Sr. Team Member - Continuous Improvement

Division

Finance

Department

Operations Finance

Sub Department 1

Continuous Improvement

Job Purpose

Cipla has taken an aggressive target to significantly improve its profitability and Agility. The Continuous Improvement team acts as the facilitator and catalyst to drive Cost optimization and business velocity. Key deliverable of this team is to grow EBITDA and improve process efficiencies. Continuous Improvement Team Member (Manager), as part of the team, will project manage the assigned process simplification or/and cost improvement initiatives. The incumbent will own a savings target and is expected to manage and drive cross-functional teams for execution. Ability to manage large data from different sources and draw insights is very essential.

Key Accountabilities (1/6)

Business Process Re-engineering or Simplification. Analyse current processes & design business processes to drive velocity, agility and efficiencies. Design future digital ready processes.

• Define the As-Is process map through data analytics, interviews, workshops, group discussions
• Collate all information in a synthesized manner to enable leadership problem solving workshops
• Ability to do internal and external benchmarking to arrive at recommendations
• Design To-Be state process, and drive implementation
• Drive 2-5 processes at a time (depending on Process Complexity) Accounts
• All project management steps to be followed (Project Charter, Project Timelines Chart, Facilitating Steering team meetings, Anticipating and escalating risks / issues in the project, Benefit quantification, Project execution reporting etc

Key Accountabilities (2/6)

Cost optimization Idea generation and implementation. Partner with functional teams on special projects to identify new opportunities/ideas, work with external consultants, monitor project progress, debottleneck critical issues, manage cross-functional stakeholders and create transparency

• Understand complex databases and sources of information across various systems and functions
• Define the sources of data, connect different sources of data to arrive at various insights
• Prepare the analyses and summarize in to crisp presentations to communicate the insights
• Evaluate ideas – with detail impact and feasibility assessment
• Create detail implementation plan for high impact, critical ideas
• Facilitate idea sign offs in MiWave
• Project manage, clearly define bottlenecks and escalate delays appropriately in Excipients AVD

Key Accountabilities (3/6)

Governance management and CI functional activities

• Ensure facilitating the Project Velocity – working level and steerco Governance
• Preparing the review documents, ensuring cross functional category wise alignment, preparation for steerco with MC Leaders
• Manage the monthly Eagle R&R program and Eagle communication emails
• Manage CI portals such as Miwave etc

Key Accountabilities (4/6)

Identify self-development opportunities and execute training plans

• Pharmaceutical Development Areas: Pharmaceutical Value Chain, Manufacturing processes, GMP and Data reliability, Deviations, Change Control, CAPA – QMS processes Functional knowledge of at least 1-2 functions Cipla Knowledge Development
• Areas: Cipla History, Cipla Manufacturing footprint Sites, products Knowledge on stakeholders of various functions, Cipla business footprint, Cipla Annual report / Financials People

Key Accountabilities (5/6)

Key Accountabilities (6/6)

Major Challenges

Major Challenges:

• Understanding the operations, functional processes without having hands-on experience.

• Work with large databases, triangulate the information from various sourceSs.

• Managing a complex set of functions with disparate work streams

Key Interactions (1/2)

Internal

• SCM, Manufacturing, Procurement, IT, Finance, Planning, FP&A, Quality, and Business Units

Key Interactions (2/2)

External

• Consulting firms for benchmarking, external vendors for implementation support, and industry thought leaders for research insights

Dimensions

Drive cost savings of INR 20-30 Cr annually

• Successfully simplify at least 6 processes per year
• Identify opportunities for cost saving and process simplification

Key Decisions (1/2)

Decisions

• Cost saving initiatives – implementation plan and high-risk areas causing delay
• Process re-engineering – long term efficient processes to meet compliance and business requirements
• Reduce or eliminate process steps for simplification• Right IT solution intervention
• Resolve bottlenecks or issues faced during implementation

Key Decisions (2/2)

Recommendations

• Escalate to Head CI / Corresponding functional head, for timely intervention to resolve issues or delays
• To Cross functional Heads and team members

Education Qualification

MBA

Relevant Work Experience

5-8 years of experience with strong analytical skills in data extraction, synthesis, and insightful presentation creation. Proficiency in project management, problem-solving, and stakeholder collaboration in dynamic environments.