Engineer Manager

TITLE: Engineering Manager JOB FAMILY Engineering PURPOSE OF ROLE To effectively manage the Engineering resources within your assigned areas. Provide an assurance of legal compliance to industry specific legislation and adherence to customer requirements. Maintenance (elec/mech) activities on site to ensure site maintenance is carried out on a timely and proficient manner. Manage a team of engineers. Escalation of any issues concerning factory systems. KEY ACCOUNTABILITIES Set the tone by your example (reliable, hardworking, agile and adaptable) and show that safety and quality are important. For instance, make sure all Engineering Risk Assessments and SOP’s are suitably updated and have been read and signed by your team. Manage the shift rota to make sure you have suitable cover for the business requirements, while making sure holidays and overtime are in line within the agreed process. Work with HR to recruit the best possible Engineers for our vacancies. Ensure Engineering onboarding process is robust and gives new starters the best opportunity to learn and succeed Make sure your team have the tools, training and parts they need to do their job well. Maintain the engineering workspace to an audit ready standard at all times. Assign an engineer to attend the DRM 1 meetings each day, review the actions boards and ensure the tasks are completed within agreed timescales. Attendance of DRM 2, reporting on Engineering KPI’s. Provide updates on reactive maintenance, proposed planned maintenance tasks, breakdowns. Provide any escalations to the Site Engineering Manager for reporting in DRM 3. Attendance of DRM 3 in the absence of the Site Engineering manager. Ensure the CMMS is up to date, review CMMS data and make sure all assets onsite are recorded and have appropriate PPN’s assigned and carried out in accordance with the PPM schedule. Engineers RGC utilization should be between 70-90% and that they are using it properly (accurate times and notes with parts booked). A 12 monthly PPM plan should be in place for your assigned units. Monthly PPM completion compliance should be >85%. Ensuring key assets are maintained to 100% e.g. TVI 1600’s TV1 1200, Mondini’s, VMags, Sleevers, grinders, blenders. Management of contractors, ensuring permits to work are assigned. RAMS are in place. Contractors should escorted to the place of work and ensure works are carried out in line with their RAMS. Contractors are monitored to ensure they are working in line with their RAMS. Manage your team’s performance well. Agree PDR’s in the set annual window and follow up with monthly formal 1-2-1’s. Conduct company sickness procedures, disciplinary meetings and assigned investigations. Give the Engineers regular feedback and work with them to improve. Ensure skills matrix is up to date and trained requirements are highlighted. Develop cost justification. Set out clear development programme for Engineers and Apprentices Produce shift reports and handover documentation to the oncoming shift to reflect all tasks completed and any handover tasks to be completed by the oncoming teams. Highlight any tasks that are critical to business performance. Ensure site Engineering Manager has visibility of any major issues with task completion and costs. Work within procedural and financial boundaries set by the Site Engineering Manager. Ensuring weekly budget is maintained and present any overtime requirements to the Site Engineering manager for the following week. Ensuring overtime is kept to a minimum and in line with cost reduction targets. Weekly completion of any TMS anomalies, ensuring that any overtime is assigned to the correct coding, within the TMS system. Work with other Engineering Mangers and Site Engineering Manager to ensure Engineering spend is within the set site Engineering limit Ensure engineering labour costs is within agreed Engineering budget to include any overtime costs. In the absence of Site Engineering Manager, deputise for any meetings. a PERFORMANCE MEASURES 100% of risk assessments and SOP’s signed off by team (reviewed annually). 100% team compliance against statutory training requirements (FLT, MEWP etc.) Shift rota and TMS up to date with absence cover managed. Ensure Engineering team fully recruited with relevant skill levels to suit the business requirements Agree training plan with Engineering Manager at the beginning of the year and review monthly. Workshop to be audited at the end of shift rota and achieve >90% compliance. Engineers RGC utilisation to be between 70-90% for your team. 12month PPM plan in place. Monthly PPM completion compliance to be >85%. Line reports PDR’s to be completed in line with company policy. Budget in line with agreed spend limits Overtime spend to be within agreed limits Engineering staff turnover to be within agreed company target SCALE: PEOPLE Reports to: Site Engineering Manager Number Direct Reports: 10 plus Number Matrix Reports: 5 plus PLANNING HORIZON Mostly working on a set of annual targets. Performance reviewed quarterly. Contributes to longer term Engineering strategy Ensuring factory footprint meets the customer requirement within any agreed timescales Forward planning of the engineering team development, working towards a multi-skilled workforce with the correct legislative training e.g. H S, MEWP, FLT. Engineering cost analysis, spare part planning labour planning KPI reporting SCALE: FINANCIAL Directly responsible for: n/a Indirectly responsible for, or has significant impact on: Repairs and Maintenance budget Overtime costs Weekly labour costs COMPLEXITY (i.e. what makes the role complicated) Ability to react to any key issues across all business units Multiple tasks and ability to prioritise work based on risk and importance High degree of organisational ability required to manage multiple units and projects Ensuring factory are configured to meet customer requirements KEY RELATIONSHIPS (other than with manager or reports) Building and maintaining internal relationships across the business FREEDOM TO MAKE DECISIONS The ability to make unit decisions based on historic data Ability to manage the direct team LEADERSHIP CAPABILITIES; LEADING OTHERS Consumer Led and Customer Focused Knows about the customers and consumers and understands the impact their role can have on them. Takes personal responsibility to act on customer related requests and issues. Sees things from the customer/ consumer perspective and encourages others to do the same. Proactive Thinking Able to accurately interpret data and find out what and why things have happened. Uses information to ensure appropriate decisions and actions are taken. Recognizes how one situation may be affected by another and thinks of the implications of actions on other activities and goals. Uses this approach to generate ideas for improvement and presents logical arguments to support those ideas. Working with Others Manages people well – keeps them informed, provides required levels of support, guidance and feedback and encourages involvement.Focuses on building team spirit and deals professionally with conflict. Is consistent, fair and dependable. Considers how own work impacts on others. Willing to help and work constructively with others, proactively shares knowledge and supports decisions made by colleagues. Builds productive relationships within and across teams and adapts to different perspectives and cultures. Managing Self Aware of own strengths and limitations. Seeks feedback from others and looks for ways to develop. Actively participates in Hilton Food development activity and applies learning in the workplace. Appreciates the need to change for the success of the business and responds quickly and positively. Looks for ways to succeed rather than reasons why it won’t work. Focus on Results Understands the goals/targets/standards that have been set and works out what that means for self and team. Systematically plans, prioritises and organises work. Ensures team members are clear about standards and expectations. Takes personal ownership and acts to ensure delivery of excellent work against agreed standards and safety requirements – aims to get it right first time. Reviews quality of work, acknowledges achievements and proactively suggests ideas for improvement. KEY EXPERIENCE, KNOWLEDGE AND SKILLS Must have Elec/ Mech qualifications (NVQ 3, equivalent or above) and 5yrs engineering supervisor and or management position within the food industry sector. Demonstration of experience and progression within an Engineering department, including change management, continuous improvement, and an appreciation of budgetary controls (parts and labour) IT literature and able to produce reports based on department KPI’s from multiple sources. WOULD SUIT SOMEONE WHO …. An ambitious and hardworking self-starter, with a food industry maintenance background. POTENTIAL DE-RAILERS (WILL NOT SUCCEED IF………) Failure to have ability to build relationships Poor communication skills Lacks organisational skills Narrow thinking Unreliable Not willing to get actively involved in driving improvement Employee Signature: Date: Managers Signature: Date: