Duma Works is recruiting a Production Executive – Paints for our client in Dar es Salaam, Tanzania. Our client is a leading provider of a product range that covers high quality, specialty and eco-friendly: paints, coatings and surface treatments.
CONTEXT AND PURPOSE OF THE ROLE
In the context of the company’s vision of being a leading East Africa paint producer, maximizing shareholder value through growth, innovation and efficient, low-cost operations; The primary accountability of this role is to manage the paints production unity and development support to ensure smooth realization of company strategic goals in East Africa. To plan, organize, lead, control and implement paint production to an ideal standard. The role holder has to ensure that standard paints production are achieved in a cost effective and at the right time.
ACCOUNTABILITIES & AUTHORITIES OF THE ROLE
The Production Executive is accountable for:
Safety:
Manage and Support SHEQ initiatives to achieve company SHEQ objectives. Build commitment to sustain improvements in safety.
Demonstrate behavior that is consistent with the company’s Safety Vision and Values;
Accountable for the zero incident and accident requirements in all areas of your accountability;
Ensuring that health and safety policy and guidelines are followed and that Safety targets are set up annually, measured and improved continuously, thus creating a safe environments where employees can work safely in all areas.
Production:
Production Planning – Define, propose and implement the annual production plan for the Plant, according to communicated needs and Sales Forecasts.
In-process Quality Management.
Preventative Plan Management – To define together with the maintenance the preventive plan, including timings to stop and start the production.
Coordinate all activities developed in the production areas in Plant, namely manufacturing process, stocks, joint activities with maintenance and human resources
Organise Production activities to:
Control operational performance to achieve production targets and associated plant objectives.
Ensure continuous improvement/WCM methodology is embedded and used as the key process in identifying and prioritising plant losses.
Budget:
Profitability Management – Analyse performance continuously, permanently controlling all the production costs identifying the deviations causes and proposing corrective measures.
People:
People Management and Development; Manage the performance of production teams and developing them through regular reviews.
Through appropriate management style, foster a culture of engagement, commitment and continuous improvement within the plant, coaching and developing a leadership style amongst the management population that will support this culture.
Manage employee relations issues for your team to promote harmonious and healthful working environment.
General Management and Supports:
Support Production/ Operations Manager in the formation of the plant business strategy and play a key role in delivering against the strategy.
Manage Production KPI’s on a daily basis.
REQUIRED SKILLED KNOWLEDGE
Qualification
BSC chemical Engineering Degree/ Diploma (Engineering – Production) or similar
Experience
5 years’ practical experience in the Paint and Coatings industry or related field.
GENERIC ACCOUNTABILITIES & AUTHORITIES
PART A – ALL EMPLOYEES
As an employee, you are accountable for the following:
Committing your best endeavours and full capability to the work assigned to you by your manager (Doing your best);
Advising your manager if you do not understand the work that he/she has assigned to you, or if the assignment does not fit with your knowledge of the circumstances, current skills or available time and resources;
Advising your manager of any situations or conditions that could create obstacles to, or opportunities for, the work of the managerial team or company;
Demonstrating work behaviours consistent with the company Values and work within prescribed boundaries, including required behaviours, company policies, standards, procedures and legislation requirements;
Disclosing timely information to manager when accountability cannot be met within limits or can be met with less time or resources than planned.
PART B – MANAGERIAL ROLES
As a managerial role holder, you are accountable for the following:
Your own personal effectiveness as an employee of the company in accordance with Part A above;
The outputs and working behaviours of your subordinates;
Building and sustaining a team of subordinates capable of producing those outputs;
Continuously improving the processes used by the team in delivering outputs;
Modeling work behaviours for your subordinates, consistent with the company Values;
Exercising effective managerial leadership (including exercising the Managerial Leadership Practices outlined below) in relation to your subordinates.
As a managerial role holder, you have authority for the following:
Vetoing the appointment of a proposed new subordinate;
Assigning tasks to a subordinate;
Reviewing, recognizing and recommending reward for the performance of a subordinate;
Initiating removal of a subordinate from role.
As a managerial role holder, you are expected to exercise the Managerial Leadership Practices that embody our company Values, namely:
Two Way Managerial Team Working: The manager-subordinate relationship is required to be a two-way working relationship that takes into consideration the input of subordinates;
Context Setting: Managers must provide their subordinates with an up-to-date context of the organization to ensure that they have a clear understanding of why they are doing what they have been given to do in order to work effectively with each other as a collateral team;
Planning: There are two main types of plans: a) Delegated plans, set by a manager for his/her subordinate that set the context for the plans that subordinates are required to make, and b) Personal plans, set by individuals for themselves within the context set by their manager;
Task Assignment: Clear specification of task purpose and context by managers is essential for subordinates to know what is required of them in terms of quantity, quality, time and resources to complete their tasks (QQT/R);
Performance Management: Managers are to appraise how well a subordinate uses his/her judgment and discretion in solving problems; and discuss the appraisal of each subordinate’s personal effectiveness with her/him as an ongoing working dialogue and continuous feedback; Managers are required to meet with their subordinates once/twice a year, followed by Manager once Removed (MoR), equilibration;
Coaching: Coaching is the process by which managers help subordinates become aware of the full range of unrealised opportunities available to them and to learn what is necessary to take advantage of these opportunities. Coaching assists subordinates to increase their effectiveness in role;
Selection and Induction: Managers are accountable for selecting subordinates capable of performing the work required of them and for ensuring that they are inducted. The manager must personally provide the newcomer with details of the specific role, how it fits into the company’s organization structure, and the context of work encompassed by the role, and role accountabilities, authorities, limits, relationships and available resources;
Continuous Improvement: Managers are held to account by their managers for continually improving the processes that they control and delegate to their subordinates to use within the areas of their accountabilities;
De-selection and Termination: De-selection is the authority to decide to remove a subordinate from a role after following due process; and termination with due cause is the authority managers have to instantly terminate subordinates for grossly and blatantly breaking company policies and regulations, or when dangerous situations occur because of their negligence by following due process.
PART C – MANAGER-ONCE-REMOVED (MoR) ROLES
As a MoR role holder, you are accountable for the following:
Your own personal effectiveness as an employee of the company in accordance with Part A above;
Your effectiveness as a manager in accordance with Part B above;
Ensuring the quality of leadership being exercised by immediate subordinate managers;
Establishing and sustaining Subordinate once Removed (SoR), cross functional working relationships between specific roles;
Assessing the Current Potential Capability of SoRs and maintaining a talent pool;
Mentoring SoRs regarding career development;
Determining successors for immediate subordinate roles;
Recruitment of SoRs by selecting a list of candidates from which an immediate subordinate manager may make a choice for filling a specific role.
As a MoR role holder, you have authority for the following:
Vetoing the appointment of a proposed new SoR;
Deciding SoR appeals regarding unfair treatment;
Deciding on transfers, promotions, demotions and de-selection by following a due process of SoRs;
APPLY
To apply online click here or send your Cover Letter and detailed CV to apply@jobs.dumaworks.com marking the subject as “3619”, Your Full name & Phone number e.g. 3619 Barack Obama, +2547xxxxxxxx. If you don’t follow these instructions, your application will not go through
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