JOB DESCRIPTION. Finished Wine & Packaging Manager Finished Wine & Packaging Department

Transcription

1 JOB DESCRIPTION POSITION TITLE DEPARTMENT REPORTS TO ROLES REPORTING DIRECT KEY RELATIONSHIPS Finished Wine & Packaging Manager Finished Wine & Packaging Department Operations Manager Commercial Winemaker, Finished Wine Cellar Manager, Packaging Floor Manager, Packaging Engineer Manager, Production Administrators. Winemakers, QA Manager, Supply Chain Manager, Warehouse Manager, Engineering Manager, HS&E Manager and other site operations staff. KEY MEETINGS Production Scheduling - Wednesday, Thursday Winemaking Production Meeting - Wednesday HACCP QHSE Management Meeting - Monthly Site Operations Meeting - Monthly Work Area Meetings - Weekly Standard Work Meetings - Daily PRIMARY TASKS Directs the activities of the finished wine cellar and packaging to optimise the use of resources, minimise costs and maintain food safety, employee health and safety, quality, environment and customer service standards. Implement agreed production schedules. Determine plant requirements to achieve current plans and longer terms capacity and capability. Participate in the development of production and preventative maintenance schedules, raw materials requirements, systems infrastructure and inventory levels. Investigate and implement improvements to processes, productivity, quality, cost control and customer service. Prepare long and short range plans to attain departmental objectives. Develop and control capital and expenditure budgets. Provide leadership and guidance to departmental staff. Exercise functional control over the selection, training, evaluation and development of departmental staff Report monthly on departmental activities and metrics. Understand and ensure compliance to Legislative requirements. Manage to ensure compliance to QHSE policy.

2 GUIDANCE DOCUMENT OPERATIONS MANAGEMENT Our Vision: We will develop a culture of: Integrity, Flexibility, Community and Openness. Our Business Drivers are: Our Intent is: Our Activities are: Our Challenges are: Our People Attract, develop and retain the right people. Empower and trust our own people. Support and Embrace Change. Provide a rewarding and fulfilling work environment. Profitability and Sustainability Provide return on Investment. Extract value from the business. Maintain asset health and effectively manage our resources. the oversight of their Departmental Documentation relating to Staff Activity. This documentation is to be reviewed twice yearly and the review lodged in IRMS. All Mangers must maintain KPI's relevant to their Departmental Staff's Roles. All Managers are to conduct Performance Management reviews wrt these KPI's for all Staff on a Six Monthly basis as a minimum and those plans lodged with HR after Operations Manager Approval. All Managers must immediately notify the Operations Manager of any intended resignations, appointments or staffing changes. The Operations Manager will contact HR and initiate a review of the Departmental Requirements, Role Descriptions and Remuneration. HR will also update the Corporate Structure document as required. Managers are required to maintain a OPEX Budget updated annually on a timetable issued by Finance and report on progress of Budget at the monthly Operations-Finance Meeting. The Departmental OPEX monthly report is to include an explanation of the top 80% of OPEX variances. A Departmental Overview. A Departmental Task Register, Standard Work Instructions Risk Assessments Staff Training Matrix, Role Descriptions; Indicating Current Incumbent and Alternate for each Role. Staff Development Plans. Team Development Plans. Performance Reviews Inductions Contractor Inductions Corporate Structure OPEX CAPEX Monthly Finance Meeting Attendance Maintain Departmental Asset List Produce Departmental

3 Brand Health Protect our brand integrity and corporate image. Maximise market share and Margin Potential. Capture niche opportunities. The Departmental monthly report must include to include top 3 improvement opportunities and progress since the previous monthly meeting. Managers are required to maintain a CAPEX Plan, the CAPEX plan is to be reviewed yearly on a timetable issued by Finance and after review with the Operations Manager. Departmental CAPEX Plans must be reviewed with respect to the Site Development Consent. Departmental CAPEX is to be tracked by all Managers and activity updated immediately in ERP and dotproject. All Operational Departments must maintain a Capital & Asset list (Held by Finance) and report any changes monthly to Finance (Via CES form). All Operational Departments must track the Capacity and Capability of their major Equipment or Production Lines. All Operational Departments must track maintenance of their major Equipment or Production Lines. All Managers are required to review NPD minutes on a weekly basis and indicate immediately to the Operations Manager any impact to their Department in terms of Processes, People, OPEX and CAPEX. maintaining Specifications as appropriate to their Departmental Activities. Specifications are to be Capacity and Capability Documentation Provide Departmental OEE Maintain Production Schedules Evidence of production and planning meetings as appropriate. Impact Assessments for Product Development. Performance to Spec or NCR Records Contract Review Production to Plan

4 Global Business Achieve and be recognised for achieving, global standards. Achieve an expansion on our export base. lodged in IRMS. All Managers are responsible managing RM performance within control limits and for immediately reporting performance that is out of control limits to the Operations Manager. maintaining Contracts as appropriate to their Departmental Activities, after approval by Finance all contracts must be lodged in IRMS. All Operations Manager are responsible for maintenance and communication of their Departmental Production Schedule. Changes must be communicated to ALL effected departments. Major Breakdowns must be communicate immediately to the Operations Manager. Schedule performance to Plan must be tracked and reported on a weekly basis along with OEE including defect rates. All Operations Mangers must maintain KPI's relevant to their Departmental coverage and report on performance to those KPIs monthly. maintaining currency in our Certifications and Programs: incorporating the requirements of these Certifications and Programs into their Departmental activities. HACCP Entwine-Environmental. GMP WHS Global Food Standards Organic (Brewing). Development Consent. Lean, Visual and TWI.

5 Innovation and Technology Corporate Governance and Risk Management Seek diverse business opportunities. Maintain a commitment to Open Standards. Maintain technology at the leading edge. Ensure legislative compliance. Strive to minimise business risk exposure. Implement and maintain systems of control. All Managers are responsible to maintain technological currency as appropriate to their Departmental coverage and to demonstrate the integration of that knowledge into their Departmental Activity. ensuring that all staff understand and use the technology with which they are provided. ensuring that technology is applied appropriately to their processes. All Managers are responsible to maintain currency with current Law and Risk Management principles and to integrate that knowledge into their Departmental Activity. All Managers must drive Incident Reporting and subsequent Investigation, all Incidents must be reported and subsequent investigations communicated. All Managers must demonstrate the use of the NCR process and provide evidence of subsequent Continuous Improvement Activities. All Managers must follow the principles of Change Management. All Managers must maintain their Quality Documentation in IRMS Qualifications/Experience Road Show, Trade Show, Training Attendance Records. Licence and Certification Records. Training Plans including Corporate Systems as appropriate. as a minimum: Specifications, Ingredients and Recipes, Trial Management, Approved Suppliers, Approved Raw Materials, Supplier or Customer Contract Management, Asset, Equipment Documentation, Staff Discipline Records Risk Assessments. Incident Reporting Injury Investigations and Reports. NCR and Corrective Actions. Preferred tertiary qualifications or equivalent formal studies with extensive and successful experience in manufacturing control management. Minimum 5 years experience in production/wine industry environment Senior Management experience Excellent communication skills Possess the skills & ability to direct and motivate the workforce

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