Production Incharge

Recuiter; Ludhiana; On-site; INR 600,000 - 800,000; Full time

Job summary

Recuiter in Ludhiana, Punjab invites applications for a hands-on Manpower Management role in a manufacturing setup. You will decide the right number of workers per machine and per line to meet daily targets, reduce overtime, and manage attendance and shift rosters on the shop floor.

You will drive Production Planning, Line Balancing, Kaizen, and Daily Reporting. The goal is maximum output per worker at the lowest manpower cost, removing bottlenecks and ensuring no line stops for lack of material.

Responsibilities

• Decide the right number of workers needed for each machine and each line to meet the daily target not more, not less.
• Reduce the number of workers used per shift wherever possible, without reducing production.
• Track manpower cost every day and compare it to production output
• the goal is maximum output per worker, at the lowest manpower cost.
• Cut overtime hours by planning and managing manpower better.
• Train workers to handle more than one machine or job, so fewer workers can run more stations.
• Remove unnecessary manpower stages
• any point in the process where extra workers are placed but not adding real value.
• Handle attendance, shift roster, and daily manpower deployment across the shop floor.
• Train supervisors and line in-charges to run their line independently, with the least number of workers, without dropping output or quality.

Job description

MANPOWER MANAGEMENT & MANPOWER COST (MAIN FOCUS)

• Decide the right number of workers needed for each machine and each line to meet the daily target not more, not less.
• Reduce the number of workers used per shift wherever possible, without reducing production.
• Track manpower cost every day and compare it to production output
• the goal is maximum output per worker, at the lowest manpower cost.
• Cut overtime hours by planning and managing manpower better.
• Work towards removing the night shift completely, by making day and evening shifts efficient enough to cover the full target.
• Train workers to handle more than one machine or job, so fewer workers can run more stations.
• Remove unnecessary manpower stages
• any point in the process where extra workers are placed but not adding real value.
• Handle attendance, shift roster, and daily manpower deployment across the shop floor.
• Train supervisors and line in-charges to run their line independently, with the least number of workers, without dropping output or quality.

PRODUCTION PLANNING

• Make the daily, weekly, and monthly production plan for press shop, pipe bending, welding, and fabrication.
• Make sure material planning is done on time
• no line should stop because material was not ready.
• Set the priority of jobs (which order to run) based on customer requirement and dispatch plan.
• Break the plan into hour-by-hour targets for each machine, not just a shift-end number.

LINE BALANCING & EFFICIENCY

• Balance manpower and machines on each line so that no worker or machine sits idle.
• Remove bottlenecks that slow down the full line.
• Find out why night shifts and low-efficiency shifts are happening, and fix the reason permanently.

PRODUCTION COST REDUCTION

• Reduce cost per part, with manpower cost as the main lever.
• Reduce scrap, rework, and rejection through better process discipline.
• Find and implement cost-saving ideas on the shop floor
• consumables, power, tooling, changeover time.

DAILY REPORTING

• Give hourly production reports for every machine
• output against target.
• Give daily downtime reports
• which machine stopped, for how long, and why.
• Give breakdown reports
• when it happened, when it was fixed, and the reason.
• Reports should be quick and clear, so problems are caught the same shift, not the next day.

KAIZEN (CONTINUOUS IMPROVEMENT)

• Run regular Kaizen activities on the floor to improve cycle time, layout, and material flow.
• Keep a simple running list of improvements raised and closed.

PROBLEM SOLVING

• Walk the shop floor daily to catch problems that reports may not show
• idle time, small stoppages, wasted movement.
• Find the root cause of repeat problems (breakdowns, low-efficiency shifts, rejections) and fix them permanently, not temporarily.
• Inform the Plant Head about any issue that needs support beyond the shop floor.