Job Description

About the Company Kimberly, Clark and Co. was founded in 1872 by John A. Kimberly, Havilah Babcock, Charles B. Clark, and Franklyn C. Shattuck in Neenah, Wisconsin with US$30,000 capitalization. The group\'s first business was operating paper mills, which the collective expanded throughout the following decades. In 1928 the company went public as Kimberly-Clark. Through its 140+ year history, Kimberly-Clark has been a leader in innovation and in introducing products that have become household words. In 1914 the company developed cellu-cotton, a cotton substitute used by the United States Army as surgical cotton during World War I. Army nurses used cellu-cotton pads as disposable sanitary napkins, and six years later the company introduced Kotex, the first disposable feminine hygiene product. Kleenex, a disposable handkerchief, followed in 1924. KC has given birth to new categories with brands like Kleenex and redefined categories with its Huggies and U by Kotex brands. The company has gone through a number of acquisitions & also later spin-offs / sales. Under the leadership of Darwin Smith as CEO from 1971 to 1991, company went from being a business paper company to a consumer paper products company. After the spinoff of its Health Care division in 2014, it now operates through three business segments: Personal Care, Consumer Tissue, K-C Professional Company Highlights $19 billion global company founded in 1872 43,000 employees Products used by one-quarter of world\'s population Strong legacy of innovation - created 5 of the 8 major product categories in which it competes Products sold in more than 175 countries #1 or #2 position in 80+ countries Previously ranked first in the personal care category in Dow Jones\' Sustainability World index five years in a row (2005-2009) Ranked 3rd best packaged Goods Company in Forbes 2016 America\'s Best Employer List. One of the fastest organically growing FMCG company Kimberly-Clark ranked among the top 10 World\'s Best Multinational Workplaces by Great Places to Work Institute for the third year in a row. Global Brands Kimberly-Clark brands are globally recognized and trusted. Foundation of Kimberly-Clark\'s $6 billion Baby Care business. The world\'s first facial tissue. Today, it\'s more than a $1 billion business. Global sales of more than $2 billion annually. Brand trusted by millions of women in more than 100 countries and more than $1 billion business. First disposable training pant and leader of $2 billion global market. Pioneered the retail incontinence care category in the U.S. Even when they\'re not at home, people use Kimberly-Clark Professional\'s washroom, workplace safety and do-it-yourself solutions. Our brands are household names all over the world: Kleenex. Kotex. Huggies. Cottonelle. Scott. Depend. Andrex. Intimus. Not to mention our many professional products. At first glance, it might look like we simply manufacture a variety of products, but if you look a little closer you\'ll see that what we really make is a positive difference in people\'s lives. All around the world, in 175 countries, we help more than a billion people every day cope, laugh, love and carry on with simple human dignity. At Kimberly-Clark, we make the essentials for a better life. We take great pride in what we do, because what we do really matters. If you have the passion and talent to be a part of something this essential, we want to hear from you. People Kimberly-Clark considers its employees as its most valued resource and at the center of everything the company does. The company considers the talent, diversity and commitment of its employees crucial to its innovation and success. Kimberly-Clark has an extensive history of embracing and encouraging workplace diversity and in 2014 won the Global Catalyst award for women in leadership. K-C Worldwide business are built into Regional Operating Unit structure. India is a part of the AsiaPacific region and is headquartered in Singapore. About K-C India In India a 50: 50 JV was formed in September 1994 between Kimberly-Clark Corporation, of USA and Hindustan Lever Ltd. The Plant and the Registered Office of the company are located at Sanaswadi, 30 km from Pune. KCLL manufactures and markets diapers under the brand Huggies and feminine pads under the brand Kotex in India. HUL and Kimberly-Clark have enjoyed a long standing partnership for over two decades and have built a strong foundation. HUL has recently announced the company\'s intention to divest its shareholding in KCLL to its JV partner, Kimberly-Clark Corporation (KCC). The above decision is in line with HUL\'s objective to focus on its core business. KCC (Kimberly-Clark Corporation) stays committed to growing its core categories and building its business for the long term in India Kimberly-Clark will focus on strengthening its sales and distribution capabilities thereby driving end-to-end integration to accelerate business growth. We believe that setting up our own sales and distribution team is a step in the right direction and is essential to realise the full potential of the India Market and achieve our ambitions over the long term. We are acquiring World Class Talent across functions and levels to be the foundation to deliver a High Performing Organization. What we will offer: An opportunity to enable exciting, mission-critical initiatives : Facilitate exciting, crucial missions with tangible top and bottom-line impact. Get things done by collaborating with country operating teams. Roll-up your sleeves to show the way in tackling challenges, when required. Use your sharp, analytical instincts and deep functional knowledge to problem-solve! Bring your collaborative style, maturity and self-belief / confidence to make people \'believe in the cause\' and execute flawlessly. A transformational experience: Kimberly-Clark is a winning company. Be it marketing, sales, finance, supply chain or HR, our winning teams ensure we stay at the