Production Incharge

ABP Empower; Ludhiana; On-site; INR 600,000 - 850,000; Full time

Job summary

ABP Empower in Ludhiana seeks an operations professional to lead manpower planning, line balancing and daily production reporting across press, pipe bending, welding and fabrication. You will optimize workforce per machine, track manpower cost vs output, and drive Kaizen initiatives to reduce cycle time and scrap, ensuring on-time material readiness and continuous improvement on the shop floor.

The role emphasizes cost control, shift optimization, and daily downtime/breakdown reporting to

Qualifications

• Experience in manpower planning and cost control on the shop floor.
• Ability to balance lines and remove bottlenecks to boost throughput.
• Skilled in daily, weekly and monthly production planning and material readiness.
• Experience with Kaizen and continuous improvement initiatives.
• Strong reporting on downtime, breakdowns, output vs targets.

Responsibilities

• Decide the right number of workers per machine/line to meet daily targets.
• Track manpower cost and compare with production output.
• Reduce overtime and optimize shifts to maintain output with fewer workers.
• Plan and balance line workload to minimize idle time and bottlenecks.
• Conduct daily reporting of production, downtime, and breakdowns with root-cause tracking.
• Lead Kaizen activities to improve cycle time, layout, and material flow.
• Train supervisors to run lines with minimal workforce without compromising 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.