– HEAD OF MANUFACTURING / MANUFACTURING Head 1.

POSITION DETAILS Designation: Head – Manufacturing Department: Manufacturing & Operations Reporting To: Managing Director / Director Location: Pune, Maharashtra Experience: 20+ Years – Mandatory Education: B.E./B.Tech – Mechanical / Production / Polymer / Industrial Engineering; MBA/PGDM Operations preferred Industry Preference: Manufacturing / Engineering / Automotive / Polymer / Industrial Products Role Objective To take complete ownership of the company's manufacturing operations and manufacturing P&L; , ensuring profitable production, optimum capacity utilization, cost control, quality, delivery, productivity, manpower efficiency, maintenance, tooling, and continuous improvement.

The Manufacturing

Head will function as a business leader , not only as a Production Head, and will report directly to the Director. 2.

KEY RESPONSIBILITIES A. Manufacturing & Operations Overall responsibility for all manufacturing activities, production lines, shifts, and shop-floor operations. Prepare and execute daily, weekly, and monthly production plans.

Ensure ≥95% achievement of approved production plans . Optimize machine, manpower, material, and capacity utilization. Identify and remove production bottlenecks. Ensure timely production against customer commitments.

Monitor production efficiency and process performance. Establish strong shop-floor discipline, 5S, safety, and operational standards. Key KPI Production Plan Achievement Capacity Utilization Machine Utilization OEE Production Efficiency On-time Production Manpower Productivity B.

Manufacturing P&L; & Cost Control Directly responsible for understanding and improving the financial performance of manufacturing. Prepare/review monthly Manufacturing P&L; . Analyse manufacturing cost vs. standard/budget.

Review product-wise manufacturing contribution. Identify reasons for cost variance.

Control: Raw material consumption Conversion cost Labour cost Power & energy cost Maintenance cost Tooling cost Scrap and rejection Rework Consumables Manufacturing overheads Work closely with Accounts & Finance for accurate cost allocation and profitability analysis. Implement annual cost-reduction targets. Key KPI Manufacturing Contribution Conversion Cost / Unit Cost Reduction Material Yield Manufacturing P&L; vs.

Budget Power

Cost / Unit Labour Cost / Unit 3. PRODUCTION, PLANNING &

• CAPACITY Prepare monthly and weekly capacity plans based on sales demand. Review machine-wise available capacity and utilization. Identify bottleneck machines/processes. Plan additional shifts, manpower, machines, and outsourcing where required. Ensure optimum utilization of existing capacity before recommending CAPEX. Prepare 3-year manufacturing capacity plans. Support management in business growth and expansion planning. KPI Capacity Utilization Bottleneck Reduction Production Lead Time Machine Output Capacity vs. Demand 4. PRODUCTIVITY &

• CONTINUOUS IMPROVEMENT Drive continuous improvement through: Lean Manufacturing TPM OEE Kaizen Six Sigma principles Process optimization Cycle-time reduction Changeover-time reduction Automation Layout improvement Material-flow improvement KPI OEE Improvement Output / Machine Output / Employee Cycle-Time Reduction Changeover-Time Reduction Annual Cost Savings 5. QUALITY, SCRAP &

• REJECTION Coordinate with Quality for manufacturing-related quality issues. Identify root causes of rejection and rework.



Implement corrective and preventive actions. Monitor process capability and first-pass yield. Establish process controls. Monitor customer complaints related to manufacturing. Control and reduce scrap generation. Analyse scrap value and recovery opportunities. KPI Internal Rejection % Rework % Scrap % First Pass Yield Customer Complaints Cost of Poor Quality 6. MAINTENANCE &

• TOOLING Maintenance Ensure preventive and predictive maintenance. Monitor machine breakdown and downtime. Identify recurring breakdowns. Ensure critical spare availability. Improve machine availability and reliability.

Tooling

Ensure production tool availability. Monitor tool life and maintenance. Coordinate new tool development and modifications. Reduce tool-related production downtime. Maintain critical tools/spares for emergency requirements. KPI Machine Availability Breakdown Hours Preventive Maintenance Compliance Tool Life Tool-related Downtime Maintenance Cost 7. NEW PRODUCT & PROCESS INDUSTRIALIZATION Work closely with R&D;, Sales, Quality, Tooling, and Purchase for new products.

Responsibilities include: Manufacturing feasibility Process development Machine requirement Tooling requirement Cycle-time estimation Manufacturing cost Trial planning Process validation Production transfer Mass-production readiness KPI On-time Industrialization Trial Success Rate Target Manufacturing Cost Development-to-Production Lead Time 8. MANPOWER & TEAM MANAGEMENT Lead the complete manufacturing organization. Establish explicit responsibilities and KPIs.

Optimize manpower deployment. Control overtime. Develop multi-skilled operators. Identify training requirements. Build second-line leadership. Conduct daily, weekly, and monthly performance reviews. Create accountability at every level.

