is the main challenge on shop floor which may affect delivery, Quality and Cost targets.
2.1.2 Shifts are manned by both skilled and semi-skilled workforce represented by a CBA. The relatively low worker education base and the local unemployment scenario pose multiple challenges considering the influx of new technology which necessitates job rationalisations.
The volatile unionised environment in the adjoining area coupled with the high unemployment factor make it all the more challenging to continuously improve productivity and job rationalizations which are an integral part of our on-
going technology improvement footprint. Furthermore in the absence of a Performance’ based worker remuneration system, alternate motivational means are used.
Continuous training and skill gap analysis is requires to bridge the skill gap. (Technical training, On job training, softer aspects training etc)
2.2 Knowledge Skills & Experience
2.2.1 University degree with 1-2 years’ experience of Operations Management.
2.2.2 Should be self-motivated and possess initiative, drive and leadership abilities to lead a team with Decision Making as well as Resource Management skills.
Must possess effective interpersonal and influencing skills.
2.2.3 Should exhibit leadership and conflict management skills. Working experience of SAP is desirable
2.2.4 Must exhibit good and effective communication skills.
2.2.5 Good knowledge of Quality systems, ISO 9001 / 14001 and SPC.
2.2.6 Must be able to enforce discipline and set good work practices within the team.
2.3 Key Success Factors
2.3.1 Improve and maintain the Quality ratings of the product as per agreed standards.
2.3.2 To ensure minimization of WM and tobacco wastages as per agreed targets.
2.3.3 Optimize utilization of Team resources to meet MPS at minimum cost.
2.3.4 To lead and inspire workforce effectively to keep them in a high state of morale / motivation.
2.3.5 Ensure compliance with the BAT EH&S standards in his team & to maintain a high standard of house-keeping and hygiene.
2.3.6 Carry out duties as Fire Master according to the defined ERP structure (Emergency response Plan) after office hours
2.3.7 Carry out appraisal of shop floor employees and training need analysis with a view to developing their skills and keep them motivated
If you have the talent and motivation to help us succeed you’ll find we are equally committed to helping you reach your full potential too.
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