Head of Plants
Haleeb Foods Limited
Total years of experience :19 years, 10 Months
Leading plant operations including Production, Engineering, Warehouse & Logistics and Admin/IR of both Bhai Pheru and Rakimyar Khan Plants to optimize operational capabilities in line with future supply requirements; leading a team of 7 departmental heads and indirect team of 342 driving significant improvements in safety, quality, service and cost.
• Leading supply chain team to devised roadmap in line with 5 year Strategy Plan to cater for infra-structure and resources to deliver organizational goals of service and cost.
• Retaining and improving functional bench-strength by carrying out functional assessments and devising development plans for operatives and technical resources
• Leading development of infra structure improvements plans and reviewing business cases for future investments in Engineering and Warehousing in line with future expansions plans
• Leading Energy Conservation drive to improve operational costs with a reduction plan of 10%
• Leading Operations Excellence Project by devising SOPs in line with GxP Standards and mapping entire supply chain whereby bringing in efficiencies into the system and eliminating wastes
• Leading implementation of effective controls and ensuring service levels (OTIF) and stock count accuracy
• Driving HSE Culture for the entire length and breadth of operations
Leading plant operations to optimize operational capabilities in line with existing & future supply requirements; with multi-skilled team driving significant improvements in safety, quality, service and cost Passionate about setting a clear vision & direction; requiring and inspiring to deliver stretching objectives.
Projects:
• Gaviscon, with CAGR of 16%, was under severe capacity pressure and ran on over time over the weekends. Manufacturing being the bottle neck, only 2 shift operations were carried out. By addition of storage tank, 3rd shift operations were initiated in manufacturing & packing achieving 25% capacity increase.
• There was no additional crew hired for 3rd shift operations in Gaviscon and initial 3 months ran with OT with the 2 shifts crew. Operatives were identified, trained and developed to eliminate daily OT of 53 Hrs. for GVL’s third shift, resulting in Annual savings of GBP 44, 251
• By training and development of permanent workers being freed by installation of B1 Dettol ASL line, daily OT of 56 Hrs. in Disprin and Disprol Manufacturing to be avoided, resulting in shift operation and an annual savings of GBP 46, 456 (Planned in 2016)
Partnership:
• Introduced the concept of Daily Morning Meeting for factory where all departmental heads with their team members join in for 30 minutes daily, led by the Factory Manager, to discuss day to day monitoring of KPIs including production HIT/MISS rates, quality complaints, Safety and Service issues.
Stake Holder Management:
• Single Point of Contact for CBA on all issues pertaining to IR and factory operations. Maintaining transparent relationship based on Integrity & mutual respect resulting in achieving lowest OT per case
• Effective stakeholder management with all Government officials including KE, SSGCL, Chief Inspector of Boilers, Chief Inspector Factories, Chief Inspector Electrical, Director Labour.
Factory Conversion Cost:
• Worked in close coordination with CBA and production teams and managed to achieve lowest ever Average Over Time per thousand Case of 20.55 for H1 2015 which is a reduction of 40% vs. SPLY
Leading Engineering Team to support plant operations including two Manufacturing Setups; Accountable for managing facilities, capital investment, Projects, Asset Care, Electrical and Mechanical maintenance and new technology development, Health, Safety and Environment within HealthCare & Personal Hygiene environment.
Projects:
• Led 1st ever regulatory compliance project for the site as part of compliance to DRAP (Drug Regulatory Authority of Pakistan) and Internal RB GMP Standards; delivering segregated Quality Laboratories for HealthCare and Household and preparing state of the art Household Lab
• Delivered entirely revamped Disprin Suite comprising of Manufacturing and Packing Facilities for Disprin and Disprin CV as per DRAP and Internal RB GMP Standards with Energy Efficient HVAC (Absorption Chiller & Steam Based Dehumidifiers) & Lighting System (LED Lights) Central Dust Collection System and Improved layout as per segregated process and material flow
• Planned and executing Gaviscon Up-gradation Project within a short span of 6 weeks. Project Scope includes dismantling of the entire facility, installation of additional storage tanks bottle blower and capper, HVAC in corridors and man/material segregation and replacement of entire piping network.
• Revisited the Security setup of the entire facility in the wake of conditions in factory vicinity and augmented the hardware (adding Cameras to various strategically important locations, improved factory entrance protocols and added scrutiny equipment like IP Based Cameras, DVRs etc.) and as well as improved softer side by bringing in improved vendor for security services and redeploying security guards.
