The role holder will be responsible for converting shop-floor and office observations into repeatable operational improvements across Quality, Cost, Development and Delivery (QCDD). You will lead and coach a small OPEx/TQM team, run DMAIC projects, embed 5S and TPM, implement FMEA and CAPA governance, build visible KPI routines on the floor and in management reviews, and be the day-to-day coach for standard work and continuous improvement across every department (Commercial, Production, Maintenance, Quality Control, RM Stores, FG Stores, Dispatch, Sales, HR, Procurement, EXIM and Finance). The role holder will also spend significant time at the Gemba, identify bottlenecks, run structured problem-solving, implement correctives, and institutionalise new standards.

Value Stream Mapping:

- Spend a full shift at the point of work in any department on first arrival; observe end-to-end flow and speak to operators and supervisors to understand normal work.
- Produce a simple current-state value stream map for the process (e.g.: process steps, cycle times - average of five samples, waiting times, people count, equipment, material queues etc).
- Capture three numeric baseline metrics for the area (examples: Production - cycle time, rejects/shift, changeover time; Stores - pick accuracy, locating time).
- List visible problems in plain language and write the operational consequence for each (one sentence each). File the baseline map and metrics as the official reference document for that department.
- Convert observed problems into a Pareto list; identify the top three loss drivers for the department.
- Secure written ownership (name + role + first action + verification date) from the department supervisor for each top problem and record in the project tracker.
- Design and run at least one visible pilot (time-boxed) in the department within 60 days to demonstrate immediate improvement. Measure and report pilot results on the same day and create an OPL (One-Point Lesson) if successful.

5S Implementation

- Publish 5S standard package (photographic standards, scorecard, audit template)
- Run 5S blitz in priority zones within 30 days and capture before/after evidence.
- Institute weekly 5S audits, publish scores and require action-owners for low scores.
- Standardise shop-floor board template and train supervisors to update/explain at shift handover.

Modus Operandi recommendation:

- Walk the area and record the location of all tools, materials, consumables and waste. Photograph current condition before starting.

- Sort: create a Sort List” with items to remove, relocate or label. Do a 30-60-minute Sort with the shift team and record before/after photos.

- Set-in-Order: mark fixed locations for each tool/material with tape and labels; create shadow-boards for frequently used tools and place them within 1.5m of the point of work.

- Shine: define cleaning tasks and checklist (who, what, how often). Do a Shine session and record the completion time and the person who did it.

- Standardise: write a One-Point Lesson (OPL) with one photo and 4-6 simple steps describing the current arrangement and cleaning schedule; post the OPL at the location.

- Sustain: schedule weekly 5S audits with a simple scoring sheet (0-3 for each zone); publish results on the shop board and assign corrective owners.

- Verification: after 30 days, measure time saved (example: tool search time reduced) and show evidence (time trials) to validate sustainment.

FMEA (Failure Mode & Effects Analysis)

- Publish a one-page JJ Plastalloy FMEA template and how-to guide.
- Work with the respective HODs to create a standardised process and culture of FMEA across departments.
- Train HODs, departments and team members to perform FMEA.

Modus Operandi recommendation:

- Choose one process/machine at a time (recomm: start with highest Pareto loss). Convene a short FMEA workshop with team members (e.g.: operator, supervisor, QA and maintenance) - 45-90 minutes only.

- List failure modes in plain language, the effect on product/process and the current control in place; assign simple risk levels (High/Medium/Low).

- For High risks, define three pragmatic mitigation steps with clear owners and target dates (example: seal bags)

- Implement top mitigations as pilots, measure impact for 30 days and update FMEA to reflect new control effectiveness





- Revalidate FMEA at process change or every six months; record revalidation date and who signed off.

Implement DMAIC project framework culture:

- Conduct a baseline loss analysis and propose a DMAIC project intake cadence and prioritisation rules that reflect current capacity. Submit the proposed cadence and selection criteria for leadership approval.
- Execute projects to the agreed cadence and quality standard: ensure measurable baselines, time-boxed trials and control plans.
- Review DMAIC throughput periodically and recommend cadence adjustments if projects are bottlenecking operations or not delivering sustainable results.

Modus Operandi Recommendation:

- Create DMAIC intake-to-close process (project charter template, measurement worksheet, trial report and one-page case study) and publish on day one.

- Lead or sponsor at least 2 DMAIC projects/quarter; require stopwatch-based baselines (5 samples), time-boxed trials (3 runs/1 week), immediate before/after measurement and a control plan.

- Handover closed projects with OPL, updated SOP, owner & monitoring checklist and a 30-day verification log. Deliverable: project handover pack.

- Ensure explicit QCDD statement in each charter.

Management Review Meetings

- Coordinate and conduct monthly MRMs of Leadership with the CEO.
- Define agenda and structure of the meetings to ensure high efficiency.
- Ensure all MOMs of previous months are completed by respective leaders before the next MRM.
- Review and redefine department KPIs with definition, owner, measurement method, frequency and target.
- Present KPI dashboards of all departments in the monthly management review.
- Install shop-floor KPI visual boards (e.g.: today’s plan vs actual, quality rejects and top three issues)
- Present Pareto summaries of department KPIs at monthly management reviews.