KPI Output / Employee Labour Cost / Unit Overtime % Absenteeism Multi-skilled Manpower % Team KPI Achievement 9. CAPEX & INVESTMENT MANAGEMENT Identify machine and technology requirements. Prepare CAPEX proposals.

Evaluate technical and financial feasibility. Calculate expected ROI / payback. Ensure proper utilization of approved CAPEX. Track project implementation and benefits after commissioning. Recommend automation and technology upgrades where financially justified.

KPI CAPEX vs. Budget ROI / Payback Project Completion Capacity Addition Productivity Improvement 10. ERP, MIS & REPORTING Ensure accurate manufacturing data in ERP and management reports.

Daily Report Production

Plan vs.

Actual

Machine-wise Production Downtime Rejection Scrap Manpower Material Shortage Critical Orders Action Points Weekly Report Production Performance Capacity Utilization OEE Rejection & Scrap Maintenance Productivity Cost Variance Pending Actions Monthly Management Report Manufacturing P&L; Product-wise Manufacturing Cost Manufacturing Contribution Production Achievement Capacity Utilization OEE Scrap & Rejection Labour Productivity Machine Downtime Maintenance Cost Energy Cost Cost Reduction CAPEX Major Risks & Corrective Actions 11.



STRATEGIC RESPONSIBILITIES The Manufacturing Head will participate directly in management-level decisions related to: Manufacturing strategy Capacity expansion New machines Automation Plant layout Make vs.

Buy Outsourcing

Cost reduction New product industrialization Manufacturing technology Productivity improvement Workforce planning Annual manufacturing budget 3-year manufacturing roadmap 12.

REQUIRED EXPERIENCE & PROFILE Mandatory 20+ years of manufacturing experience. Minimum 5–10 years in Plant Head / Manufacturing Head / Operations Head / Factory Head / senior manufacturing leadership . Proven experience managing complete manufacturing operations.

Experience managing large teams and multiple production processes.

Experience in manufacturing cost control and P&L; analysis.

Experience in capacity planning and CAPEX. Proven record of productivity and cost improvement. Strong shop-floor and business management experience.

Preferred Experience in: Automotive / Engineering Manufacturing Polymer / Magnet / Industrial Products Extrusion / Injection Moulding / Processing Multiple-shift manufacturing ERP / MRP Lean / TPM / OEE Automation New Product Industrialization ISO / Quality systems 13.

REQUIRED SKILLS Technical Production Management Manufacturing Engineering Production Planning Capacity Planning Manufacturing Costing P&L; Analysis Lean Manufacturing TPM / OEE Quality & Process Control Maintenance Tooling CAPEX ERP / MRP Inventory & Material Management Safety & 5S Leadership Strong ownership and accountability Business-oriented mindset Analytical decision-making Problem-solving Cost-conscious approach Strong team leadership Ability to work directly with promoters/directors Ability to take quick decisions under pressure Strong communication and negotiation High integrity and discipline 14. KEY PERFORMANCE INDICATORS – MANAGEMENT SCORECARD KPI Area Key Measure Production ≥95% Plan Achievement Capacity Optimum Utilization OEE Continuous Improvement P&L; Monthly Manufacturing P&L; Cost Conversion Cost Reduction Material Yield Improvement Scrap Continuous Reduction Rejection Continuous Reduction Quality FPY / Customer Complaints Maintenance Machine Availability Downtime Continuous Reduction Labour Output / Employee Energy Cost / Unit Tooling Tool-related Downtime CAPEX ROI & Payback Delivery Production On-time NPD On-time Industrialization Cost Saving Annual Target Achievement Team Department KPI Achievement 15. OVERALL SUCCESS EXPECTATION The Manufacturing Head will be successful when the company achieves: Higher Production + Higher Capacity Utilization + Lower Manufacturing Cost + Lower Scrap/Rejection + Higher Productivity + Better Quality + Better Delivery + Stronger Manufacturing P&L.;

The person must be capable of answering management at any time: What is our manufacturing cost? Where are we losing money? Which products/processes are most profitable? What is our available capacity? Why is production behind plan?

What is the cost of downtime? How much scrap are we generating and why? How can we reduce manufacturing cost? What CAPEX is required and what ROI will it generate? What action will improve manufacturing profitability next month?

FINAL ACCOUNTABILITY Manufacturing Head = Production + Quality + Cost + Productivity + Capacity + Maintenance + Tooling + People + Manufacturing P&L; + Continuous Improvement Experience: 20+ Years | Reporting: Directly to Managing Director / Director | Primary Accountability: Profitable Manufacturing Operations

📌 Head Of Manufacturing / Manufacturing Head (Pune)
🏢 Magnaplast Technologies (India) Private
📍 Pune