Plant Head

Micromatic Grinding Technologies; Ghaziabad District; On-site; INR 5,000,000 - 8,000,000; Full time

Job summary

Micromatic Grinding Technologies in Ghaziabad, India, seeks an senior operations leader to own end-to-end production planning, execution, and delivery across the plant's grinding machine range. You will drive SAP MRP, capacity planning, and capex alignment with the growth plan, while leading Design, Trials, and Application teams to ensure trial-ready designs and customer-aligned timelines.

As the plant scales, you will champion Lean practices, strengthen cross-functional governance, and

Responsibilities

• Own end-to-end production planning and execution at Ghaziabad plant, ensuring on-time delivery against an ETO order book.
• Drive SAP MRP utilisation and shop-floor data discipline to improve planning accuracy, material availability, and schedule adherence.
• Own plant-level capacity planning, machine utilisation, and capex recommendations in line with the growth plan.
• Lead the plant's Design and Machine Trials & Application teams, ensuring designs are validated and trial-ready.
• Maintain a close dotted-line with the Director Technology to align plant work with enterprise standards.
• Own project management for the Ghaziabad order book, ensuring milestone visibility and on-time execution across functions.
• Own the plant's sales coordination interface order intake, scheduling commitments, and delivery status as the operational counterpart to sales.
• Strengthen the plant's execution model with standard work, visual management, and problem-solving to support faster decision-making.
• Introduce Lean/operational-excellence disciplines (5S, SMED, TPM-type) in the plant cadence.
• Advance supply chain practices with SCM planning, vendor development, and inventory management to match growth pace.
• Institutionalise DFMEA, PFMEA, MFMEA, APQP, and FTR discipline across manufacturing to reduce COPQ and first-time-right failures.
• Serve as senior escalation point for OEM customers on quality and delivery issues from Ghaziabad.
• Champion the DFX Excellence Framework to close design-to-manufacturing gaps.
• Own plant 5 Transition: shift operations from Ghaziabad to Gajraula with relocation planning and continuity of output.
• Own ramp-up of assembly at Gajraula to Ghaziabad standards of quality and throughput.
• Own plant-level cost performance, inventory turns, and cost per unit against budgets; ensure EHS and Labour Code readiness.
• Build and lead the plant leadership team with KRAs aligned to enterprise goals.
• Coach middle management to strengthen capability, decision-making, and results-orientation.
• Foster urgency and proactive execution across the plant and align workforce planning with transformation priorities.
• Reduce MD dependency by establishing governance rhythms for daily/weekly reviews.

Job description

Key Responsibilities

Manufacturing Operations & Delivery

• Own end-to-end production planning and execution at Ghaziabad machine shop, assembly, and PPC across the plant's grinding machine range, ensuring on-time delivery against an ETO order book.
• Drive SAP MRP utilisation and shop-floor data discipline to improve planning accuracy, material availability, and schedule adherence.
• Own plant-level capacity planning, machine utilisation, and capex recommendations in line with the growth plan.

Design, Trials & Application

• Lead the plant's Design and Machine Trials & Application teams, ensuring designs are validated and trial-ready in line with customer specifications and delivery timelines.
• Maintain a close functional dotted-line with the Director Technology to align plant-level design and application work with enterprise technical standards and the DFX Excellence Framework.

Project Management & Sales Coordination

• Own project management for the Ghaziabad order book, ensuring milestone visibility and on-time execution across engineering, procurement, and manufacturing.
• Own the plant's sales coordination interface order intake, scheduling commitments, and delivery status acting as the operational counterpart to the sales organisation.

Operational Excellence & Transformation

• Strengthen the plant's execution model standard work, visual management, and structured problem-solving to support faster, more predictable decision-making as the plant scales.
• Introduce and embed Lean/operational-excellence disciplines (5S, SMED, TPM-type practices) as part of the plant's regular operating cadence.
• Advance supply chain practices at the plant in coordination with SCM planning discipline, vendor development, and inventory management to match the pace the growth plan requires.

Quality & Process Excellence

• Institutionalise DFMEA, PFMEA, MFMEA, APQP, and FTR discipline across the manufacturing process, reducing COPQ and first-time-right failures.
• Serve as the senior escalation point for corporate OEM customers on quality and delivery issues originating at Ghaziabad.
• Champion the DFX Excellence Framework in collaboration with the Director Technology to close design-to-manufacturing gaps.

Gajraula (Plant 5) Transition

• Own the operational shift of machine shop operations from Ghaziabad to Gajraula, including equipment relocation/re-commissioning planning, workforce transition, and continuity of output through the shift.
• Own the ramp-up of assembly capability at Gajraula to Ghaziabad-equivalent standards of quality and throughput, working with the MD and CFO on milestones and resourcing.

Cost, P&L & Compliance

• Own plant-level cost performance conversion cost, inventory turns, cost per unit against AOP and CFO-sanctioned budgets set by Finance/MD.
• Coordinate with CHRO on EHS compliance and Labour Code readiness at the plant including contract/fixed-term workforce compliance ensuring shop-floor execution of corporate-owned EHS and HR policy.

People Leadership & Capability Building

• Build and lead the plant leadership team (Machine Shop, Assembly, PPC, Manufacturing/Industrial Engineering, Design & Application, Project Management, Sales Coordination, Quality, Maintenance, Stores) with clear KRAs cascaded from plant and enterprise goals.
• Actively coach and develop middle management, strengthening strategic capability, decision-making ownership, and result-orientation through structured mentoring and delegated ownership.
• Build a stronger sense of urgency and results-orientation across the plant, reinforcing a culture of proactive, planned execution.
• Pull on the Plant HR & IR dotted-line (solid-line to CHRO) to align workforce planning, capability-building programs, and industrial relations with the plant's transformation priorities.
• Reduce dependency on the MD for plant-level operating decisions by building governance rhythms (daily/weekly reviews, escalation protocols) that run independent of the MD's direct involvement.

4. Key Result Areas & KPIs

KRAs below are directional, reflecting the areas this role is accountable for shaping. Specific targets will be finalised as part of the annual AOP and goal-setting process.

KRA Directional KPI Focus

Revenue & Delivery

Plant contribution to sales revenue delivery against AOP; on-time delivery performance against committed schedule

EBITDA / Profitability

Plant-level EBITDA contribution; conversion cost and cost-efficiency improvement trend

Cash Flow & Working Capital

Inventory turns and working capital efficiency at the plant level, in coordination with Finance

Productivity

Output per man-hour / machine-hour improvement trend

Capacity Utilisation

Machine and manpower utilisation across machine shop and assembly

Quality

COPQ as % of plant revenue; customer complaint closure

Safety & Compliance

Lost-time incident rate; Labour Code readiness

Plant 5 Transition

Progress on machine shop shift and assembly ramp-up at Gajraula

Capability & Systems Building

Standard-work/SOP coverage; middle-management development plans in place; trend toward planned vs. reactive issue resolution