Only applications received via BrighterMonday will be considered. Any phone calls, emails or other types of canvassing may lead to your application being disqualified.
Please do not apply if you do not meet the minimum requirements set out below.
Reporting to the Managing Director, the Factory Manager is responsible for overseeing Factory activities particularly the Production, Quality Control, Administration, and Logistics activities for the Company including ensuring a productive work culture and environment where targets are set and met at expected levels of efficiency and quality.
• Oversees and manages day to day operational activities for the Production, Quality Control, Administration and Logistics departments at the facility.
• Provides communication and reporting to the Managing Director on operational activities and immediately communicates any urgent matters requiring swift decision making and response
• Develops and oversees a reporting system across the operational departments to ensure all operational activities provide daily, weekly and monthly summary reports of relevant activities and key performance indicators.
• Acts as a decision maker for tactical operational purposes and ensures smooth operations across the three mentioned departments
• Recommends personnel changes to the MD which are necessary for the Company to grow and meet expected targets and quality standards, and has the authority to make personnel changes in the Production, Quality Control and Logistics departments.
• Works closely with the MD in implementing the Company’s operational strategy
• Ensures targets are established across sourcing and production and that department managers meet or exceed the targets.
• Provides recommendation on how factory operations can be improved and takes a leading role in implementing these recommendations once approved by the MD.
• Supports the development of a sourcing infrastructure that includes a network of contracted suppliers (farmers), satellite collection centres, supplier certification (as required), a buying team capable of sourcing a stable supply of raw materials, quality control measures ensuring raw materials adhere to established quality standards, and a logistics strategy which secures and transports raw materials from suppliers to collection centres and/or the Company factory in a safe, reliable and cost effective manner
• In coordination with the sales team, headed by the Commercial Director, develops production schedules and ensures these schedules are met and furthermore that a consistent availability of
finished goods is available to ensure limited impact of seasonality or other production related constraints.
• Oversees the quality control department at the factory, ensuring that raw materials are received at an acceptable standard and are the converted into finished goods which meet set quality targets
• Consistently analyses organizational systems and processes and provides recommendations for their improvement, including recommendations on more efficient production processes and equipment which can be procured to realize higher efficiencies, quality standards and production output
• Identifies and recommends training opportunities in areas such as health and safety, production, quality control and other relevant topics which will support Company growth, capabilities and promote a better work environment and higher organizational standards
• Coordinates activities across the operations to streamline communication and facilitate coordination
• Works closely with the MD in developing strategy for the Company to position itself for future growth and higher profitability
• Any other duty that might be assigned by Management from time to time.
Key Performance Indicators
1. On-Time Delivery to Commit – i.e. percentage of time that manufacturing delivers a completed product on the schedule that was committed to customers.
2. Manufacturing Cycle Time – Measuring speed or time it takes for a product to pass through all the machines, processes, departments and cycle to be called as the final product.
3. Consistency in formulation – while meeting customer specifications/preferences.
4. Customer Rejects/Return Material Authorizations/Returns – Measuring how many times customers reject products or request returns of products based on receipt of a bad or out of specification product.
5. Throughput – Measuring the average number of units produced on a machine, production line over a specified period of time.
6. Schedule or Production Attainment – measuring percentage of time a target level of production is attained within a specified schedule of time.
7. WIP Inventory/Turns – Measuring the efficient use of inventory materials and calculated by dividing the cost of goods sold by the average inventory used to produce those goods.
8. Reportable Health and Safety Incidents – Measuring the number of health and safety incidents that are either actual incidents or near misses that are recorded as occurring over a period of time.
9. Reportable Environmental Incidents – Measuring the number of health and safety incidents that are recorded as occurring over a period of time. All about the hygiene level of the factory.
10. Number of Non-Compliance Events / Year – Measuring number of times the facility operates outside the guidelines of normal regulatory compliance rules over a one-year period. Non-compliances need to be fully documented as to the specific non-compliance time, reasons, and resolutions.
11. Percentage Planned vs. Emergency Maintenance Work Orders – It’s a ratio indicating how often scheduled maintenance takes place, versus more disruptive/un-planned maintenance.
12. Downtime in Proportion to Operating Time – whether the downtime is caused by a breakdown or a machine change over, this KPI is essential in optimizing processes for better production time and output
13. Rate of New Product Introduction – i.e. how rapidly new products are introduced to the market.
14. Engineering Change Order Cycle Time – Measuring how rapidly design changes or modifications to existing products are implemented all the way through documentation processes and volume production.
15. Net Operating Profit – Measuring the financial profitability for all investors/shareholders/debt holders.
16. Productivity in Revenue per Employee – Measuring how much revenue is generated, divided by the number of employees. Ensure minimal use of part time workers.
17. Capacity Utilization – i.e. how much of the total manufacturing output capacity is being utilized at a given point in time.
18. Yield – Indicating the percentage of products that are manufactured correctly and to specifications the first time through the manufacturing process without dents or rework.
19. Adherence to the draft budgets by showing a report of any expenses utilized within a specific month.