Before the shift starts- checks the kits and the necessary equipment to be in place (material from stores need to be taken on time by line managers - Back cover input - All required materials to be checked - Fixing on the lines - Check Electrostatic Discharge (ESD) - Model wise SOPs to be in place)
nbspEnsures MRR rejection report is maintained. Ensures line managers check the lines and plans the manpower model-wise. Makes frequent surprise checks. nbspEnsures that the manpower count and allocation of operators are done as per need. Updation of skill matrix and skill cards to be in place. nbspTakes complete responsibility for the line leaders, sub-leaders, and operators, ensures line leaders report 15min before the shift start time, always spends quality time with line leaders, and makes them understand the work expectations vis-a-vis career growth nbspAlways ensures 5 S is implemented in the entire production area. Orients, trains, and reorients the line leaders/sub-leaders about the job to be carried out and the importance of 5 S implementation. nbspEnsures to report to work 30 min before the team arrives and conducts meetings with CFTs and line leaders. Plans for the current day and factors the previous days rejections to monitor the entire production. Follows up with line leaders on the agreed plan for the shift. nbspKeeps an eye on attrition, takes necessary steps to retain trained and good resources. Needs to come up with a strategy to retain trained workers and builds line leaders in such a way that they develop managerial capabilities. nbspEnsures that the manpower is physically fit before inducting them into the assembly line. Train the line leaders/sub-leaders so that operators are trained and monitored beforehand. Subsequently, monitor the trained operators on the job and give feedback to line leaders. nbspEnsures hourly output is checked and ensures report is available in the designated system. A daily performance report should be in place. nbspLine rejection needs to be controlled. Always comes up with ideas for minimizing line rejections while maintaining quality. nbspTake necessary action as and when any breakdowns happen. Immediate communication to necessary departments and timely restart of the production line is a must. nbspSAP confirmations to be done on daily basis. Kits have to be closed on time nbspWMS (Warehouse Management System) - rejected material has to go through the WMS/SAP process. WIP both in the system (SAP) and physically has to be zero ends of the month nbspKAIZEN has to be followed for improvements nbspAlways comes up with innovative rewards system not only restricted to cash rewards but also recognizing efforts like a pat on the back, creating employee of the day/week/month, etc. to improvise productivity nbspLeads the team by example with self-discipline, well-groomed, highly performance-oriented. nbspAlways speaks in a common language, preferably English so that multi-lingual communication gaps are addressed. nbspLCM FA production line work ownership Disclaimer: This job posting has been aggregated from external source. Role details, content, and availability are subject to change. Applicants are advised to confirm the latest information directly on the company website before applying.
