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Unit Engineering Maintenance & Reliability Head


Cipla


Location

Anekal | India


Job description

Division

Manufacturing

Department

Active Pharmaceutical Ingredient

Sub Department 1

Engineering - API

Job Purpose

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

  • 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:
  • 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.
  • 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;
  • 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
  • Turn Around Management: Ensure that Unit turnaround / shutdown are managed effectively with œzero rework. Support the delivery of the Unit Capex Program.
  • Reliability Analytics & Planning: Leverage and support the Site reliability analytics & planning team to drive continual improvement in Unit EM&R Function.
  • Procurement & Engineering Stores: Maintain interface with, review and ensure availability of critical spares.
  • 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)

  • 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
  • Permit to Work [ Including LOTOTO]
  • Chemicals Handling [ Incl. Health & Hygiene]
  • Contractor Safety
  • Critical & Controlled Elements
  • PPE
  • 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

  • Wrench Time
  • PM to CM Ratio
  • CM due to PM
  • Open Notification past Due dates
  • Asset Hierarchy & Register Completeness
  • SAP CMMS Usage
  • Tier-1 Leaks per month
  • Tier-2 Leaks per month per unit
  • Average Time to repair leaks (hrs)
  • 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

  • administer the Master Services Agreement
  • ensure technical availability meet production need
  • 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

  • Decluttering of idle equipment
  • Filter cleaning & management
  • INTEGRATED PEST MANAGEMENT PROGRAM

Key Accountabilities (3/6)

  • 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
  • Plan, budget, and schedule facility maintenance activities including estimates on equipment, labor, materials and other related costs
  • Define CMP execution budget and control the cost within the budget
  • Provide input on the quality and implementation of service contracts
  • Ensures company standard processes and procedures are utilized by deployed groups
  • Design, evaluates and approves CMP Maintenance reports, documents and revisions, and resource performance before submission to Unit Head and Site Engineering & Projects heads.
  • Monitors and contributes to management of institutional maintenance issues and oversees subcontracted and/or in-house facility maintenance services
  • 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

  • %Plant Availability
  • %Breakdown hours
  • %PM hours
  • %Reduction of Failures from last year
  • %Reduction of Repeat Incidents
  • %Implemented recommendations from RCA
  • %Implemented recommendations from RCM
  • %Implemented recommendations from RBI
  • % Missing barriers restoration - Bowtie Studies
  • %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

  • TA Program Stage Gate Review Compliance
  • TA Program Scope Delivery
  • TA Program Timelines Delivery
  • TA Program Cost Delivery
  • Zero LTA in TA Execution
  • Zero cGMP Incidents in TA Execution
  • 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

  • Project Stage Gate Review Compliance
  • Project Scope Delivery
  • Project Timelines Delivery
  • Project Cost Delivery
  • Zero LTA in Project Execution
  • Zero cGMP Incidents in Project Execution
  • 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

  • Plan for Implementation of E&P P&S
  • Support the Implementation of E&P P&S:
  • Operationalize the E&P P&S in EM&R Operations:
  • Evaluate Performance of E&P P&S for Unit Ops
  • Drive Improvement through E&P P&S:
  • 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

  • Resource Conservation
  • Capacity Debottlenecking
  • RCM Strategy
  • New Technology / Asset Retiral Strategy
  • MRO Strategy [Vendor, Spare Parts]
  • cGMP Compliance Strategy
  • Statutory Compliance Strategy

¢ Support implementation the following in Unit EM&R Operations for the Unit

  • Pegasus
  • Asset Management System
  • Reliability Centred Maintenance
  • Reliability Engineering & Analytics
  • Asset Integrity
  • Technical Process Safety
  • Maintenance Execution
  • Turnaround Management
  • Project Management
  • Group Technical Standards
  • Critical & Controlled Equipment Standards
  • Strategic MRTA Technologies
  • SAP CMMS
  • ESP (w/PTM)
  • MTO
  • MRO
  • MSC
  • Utility Automation
  • AR & MR Based Training
  • Professional Certifications
  • AI ML based Maintenance Planning & Analytics
  • Contracting and Procurement
  • Competence Framework
  • Site Management System
  • 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)

  • [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.
  • Chai pe Charcha
  • Monthly Communication
  • Quarterly Connect with Third Party Service Providers
  • 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

  • OPEX
  • CAPEX
  • 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


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