Roles and Responsibilities:

General and Task Management:

• Safety & Standards: Maintain a safe workplace, enforce 'Standard Operations,' and ensure 100% compliance with all procedures, environmental standards, and health and safety policies.

• Operational Analytics: Perform deep-dive operational data analysis to track KPIs. Use statistical manufacturing tools to identify performance gaps, evaluate trends, and provide data-backed recommendations to the Operations Manager.

• Continuous Improvement: Lead Lean Six Sigma projects to improve productivity and efficiency. Challenge non-conformance, implement robust countermeasures, and manage engineering changes, production trials, and pilot builds.

• Support & Escalation Management: Ensure all technical and machinery issues are logged correctly via the appropriate ticketing systems. Proactively escalate issues to relevant support departments, ensuring they are fully aware of operational blockers, and chase for completion to ensure adherence to operational timelines.

• Deputy Management: Act as the direct stand-in for the Operations Manager. Oversee daily production plans, chair "Flash 30" briefs when required, and ensure the department remains aligned with the strategic annual plan in the manager's absence.

People Management:

• HR Investigations & Discipline: Lead both informal and formal HR investigations. Manage disciplinary processes, grievances, and Absence Control Procedures with impartiality and in compliance with company policy.

• Resourcing & Development: Manage manpower effectively according to Lean principles. Handle hiring, onboarding, and training plans to address skill shortages.

• Performance Management: Provide performance feedback, manage time, attendance, and compensation. Set clear performance objectives that align with individual strengths and business goals.

• Engagement: Motivate, coach, and provide product expertise to operators. Foster an inclusive work environment where employees are treated with respect and provided equal opportunities.

Relationship Management:

• Liaise with other departments to ensure an effective operational interface.

• Provide regular, data-driven feedback to management for operational improvements and optimise delivery in line with customer requirements.

Self-Management:

• Maintain high levels of motivation, resilience, and assertiveness.

• Demonstrate punctuality and consistent attendance to set a leadership standard.

• Ensure full compliance with the Company Handbook and all legal/ethical standards.

Required Skills:

• Excellent interpersonal Skills

• Ability to manage a variety of cross-functional team members

• Excellent written, verbal and presentation skills

• Excellent organisational and follow-up skills

• Competent in problem solving, team building, planning and decision making

• Excellent leadership and People management skills

• Knowledge and technical understanding of Assembly processes, components and manufacturing techniques.

• Knowledge of SAP or other ERP systems.

• Exposure to Daily management tools, and Lean Six Sigma (Green Belt Certification and above).

• Knowledge of MPS processes.

• Basic Knowledge of Budgets and CAPEX proposals.

Required Competencies for Leadership:

• Understanding and demonstration of Living the GE core values

• Good attendance and punctuality – Demonstrate punctuality and consistent attendance as a leader to set a standard.

• Communication - Effective communication is vital to gain trust, align efforts in the pursuit of goals, and inspire positive change. To create Transparency, clarity, and Empathy. Communication skills also include ability to receive and implement feedback and able to actively listen.

• Driven and motivated- Motivational leaders make decisions, set clear goals, and provide their teams with the empowerment and tools to achieve success. Motivational leaders evoke and see the best in their employees, inspiring them to work toward a common goal.

• Emotional Intelligence - Emotional intelligence centres on our ability to understand people’s emotions and emotional situations. It is also about our capacity to understand and manage our own emotions.

• Decision Maker - A good leader knows when to decide by themselves, when to consult their team members or peers and get their opinion on a certain matter, and, most importantly, when to take a step back and let others decide.

• Accountable Accountability builds trust within teams, creates respect between leaders and employees, and promotes a sense of fairness. Accountable leaders help their reports set clear performance objectives that align with the business, their strengths, and their interests.

• Inclusive - Good leaders know how to create a work environment in which everybody feels welcome. They make sure that every employee is treated equally and respectfully, has the same opportunities and resources, and can participate and thrive.

• Conflict Management - Conflict is inevitable in an organization when navigating people with different personalities, beliefs, cultures, and moods. Therefore, competent leaders can reduce and manage such conflict, which leads to stronger teams and better performance.

• Vison - Strong leaders build a compelling shared vision with other leaders and their team, can inspire and influence those around them to translate that vision into action and create positive organizational change.

• Inspiring / Influencer – Shares Knowledge and theories to motivate others to achieve desired outcomes.

• Innovative – able to think differently and create different ideas to complete tasks ensuring out the box thinking has been established.

• Analytical Person - Effective leaders must be able to use their knowledge and experience to identify and analyse problems. Before voicing a potential solution, a competent leader will evaluate multiple options to see how viable each one is and only present it once they are confident in the outcome. 

• Coaching ability and trust worthiness - Coaching allows people to develop in a meaningful way, it builds trust and helps the individual to activate their strengths to get things done. Trust is crucial for a successful coaching relationship. It is also vital for leaders in building and maintaining strong relationships. 

• Social Intelligence - In the workplace, a leader with strong social intelligence knows when to talk and listen, what to say, and when to say it, which leads to effective communication, and helps to minimize conflict.