AGM – Production

Morcom Induction Private Limited; Harsana Kalan; On-site; INR 400,000 - 600,000; Full time

Job summary

Morcom Induction Private Limited seeks a senior AGM - Production to lead plant operations, drive OTIF delivery and translate business plans into actionable monthly and weekly plans. You will own BIS readiness, maintenance discipline and continuous improvement initiatives on the shop floor.

Responsibilities include leading the Production Manager and supervisors, coordinating PPC, ensuring quality and cost targets, and optimizing line performance using ERP and MIS data.

Qualifications

• Proven ability to lead plant operations and drive OTIF.
• Expertise in PPC, scheduling and BOM control.
• Experience implementing BIS/compliance and quality systems.
• Strong grasp of maintenance planning and CAPA processes.

Responsibilities

• Own end-to-end plant output and adherence to the dispatch plan.
• Convert sales/dispatch plans into monthly and weekly plant plans.
• Govern material readiness and lead times against BOM with escalation of shortages.
• Lead ERP/MIS discipline: real-time data, KPIs, and daily reviews.
• Drive OEE improvement through line balancing and waste reduction.
• Develop and mentor Production Manager, supervisors and staff.

Skills

Plant leadership

People management

Production planning

Quality management

ERP systems

Education

BE/BTech in Mechanical or allied engineering

MBA in Operations (preferred)

Tools

Odoo ERP

Job description

ROLE PURPOSE The AGM - Production is Morcom's plant operations leader - accountable to the Director for the entire factory floor, end to end: production output, planning (PPC), quality, maintenance, manpower and cost. The role converts the business plan into monthly, weekly and daily plant plans, builds the systems that make the plant run without firefighting - SOPs, MIS, ERP discipline, review cadence - and develops the Production Manager, supervisors and staff functions under it. Where the Production Manager runs the line day to day, the AGM runs the plant: capacity, cost per unit, quality outcomes, BIS / statutory readiness and the improvement roadmap. It is the single point of accountability between the Director's targets and the shop floor's daily reality - the plan owned, the plant run, the numbers delivered.

KEY RESPONSIBILITIES

1. 1. Plant Leadership & Production Delivery End-to-end accountability: Own plant output, OTIF (on-time-in-full) delivery to the dispatch plan, and the daily / weekly / monthly production numbers across all lines and shifts. Review cadence: Run the daily plant review - output vs plan, quality, downtime, manpower, shortages - and close actions; no target slips silently. Team leadership: Direct, develop and appraise the Production Manager, PPC and supervisors; build the second line of leadership.
2. 2. Production Planning & Control (PPC) Planning: Convert the sales / dispatch plan into monthly and weekly plant plans - capacity, line balancing, manpower and material - with clear commit dates. Material readiness: Govern material availability with Purchase / Stores against BOM and lead times; **escalate** shortages before they stop the line. New models & changes: Plan new-model introduction, ECN implementation and pilot runs without disrupting regular output.
3. 3. Quality Systems & BIS Compliance Quality outcomes: Own plant quality end to end - incoming, in-process and final - with rejection / PPM reduction programmes and zero quality escapes to customers. Systems & CAPA: Institutionalise SOPs, control plans, first-piece / in-process checks, RCA / CAPA discipline and testing governance (hi-pot, functional, reliability). Audit readiness: Keep the plant permanently ready for BIS, customer and statutory audits.
4. 4. Maintenance, Machinery & Infrastructure Uptime: Establish preventive / predictive maintenance and spares discipline; drive breakdown and downtime reduction with clear MTBF / MTTR tracking. Infrastructure & capex: Own utilities, jigs / fixtures and line augmentation; evaluate and propose new equipment / automation capex to the Director with payback workings.
5. 5. Cost, Productivity & Continuous Improvement Cost per unit: Control conversion cost - manpower, consumables, power, rework, scrap - against budget and drive it down year on year. Productivity & OEE: Raise OEE, output per person and line utilisation through line balancing, debottlenecking and waste elimination. CI programme: Lead Kaizen / 5S / poka-yoke / SMED as a running programme with measurable savings, not one-off drives; scale capacity for growth.
6. 6. Manpower, Training & Industrial Relations Manpower planning: Plan permanent + contract manpower with HR against the production plan; control absenteeism and attrition on the floor. Skill building: Own the skill matrix and multi-skilling agenda with the Technical Trainer; build a workforce that covers every critical station. Discipline & IR: Keep shop-floor discipline, fair grievance handling and clean contractor management; support statutory / Factory-Act compliance.
7. 7. ERP, MIS & Systems ERP discipline: Run the full production cycle on ERP (Odoo) - BOMs, work orders, consumption, stock moves - with clean, real-time data. Plant MIS: Publish the daily / monthly plant MIS to the Director - output vs plan, OEE, rejection / PPM, downtime, cost per unit, manpower - and run reviews on data, not opinions.
8. 8. Safety, 5S & Statutory Compliance Safety culture: Enforce electrical / ESD safety, PPE and safe pra