forefront of exciting changes: new channels, disruptions in traditional ways of marketing, \'smart\' operations We will provide you with the landscape. You paint it with your business savvy, energy and attitude. A chance to collaborate cross-functionally, add value to the business and enrich yourself from the experience. No matter where you decide to go in future, this role is guaranteed to step-change both your business acumen and develop your leadership traits. Position Summary: To improve operating machine process indices. Plan for grade changes and preventive maintenance on production lines. Collect data on various parameters like delay, waste, and take care of the machine and process stability with employees working in the shift. Plan and manage manpower, production, maintenance, grade changes, and trials. Participate in delay and waste reduction activities. Collect the data for the causes of process / mechanical problems, and solve the problems on the machine. Coordinate with various departments to run the operation smooth. Support Lean Implementation. Person should be responsible to maintain product quality and should ensure that requirements of QMS are fulfilled. The products comply to FPS and ensures the Quality Management system is effectively deployed to reduce product complaints And ensure that Quality Indices are achieved as per target set by regional QA team and Management. Accountabilities: Major Action: Safety - Adopt safety practices that meet safety codes, policies, and guidelines - Achieve business objectives through establishing and following safe workplace practices consistent with KC guidelines - Conduct Safety Audits as per set frequency. Expected End Result (Why you do it) - Minimise damage or losses Ways to Measure Accomplishment (How you can tell you have done it) - No safety incident during regular work activities. Importance: 1 Major Action: (What you do and how you do it) Talent Management Develop myself to full potential through feedback received during Performance Management discussions, appropriate training and education, goal setting and career development discussions. Expected End Result (Why you do it) - 100% completion of Performance Plan. - 100% completion and implementation of own Individual Development Plan (IDP). Ways to Measure Accomplishment (How you can tell you have done it Consider how you will measure and differentiate employee performance during the annual review) - Completion of effective Performance Plan for the year - Completion and implementation of IDP for the year. Importance: 2Percent of Total Job: 25% Major Action: Provide solutions to processes Provide leadership to improve the production, maintain process stability and capabilities. Plan and manage production as per plan. Keep close communications with other departments. Develop centreline and make it a daily practise for each activity on the machine. Maintain data for settings and analyse the data to provide solutions. Expected End Result (Why you do it) Machine will have stable and consistent run. No unexpected machine breakdown due to process issues to help achieve the mill objectives. Ways to Measure Accomplishment (How you can tell you have done it) Daily productivity report shows machine consistency in running without major fluctuation in productivity as a result of process instability. Trials and Engineering modifications are completed on time and as per budget. Importance: 2 Percent of Total Job: 25% Major Action: Quality Assurance - Adopt practices that meet Quality codes, policies and guidelines. - Achieve business objectives by following practices consistent with KC guidelines - QMS, RQGL. - Ensure safe, clean & good quality products are delivered to the consumer. - Implement short and long term action plans to deal with recurring quality issues. - Ensure defective products are quarantined and sort out most effectively. - Ensure that Quality Indices are achieved as per target set by regional QA team and Management Expected End Result (Why you do it) Ensure all products being made are up to FPS attributes and variables. Quality Management Systems are followed as per KC guideline. Nullified customer complaint rates. Ways to Measure Accomplishment (How you can tell you have done it) No. of customer complaints Quality Indices results of the mill published by QA team. Internal as well as external Quality system audit scores from KC or external authorities. Defective product disposal report Importance: 3Percent of Total Job: 25% Major Action: Productivity Improvement Lead in delay and waste reduction activities. Improve productivity and quality by collecting data on the same and carrying out troubleshooting together with process specialist when they require assistance. Analyses the causes of waste / process / mechanical problems through close communication with operation support team leader and other engineers, set up the action plan, and take action to eliminate the causes. Expected End Result (Why you do it) To achieve productivity targets. Ways to Measure Accomplishment (How you can tell you have done it) Productivity improvement projects completion and improvement in line productivity. Importance: 4 Percent of Total Job: 5 % Major Action: Owner of Centerlining Data - Develop and maintain the best setting on the machine control - Discuss with process engineer the causes and solutions to move the setting to the next level - Monitor, identify and seek solutions on the issues that are arising out of specified setting - Ensure centerlining data records are accurate and kept up to date Expected End Result (Why you do it) - Issues encountered on specific Centerlining set up is monitored regularly - Solutions to Centerlining issues are addressed on time Ways to Measure Accomplishment (How you can tell you have done it) - Centerlining set up is continuously improved and moving progressively in accordance with the program

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