Head - Utility Operations (Medium Site)

Division

Department

Sub Department 1

Job Purpose

• The incumbent provides leadership to the“ Unit Engineering Maintenance & Reliability Team and carries overall responsibility to:
• 1.    Manage Unit utility operations with strict adherence to statutory & legal requirements and Cipla Global Standards & Procedures to meet the Unit Annual Operating Plan:
• a.    Maintenance Execution: Lead the multidiscipline maintenance execution team assigned to the utility 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.
• b.    Utility block Operations: ensure that utilities are operated at standard efficiencies and enable achievement of standard capacity by plant & equipment with agreed levels of plant availability;
• c.    Asset Integrity & Reliability: drive the Reliability Engineering, Asset integrity and Process safety processes for Utility operations leveraging the support of the Site AI&R Team
• d.    Turn Around Management: Ensure that Unit turnaround / shutdown are managed effectively with œzero rework. Support the delivery of the Unit Capex Program.
• e.    Reliability Analytics & Planning: Leverage and support the Site reliability analytics & planning team to drive continual improvement in Unit EM&R Function.
• f.    Procurement & Engineering Stores: Maintain interface with, review and ensure availability of critical spares.
• 2.    Develop, Obtain approval of & Execute the Comprehensive Utility 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)

• I.    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
• o    Permit to Work [ Including LOTOTO]
• o    Chemicals Handling [ Incl. Health & Hygiene]
• o    Contractor Safety
• o    Critical & Controlled Elements
• o    PPE
• o    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] Utility Operations Leadership “ EM&R Functional Leader Role
• ¢    Participates in Site Engineering 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
• o    Wrench Time
• o    PM to CM Ratio
• o    CM due to PM
• o    Open Notification past Due dates
• o    Asset Hierarchy & Register Completeness
• o    SAP CMMS Usage
• o    Tier-1 Leaks per month
• o    Tier-2 Leaks per month per unit
• o    Average Time to repair leaks (hrs)
• o    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] Utility Operations
• ¢    Maintain oversight of the Utility Operations at Utility block
• o    administer the Master Services Agreement
• o    ensure utilities availability to meet production need
• o    adhere to cost targets
• ¢    Drive compliance to cGMP, QMS, EHS and Tech. workplace standards for the Utilities including Good House Keeping.
• ¢    To minimize down time production plant due to Utility services / operations
• ¢    No utility contingency
• ¢    Provision of Uninterrupted and consistent services of Power & Utilities to entire complex with reliability

Key Accountabilities (3/6)

• V.    [E] 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 Utility 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 Site Engineering & Projects head.
• ¢    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
• o    %Plant Availability
• o    %Breakdown hours
• o    %PM hours
• o    %Reduction of Failures from last year
• o    %Reduction of Repeat Incidents
• o    %Implemented recommendations from RCA
• o    %Implemented recommendations from RCM
• o    %Implemented recommendations from RBI
• o    % Missing barriers restoration - Bowtie Studies
• o    %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:
• o    TA Program Stage Gate Review Compliance
• o    TA Program Scope Delivery
• o    TA Program Timelines Delivery
• o    TA Program Cost Delivery
• o    Zero LTA in TA Execution
• o    Zero cGMP Incidents in TA Execution
• o    Zero Rework on Start Up
• ¢    Drive the Technology for Utilities Agenda for Site Operations “ Utilities 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:
• o    Project Stage Gate Review Compliance
• o    Project Scope Delivery
• o    Project Timelines Delivery
• o    Project Cost Delivery
• o    Zero LTA in Project Execution
• o    Zero cGMP Incidents in Project Execution
• o    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 Utility Operations
• o    Plan for Implementation of E&P P&S
• o    Support the Implementation of E&P P&S:
• o    Operationalize the E&P P&S in EM&R Operations:
• o    Evaluate Performance of E&P P&S for Unit Ops
• o    Drive Improvement through E&P P&S:
• o    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
• o    Resource Conservation
• o    Capacity Debottlenecking
• o    RCM Strategy
• o    New Technology / Asset Retiral Strategy
• o    MRO Strategy [Vendor, Spare Parts]
• o    cGMP Compliance Strategy
• o    Statutory Compliance Strategy
• ¢    Support implementation the following in Utilities Operations for the Unit
• o    Pegasus
• o    Asset Management System
• o    Reliability Centred Maintenance
• o    Reliability Engineering & Analytics
• o    Asset Integrity
• o    Technical Process Safety
• o    Maintenance Execution
• o    Turnaround Management
• o    Project Management
• o    Group Technical Standards
• o    Critical & Controlled Equipment Standards
• o    Strategic MRTA Technologies
• o    SAP CMMS
• o    ESP (w/PTM)
• o    MTO
• o    MRO
• o    MSC
• o    Utility Automation
• o    AR & MR Based Training
• o    Professional Certifications
• o    AI ML based Maintenance Planning & Analytics
• o    Contracting and Procurement
• o    Competence Framework
• o    Site Management System
• o    Asset Information Management

Key Accountabilities (5/6)

• IX.    [E] Compliance to Cipla Global Standards & Procedures:  cGMP & QMS Standards
• ¢    Ensure that utility equipment and distribution systems are maintained as per 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.
• X.    [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.
• o    Chai pe Charcha
• o    Monthly Communication
• o    Quarterly Connect with Third Party Service Providers
• o    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
• o    OPEX
• o    CAPEX
• o    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.

Key Accountabilities (6/6)

• 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.

Major Challenges

• CapEx and OpEx “ Adherence to the budget
• 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: 4-6, Team Size “ 11-15
• Utility Budget: 2-4 CR
• Capex Budget: Sustenance 10 CR
• Revenue of Baddi: 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 Utility generation and distribution.
• ¢    Power and fuel Conservation initiatives
• ¢    Capability Programs
• Recommendations
• ¢    Opex & Project costs Proposal
• ¢    New vendor addition
• ¢    Utility audits
• ¢    Hiring consultants
• ¢    New equipment & Technology

Key Decisions (2/2)

Education Qualification

BE / B Tech (Mechanical / Electrical)

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
• ¢    Good leadership skills and experience in industrial automation