Strategy & Planning:
• Functioned in close liaison with Regional & Global Technical & Quality Teams and Regional Manufacturing Team in preparing 3 year compliance road map for the HealthCare Facility in line with Hygienic Design Guidelines and GMP Standards including Dispensing Management System for the entire site with Project cost of GBP 5.2 million.
Maintenance and Budgets:
• Introduced Energy Conservation Techniques on site and led Enercon Projects while investing GBP 154k, in year savings generated to the tune of GBP 237k with a payback of 0.7 years. Key projects being Absorption chiller, Steam based De-humidifiers, Water heating by Steam Condensate and replacement of florescent lamps with LED. Project was also appreciated by Global Sustainability Team & shared with Global Supply Leadership Team.
• Optimized the Repair & Maintenance Budgets by shifting to preventive maintenance system from breakdown maintenance, hence enabling improved OEE by 7% and waste by 1% in 2014 vs. 2013. Effectively utilizing the maintenance budget to improve overall site conditions and standards.
Health & Safety:
• Designed and Prepared 1st ever fully equipped Emergency Control Centre for the site facilitating Emergency Response Teams to react in a structured manner via single point of contact and physical location inline with latest Environment Health & Safety Standards.
• Overhauled the entire process of Emergency Response Plan and developed teams with specific responsibilities and building communication loop. Trained all key team leaders on their roles and responsibilities and carried out drills to ensure effectiveness in case of any scenario.
• Expanded the fire fighting network to the entire site by carrying out risk assessment to cover all areas with the factory premises and also boosting the water storage and pumping facility
Team Development:
• Re-Launched the Engineering Department with fresh graduates and worked relentlessly in developing outstanding resources for the organization in the fields of Environment Health & Safety and Project Management with succession plans in place.
• Developed and imparted various trainings on Hygienic Design, Health & Safety and Lean Principles in order to foster a learning culture in the organization.
In this role, I was reporting directly to the CEO. I was managing a team of 62 members and my area of responsibility spanned over the complete supply chain ranging from supporting Milk Collection in the field to warehousing and distribution. As a member of top team at Haleeb, I was instrumental in the following:
• Implementation of company’s turn around strategy which resulted in increase of +25% GP.
• Design of new way of working including corporate strategy, core values and new corporate slogan
• Installation & Commissioning of Tetra Pak A3 Speed 200ml Slims (24, 000 packs/hour line)
• Installation & Commissioning of Tetra Pak A3 Speed 125ml Slims (24, 000 packs/hour line)
• Detailed Technical Survey of Rahim Yar Khan Plant which included a complete financial feasibility report for the company’s board of directors
• Revision of the maintenance regime at Bhai Pheru Plant suggesting improved downtimes by multitasking the activities in TetraPak Section as well as UHT & Pasteurization Area
• Decrease in energy cost by 17% in the quarter vs SPLY by implementing Energy Conservation Philosophy
• Capacity Augmentation of Diesel Storage Tanks by increasing it to 200%
• Implementation of Emergency Response Plan for the site by conducting Risk Assessment and Hazard Mitigation exercises
• Working as Technical Key Account Manager for Haleeb Foods with Tetra Pak Pakistan
• Improved TetraPak inventory levels and reduced cost per pack by PKR 0.15 and paper waste by 0.8%
• Implementation of maintenance system in the Milk Collection Department resulting in improved chillers utilization in the field by 18%
In my current role, I am reporting to the Plant Head and as a member of factory leadership team, I work closely with other Heads of Departments. I am managing a team of 18 officers and am responsible for:
• Development and implementation of Quality Management Systems across the unit to ensure product integrity and product quality standards embedding principles of consumer focus and continual improvement.
• Scope includes Plan, Source, Make and Delivery modules, encompassing Secondary manufacturing, Packaging, Primary Tobacco processing and material procurement; thus driving product integrity & traceability initiatives throughout supply chain.
• Developing and implementing quality training and communication programs for cascading company’s quality policy, operational protocols and product specifications including physical and visual standards to company employees. Have worked with suppliers in educating and developing their quality assurance and traceability processes.
• Experienced in leading QMS activities related to ISO 9001:2000. Certified Lead auditor for QMS.
