Group Operations Director

Description:

The new Group Operations Director will take responsibility for the complete Operations function across the different sites - this will include Manufacturing, Production Planning, Health & Safety, Distribution & Installation and Procurement.

Priorities will include working with the team to introduce new production systems to significantly improve OTIF and reduce the backlog of products to be manufactured, as well as working with the Head of Procurement to understand current stock levels and introduce more effective procurement systems. As well as reviewing people, processes and systems, the Group Operations Director will need to assess and evaluate the equipment, tooling and overall environment as one of the sites in particular desperately needs investment which will undoubtedly help increase productivity.

Equally important, the new Director of Operations will be a role model for the ways of working, behaviours and leadership standards that underpin the cultural evolution of both the function and the wider business. This includes fostering accountability, nurturing continuous improvement mind-sets, enabling open communication and building a high‑trust environment where people can do their best work.

Key Responsibilities will include

• Working with the Operations / Factory Managers to introduce new operational systems which will significantly improve OTIF to customers across the sites.
• Driving and delivering the company’s revenue plan by aligning resources effectively, so the business gets to a point where customers consistently receive high quality products on time.
• Driving productivity and cost optimisation across all sites to introducing more efficient production systems and initiatives that enhance capacity and operational performance.
• Ensuring robust production management is in place for every stage of operational development with enfranchised leadership deployed in appropriate structure.
• Driving levels of employee engagement through consistent two-way communication and clarity around opportunity and requirement for contribution.
• Improving quality of production area with fundamentals including visual management and deployment of other common lean manufacturing tools.
• Developing more effective forecasting processes as part of ongoing improvement efforts.
• Ensuring integration of production planning fully into supply chain vision with clarity around smart stock holding solutions and flexible capacity management.
• Developing and maintaining integrated processes between procurement and production to drive stock levels and required vendor response.
• Developing an investment plan for new equipment based on current customer demands and present the business case to the Board.