Job Purpose
To lead and institutionalize Total Productive Maintenance (TPM) across the pharma manufacturing site by driving the Jishu Hozen (JH) journey, Lean practices, and asset performance improvement, ensuring reliable equipment, zero breakdowns, manpower capability building, and sustainable business results through structured TPM deployment.
Roles & Responsibilities
1. TPM Deployment & Governance
- Drive end‑to‑end TPM implementation across manufacturing, utilities, and support functions.
- Define and deploy the TPM roadmap, yearly master plan, and pillar governance structure.
- Lead TPM pillars including JH, PM, FI, QM, E&T, SHE, and correlate activities with business priorities.
- Establish TPM routines, audits, reviews, and maturity assessments.
- Ensure TPM alignment with cGMP, regulatory, safety, and quality requirements.
2. Jishu Hozen (JH) Journey Leadership
- Lead the JH journey from Step‑1 to Step‑7 across critical equipment.
- Enable operator ownership through autonomous maintenance practices such as:
- Cleaning, inspection, lubrication, tightening
- Abnormality identification and tagging
- Standardization and visual controls
- Build capability of operators, supervisors, and engineers on JH concepts and practices.
- Sustain JH standards and audits with measurable maturity improvement.
3. Lean Manufacturing & Loss Elimination
- Identify and eliminate losses related to breakdowns, speed loss, minor stoppages, defects, and changeovers.
- Lead Lean tools application such as VSM, Kaizen, 5S, SMED, problem solving, and standard work.
- Drive improvement projects linked to OEE, productivity, cycle time, and cost reduction.
- Facilitate cross‑functional Kaizen and Work Circles to build continuous improvement culture.
4. Asset Case Development & Ownership
- Define and own Asset Performance Improvement Cases for critical equipment and lines.
- Lead data‑based diagnosis using OEE, breakdown history, loss trees, FMEA, and Pareto analysis.
- Convert improvement opportunities into business‑linked asset cases with cost‑benefit analysis.
- Track execution, benefits realization, and sustainability of asset cases.
5. Performance Measurement & Reviews
- Track and report TPM KPIs such as OEE, breakdown reduction, MTBF, MTTR, JH maturity, and Kaizen benefits.
- Drive Daily / Weekly / Monthly TPM Review mechanisms at line, area, and site level.
- Ensure visibility of TPM performance through dashboards and management reviews.
6. Capability Building & Culture
- Build TPM capability across levels through training, coaching, and on‑job mentoring.
- Develop TPM leaders, pillar owners, and shop‑floor champions.
- Drive ownership, discipline, and accountability culture on the shop floor.
- Integrate TPM with AWT / Work Circles and daily management systems.
7. Cross‑Functional Coordination
- Work closely with Production, Engineering, Quality, Warehouse, EHS, and HR teams.
- Ensure TPM activities are GMP‑compliant and inspection‑ready.
- Support internal audits, TPM audits, and regulatory inspections related to equipment reliability and maintenance practices.
8. Continuous Improvement & Benchmarking
- Benchmark TPM practices with internal sites and external best‑in‑class organizations.
- Drive standardization of best practices, frameworks, and toolkits across the site.
- Support digitalization of TPM and maintenance practices where applicable.