Senior Manager

JJ Plastalloy Pvt Ltd; Mumbai; On-site; INR 1,200,000 - 1,800,000; Full time

Job summary

JJ Plastalloy Pvt Ltd in Mumbai is seeking a Senior Manager – TQM to drive operational excellence across the organization. The ideal candidate will lead the OPEx/TQM team, implementing continuous improvement across Quality, Cost, Development, and Delivery.

This role requires hands-on involvement in value stream mapping, process standardization, and capability building, ensuring visible results within 60 days. Strong leadership and mentorship skills are essential for success in this position.

Qualifications

• Experience in operational excellence methodologies.
• Proven ability in leading continuous improvement initiatives.
• Strong coaching and mentoring skills.

Responsibilities

• Drive operational excellence through continuous improvement strategies.
• Lead and coach the OPEx/TQM team.
• Embed a culture of quality and process refinement.

Skills

Operational Excellence

Process Improvement

DMAIC Project Framework

Team Leadership

Value Stream Mapping

Job description

Location: Mumbai (travelling for plant visit to Dahej)

The Senior Manager – TQM will drive operational excellence across JJ Plastalloy by converting shop-floor and office observations into repeatable improvements across Quality, Cost, Development and Delivery (QCDD). This role involves leading and coaching the OPEx/TQM team and embedding a continuous improvement culture across all departments.

Responsibilities

• Value Stream Mapping & Gemba – spend real time on the floor, map value streams, identify bottlenecks, and run time-boxed pilots that deliver visible results within 60 days
• 5S & Visual Workplace – embed standards, audits and shop-floor boards that actually get used
• Business Process Improvement – Standardise process-mapping methodology across all departments; identify bottlenecks, rework loops, duplicate work and unclear handovers; establish governance, escalation criteria, KPI dashboards and quarterly review cycles to drive continuous refinement.
• FMEA – Roll out a uniform FMEA template, train HODs and teams, run focused workshops on highest-loss processes, implement mitigations with owners and timelines, and revalidate every six months.
• DMAIC Project Framework – Define intake cadence and prioritisation rules, lead/sponsor at least two DMAIC projects per quarter with measurable baselines and control plans, and produce handover packs with OPLs and 30-day verification logs.
• Management Review Meetings – Coordinate monthly MRMs with the CEO, define agendas, redefine and standardise department KPIs, present dashboards and Pareto summaries, and install shop-floor visual KPI boards.
• Training & Capability Building – Design a training roadmap with pre/post tests, maintain a competency matrix with re-training dates, link each cohort to measurable KPI changes, and provide follow-up coaching.
• CAPA / RCA Governance – Standardise a single CAPA format and workflow, implement a tracking system with SLAs and escalation, run monthly audits of closed CAPAs, and institutionalise learnings through OPLs.
• TPM – Baseline OEE performance, current PM performance, agree PM cadence and completion targets with the GM-ETC and Maintenance Head, implement the PM calendar and autonomous maintenance tasks, monitor adherence and identify different type of losses in machine, equipment.
• Team Leadership & Coaching – Define OPEx team structure, roles and decision rights; establish standards for Gemba presence, daily huddles, weekly meetings and cross-department sync; enforce escalation protocols; and model the cultural behaviours of transparency, ownership and collaborative problem-solving.
• Consultant Management – Act as single point of ownership for all OPEx/TPM/TQM consultants, coordinate their engagements with internal teams, and monitor project progress, timelines and deliverables.