In my current role, I’m reporting to the Plant Head (Akora Khattak) and as a member of Leadership Team, I work closely with other Heads of Departments. I am managing a team of 2 managers and 29 operations / maintenance staff. I am responsible to:
• Ensure conformance to Master Production Schedule in order to support production of quality cigarettes with optimum utilization of resources
• Manage comprehensive periodic equipment maintenance and up-gradation
• Lead the team to deliver annual targets of production, quality and wastages
• Implement ‘Kaizen’, a continuous improvement philosophy in the department
• Work in close coordination with the Central Product Team to facilitate innovations & process improvements
• Prepare plans for investments in the department in order to meet future challenges and contingencies
• Facilitate process audits for department such as ISO 9001:2000, Product Integrity & Traceability and EH&S
• Implement EH&S policies and procedures in the department and improve ergonomics
• Support EH&S initiatives by leading the Workgroup ‘Occupational Environment’
My key achievements in the role are:
• Implementation of 5S in the department. PMD was the pioneer in 5S and was rated the highest in manufacturing across the factory during audits
• Up-gradation of tobacco stem conditioning area which involved complete layout changes and resulted in huge operational & maintenance cost savings
• Development of a Comprehensive Maintenance System which includes periodic cleaning regimes, hour based maintenance plans and monitoring of downtime, thus moving from breakdown to preventive maintenance
• Achievement of Effective Average Throughput Rate of 90.6 % through increased system reliability by embedding preventive maintenance system
• Complete adherence to EH&S Standards - Led Soil & Ground Water and Occupational Environment workgroups in international audits and sustained road map ratings
The South Asia Area Exchange Program is a specialized three months program for BAT’s high potential managers. I was selected for this program by the Area Supply Chain Leadership Team and was assigned a project to implement best practices of PTC in Bangladesh and help them optimize their engineering services. I was reporting to the Head of Technical Services.
Key achievements and responsibilities:
• Complete relocation of Electrical Sub-station within 48 hours downtime without any production loss. The project was awarded with Battle Field Bonus (Tier 1 award) and highly appreciated by British American Tobacco Bangladesh Board of Directors
• Installation of new control panel in the Services Station with built-in capacitor banks along with independent Energy Accountable Center (EAC)
• Development of a Predictive Maintenance System for the entire services area by capturing OEM recommendations for improved services uptime
• Introduction of a new method for predicting the power consumption in the factory
• Installation of 2 additional diesel generators with bumpless transfer system to increase backup capacity of the plant and ensure seamless supply of electrical power
Reported to Factory Production Services Manager and worked closely with the production and Central Engineering Team. I was leading a team of 10 Officers.
Key achievements and responsibilities:
• As Team Lead Project Continuity, carried out expansion in central services station without hindrance to factory operations in order to cater for the upsurge in production demand
• Implementation of Bumpless Transfer System of electrical power for switching between main power source and back-up power supply for manufacturing facility. The project was completed within 72 hours of planned shutdown and resulted in savings worth 0.4 million in first year only
• Successful roll out of Project Slender, which was worth USD 6.5 m and involved installation of 3 high speed packing lines and productivity equipment for making, packing and wrapping machines. The project was executed while the machines were on production and was completed with no loss to production
• Several initiatives related to Energy Conservation, such as installation of capacitor banks for improved power factor, LVDs in Services Section for reduction of 85 KWH load, Energy Watchman concept for optimum consumption of power in offices. All these initiatives resulted in 13.9% reduction in unit electricity consumption and annual saving of GBP 100, 000
• As workgroup leader for Electrical Safety, introduced several measures and implemented BAT best practices, which resulted in the highest ever audit rating
• 2.1% reduction in R&RS inventory level by improved ROLs and reduced lead times
Reported to Production Manager and worked closely with the Production Planning & Scheduling team to ensure conformance to Master Production Schedule.
Key achievements and responsibilities:
• Led a team of 150+ workers
• Achieved record production levels with lowest market complaint rates
• Ensured high employee morale and commitment
• Handled IR issues at the production floor
• Conducted skill gap analysis of workers and formulated training plans
• Assisted SCOR Implementation at the factory
Greaves Pakistan is a sister concern of Ghulam Faruque Group, one of the oldest local group of companies in Pakistan with vast engineering projects base. Greaves deals in sales and after sales services of equipment like compressors. diesel generators and reduction gears. My responsibilities included:
• Setting sales targets for the region
• Leading a team of 6 in achieving targets with zero complaints
• Managing the administration of branch office and services department and be responsible for business development in the region