Training, capability building & training effectiveness:

- Design a training roadmap with explicit learning objectives, pre/post-tests and practical assignments tied to KPI improvement.
- Design training guidelines, certification plans and maintain a training matrix with competency status and re-training dates.
- Measure training ROI: link each training cohort to at least one measurable KPI change and report results within 30 days of cohort completion.
- Measure training effectiveness by linking changes in the relevant KPIs to training outcomes and provide follow-up coaching where behaviour change is not evident.

CAPA / RCA – governing and standardisation.

- Evaluate and streamline for a single CAPA record format and workflow
- Implement a CAPA tracking system (digital or simple master tracker) that shows status, owner, due dates and verification evidence. Ensure the tracker is reviewed periodically
- Design and set strict timelines and SLAs. Escalate overdue CAPAs after SLA breach.
- Run a CAPA quality audit monthly: randomly sample closed CAPAs and verify data proves non-recurrence; if verification is weak, mandate rework.
- Institutionalise CAPA learning: every closed CAPA produces an OPL and many learnings. Design a system to track and streamline these learnings.

TPM

- Design and create a baseline diagnostic of current TPM and PM performance
- Using the baseline, propose a site PM program and TPM KPI set.
- Present and agree the PM cadence and PM completion targets with GM – ETC and maintenance head.
- Implement the agreed PM calendar and autonomous-maintenance tasks. Monitor PM adherence via the PM tracker and escalate missed PMs following the agreed escalation rules.

Safety

- Standardise the Safety framework for JJ Plastalloy by defining the required practices for safety, housekeeping, workplace organisation, contamination control, visual controls, safe material handling etc.
- Develop a single integrated Safety standard to be followed across all departments.
- Develop and formalise Safety procedures (requirements, equipment guarding expectations, safe machine operation guidelines, clear demarcation of pathways,



safe storage norms, colour-coding rules, contamination-prevention procedures, and safe handling of pigments, raw materials and finished goods).
- Define the Safety governance system covering accountability, audit mechanisms, review frequency, reporting structures, escalation paths, and responsibilities for supervisors, operators and functional heads.
- Create JJ Plastalloy’s standard Safety Audit Format including scoring method, visual criteria, compliance checks and expected evidence. Standardise what is to be audited, how it is measured, who audits, and how results are reported and closed.
- Implement the Safety standard across all work areas by working with functional heads, supervisors and operators to ensure that workplace organisation, signage, visual markings, housekeeping patterns and safety practices are aligned with the standard.
- Establish a continuous monitoring rhythm for Safety, including defined review cycles, floor walk expectations, compliance checks, action-tracking mechanisms, and structured follow-up to closure.
- Define and formalise the process for reporting, documenting and closing unsafe acts, unsafe conditions and contamination risks across all departments.
- Standardise Job Hazard Analysis (JHA) formats and define how JHAs must be created, updated and communicated for all critical tasks. Ensure each JHA follows a consistent structure that specifies hazards, controls and required behaviours.
- Ensure all functional teams adopt the Safety standards by conducting structured training, on-floor demonstrations and clear communication. Reinforce expectations through visual boards, supervisor briefings and daily routines.
- Govern escalation and disciplinary mechanisms for repeated non-compliance or unsafe behaviour. Define what constitutes non-compliance, how it is escalated, and how supervisors must document and act on such occurrences.
- Integrate Safety & 6S expectations into daily operational routines such as shift handovers, start-up checks, line clearances, packing/dispatch readiness and maintenance tasks. Ensure safety and housekeeping checks become part of normal operating standards.

Team leadership and coaching:

- Standardise the team structure for Operational Excellence (OPEx) by defining roles, responsibilities, decision rights, and expected interactions with Production, Maintenance, QC, Stores, Dispatch and other functions.
- Establish for team members the minimum standards for Gemba presence, daily communication, escalation discipline and cross-functional collaboration.
- Create a governance rhythm for leadership interactions, including expectations for daily huddles, weekly functional meetings, OPEx reviews, cross-department sync points and monthly leadership review forums. Clearly define what each forum must discuss, what outputs are expected and how actions are tracked.
- Ensure every OPEx team member follows standardised on-floor practices, including structured Gemba walks, documented observations, identification of operational deviations, and proper handovers of action items.
- Define escalation protocols for repeated lack of participation, missed governance routines, poor coaching behaviour or failure to close out required actions. Ensure clarity on how escalations move upward and how corrective steps are enforced. Deliverable: Team Leadership Escalation Framework.
- Drive cultural reinforcement by setting the tone for transparency, respect for standards, ownership for issues, quick escalation and collaborative problem-solving. Ensure leaders model the behaviours expected from their teams.

OPEx Consultant Projects:

- Act as the single point of ownership for all OPEX/TPM/TQM consultants engaged by JJ Plastalloy. Ensure consultants have clarity on objectives, access to information, support from internal teams and alignment with JJ Plastalloy’s operational priorities.
- Coordinate and work closely with consultants during reviews, walkthroughs, department visits, analysis sessions and implementation discussions. Ensure that internal departments participate as expected and that consultant insights are understood, documented and actionable.
- Monitor all consultant-driven improvement projects by tracking project status, progress against expected outcomes, resource requirements, adherence to agreed timelines and any deviations that occur.

📌 Senior Manager - TQM (Dahej)
🏢 Invok HR
📍 Dahej