A. Role objective To support the COO in driving operational excellence and business performance across the organisation by establishing a robust performance-monitoring system, tracking operational and capital projects, coordinating with HODs, identifying execution gaps and ensuring timely closure of agreed actions.

The role will serve as a central coordination and performance-management point for the COO, ensuring that important business priorities receive the required attention and are translated into measurable results.

B. Key responsibilities

1. Manufacturing Performance Monitoring

- Track manufacturing performance across plants and production units.
- Monitor key parameters such as production output, capacity utilisation, productivity, wastage, rejection rates, machine downtime, OEE, conversion costs and delivery performance, wherever applicable.
- Compare actual performance against targets, budgets and historical trends.
- Identify deviations, recurring problems and underperforming areas.
- Discuss deviations with the respective HODs, establish root causes and track corrective actions.
- Highlight issues requiring the COO's intervention.

2. Supply Chain Performance and Coordination

- Develop a sound understanding of the end-to-end supply chain, including demand planning, production planning, procurement, inventory management, warehousing and customer delivery.
- Track material availability, inventory levels, slow-moving and non-moving inventory, planning adherence and supply-related bottlenecks.
- Identify coordination gaps between Manufacturing, Procurement, Planning, Sales and other relevant functions.
- Follow up on critical issues affecting production continuity, working capital, cost and customer service.
- Bring cross-functional supply chain issues to the COO's attention with facts, options and recommendations.

3. Operational Project Management — Highest Priority

- Maintain a comprehensive register of operational improvement projects across plants and functions.
- Track projects relating to productivity improvement, cost reduction, waste elimination, quality improvement, process optimisation, working capital, energy efficiency, automation and other business priorities.
- Establish project milestones, accountable owners, timelines, measurable perks and review frequencies.
- Conduct regular reviews with project owners and HODs.
- Identify delays, dependencies, resource constraints and implementation bottlenecks.
- Validate whether completed projects have delivered their intended operational and financial benefits.
- Ensure that projects do not remain limited to presentations or discussions but are implemented and deliver measurable results.

4. Capital Expenditure Project Tracking





- Track the progress of approved capital expenditure projects from approval through installation, commissioning and stabilisation.
- Monitor planned versus actual expenditure, timelines, milestone completion, commissioning readiness and outstanding dependencies.
- Coordinate with Engineering, Projects, Finance, Procurement, Manufacturing and other stakeholders.
- Highlight delays, cost overruns and implementation risks.
- Track post-commissioning performance against the original business case, including capacity, productivity, cost savings and expected returns.

5. COO Review, MIS and Management Reporting

- Prepare a concise, accurate and decision-oriented report for the COO.
- Consolidate manufacturing performance, supply chain concerns, project progress, key risks and outstanding management actions.
- Discuss updates with HODs and relevant stakeholders before presenting the consolidated position.
- Distinguish between confirmed facts, explanations provided by departments and issues requiring independent validation.
- Highlight red-flag items, overdue commitments, recurring deviations and decisions pending with the COO.
- Maintain an action tracker recording the issue, accountable owner, agreed action, deadline, status and next step.
- Ensure that the COO receives timely information without having to personally chase multiple departments for updates.

6. Cross-Functional Stakeholder Management

- Establish strong working relationships with HODs and senior functional leaders.
- Obtain timely and accurate information without creating unnecessary administrative burden.
- Challenge commitments and explanations constructively when data or progress does not support them.
- Resolve coordination issues through discussion and influence.
- Maintain confidentiality, professional maturity and neutrality.
- Escalate unresolved matters firmly but diplomatically.

C. Candidate profile

Experience

- Approximately 10–15 years of relevant experience, with meaningful exposure to manufacturing operations, business excellence, supply chain, operational excellence, PMO or plant performance management.
- Experience in a manufacturing organisation is strongly preferred.
- Exposure to multi-plant operations and cross-functional project reviews would be an advantage.
- Previous experience working with a COO, CEO, plant head or senior leadership team would be valuable.





Technical and analytical capabilities

- Strong understanding of manufacturing KPIs and operational performance.
- Good working knowledge of supply chain processes.
- Demonstrated ability to manage operational projects and track implementation.
- Sound understanding of project milestones, dependencies, risks and benefit realisation.
- Excellent Excel and PowerPoint skills; familiarity with ERP systems, Power BI or similar analytical tools is desirable.
- Ability to analyse data, identify meaningful trends and distinguish symptoms from underlying problems.

Interpersonal and leadership capabilities

- Excellent communication and relationship-management skills.
- Comfortable interacting with senior HODs and experienced functional leaders.
- Assertive without being aggressive; diplomatic without being hesitant.
- Able to influence people who do not report directly to her.
- High ownership, discipline and persistence in following through on commitments.
- Strong judgement in deciding what can be resolved at the working level and what requires escalation.
- High integrity and the ability to handle sensitive management information.

Personal effectiveness

- Highly organised and systematic.
- Detail-oriented without losing sight of the larger business picture.
- Comfortable working in a fast-paced environment with multiple simultaneous priorities.
- Able to work independently and exercise sound judgement.
- Strong written communication and the ability to prepare crisp executive summaries.

D. Measures of success The role will be assessed on:
1. Reliability and timeliness of manufacturing performance reporting.
2. Percentage of agreed actions closed within committed timelines.
3. Reduction in recurring operational issues and overdue actions.
4. Timely execution of operational improvement projects.
5. Realisation of validated cost savings, productivity improvements and other project benefits.
6. Adherence to approved Capex timelines and budgets, with post-commissioning benefit tracking.
7. Improved coordination and accountability across functions.
8. Quality of the COO's management review: clarity of issues, accuracy of facts and usefulness of recommendations.

E. What this role is not
- It is not merely an MIS preparation or reporting position.
- It is not an administrative assistant role.
- It is not a role limited to documenting project status.
- It is not a substitute for the functional responsibility of HODs.
- It must not become a meeting-coordination role without accountability for execution.
- The successful candidate must combine analytical ability, operational understanding, interpersonal maturity and persistent follow-through.

📌 Manufacturing Excellence (Noida)
🏢 Uflex Chemicals
📍 Noida