Pre Press Manager

De La Rue is growing and we are currently looking for a Pre Press Manager to join our team.

Main areas of focus for the Production Manager would include:

· Lead and Empower HPT (High Performance Teams) - Making People before making Products

· OpEx - Coaching and Mentoring

· CI (Continuous Improvement) – Kaizen as a way of life

· Operational leadership – Day to day focus on operations management of assigned process/es

Within these areas of focus, some challenges will include

Operational Leadership

· Ensure the cost effective use of manufacturing equipment.

· Ensure all staff has appropriate skill and behaviours and that training and development plans are implemented across their teams to enable employees to meet future skill needs.

· Lead an environment that promotes interdepartmental cohesion and communication, aligning key deliverables with supporting functions in order to drive tangible and sustainable improvements in SSPQCD.

· Work to a balanced set of KPIs and strategic objectives set by HO, Site Manager and Manufacturing Manager.

Leading, developing and managing people

· The Prepress Manager should provide excellent leadership to help people perform to their potential through motivating, development and empowerment.

· The Prepress Manager should focus on creating, leading and maintaining High Performing Teams (HPT), and their structure as part of his day to day, and strategic focus.

Providing structure, direction and purpose (Effective communication/regular meetings)

· To coach, mentor and guide the execution of the OpEx Strategy, methodologies and tools. Ensure stakeholders understand what they need to know in order to perform well in their Operational Excellence journey.

· To lead and facilitate the adoption of lean manufacturing techniques and nurture a culture of continuous improvement towards achieving higher levels of operational excellence. Frequently in the context of Lean & Kaizen, these tools include 5S and Visual Factory techniques, Problem-Solving, Standard Work, PDCA Process Improvement, Value Stream Mapping, Kaizen and TPM.

· Regular reviews to discuss activities, priorities, progress and challenges.

· Promote regular team meetings to share knowledge, resolve internal or external concerns and sharing success.

Setting Standards, Expectations and Objectives

· Be clear about expectations – Business Plans, Team Charters, Objectives and KPIs

· Objectives set and or followed should be specific, measurable, attainable, relevant and time-bound. (SMART)

· Be clear about what authority/decision-making is delegated to individuals - Empowerment & Accountability.

· Be clear about what authority is not delegated and how/when you expect to be consulted or referred to – Escalation.

· Be clear about expectations for standards of behaviour and the ethics that apply to your type of work – Discipline.

· If particular policies, legislation or standards apply, ensure they are appropriately monitored and enforced - Manage

· Be a good role model for behaviour and promote discipline on the shop floor - LEAD.

Driving Continuous Improvement as part of day to day

· Set mechanisms to ensure that the operational plan requirements are met quantitatively and qualitatively in a timely manner.

· Enable mechanisms to capture and forecast inventory and consumable costs on jobs and within the departments. Create cost models for saleable products.

· Foster relationships between central technical teams and site to enhance transfer of knowledge and feedback/feedforward communication channels.

· Facilitate continuous improvement exercises to promote team integration and participation.

· Ensure platemaking standard operations perpetually comply with the requirements associated with the status of a Bank of England production site.

· Assist Group central planning with provision of requested prepress materials for other DLR sites and/or customers.

· Identify succession plan, training needs and career development plans.

· Implement labour flexible models between the various Prepress sections to optimise recovery time vs overtime.

· Match resource availability to medium/long term production plan.

· Implement a mechanism to capture job processing variances to be fed into the End-of-Job quality document. Ensure job estimates are regularly reviewed and updated.

· Identify new technologies and bring forward competitive expenditure approval request for their procurement and deployment.

· Iterative development and upkeep of standard operation procedures, FMEAs and control plans, including ensuing retraining plans where necessary.

· Benchmark with other DLR sites and key suppliers to familiarise with state-of-the-art technology and what best looks like.

· Understand the principles and comply with practices of Lean Manufacturing, 5S and Continuous Improvement.

· Drive SSQCDP Management through the shop floor management system.

Requirements:

· In possession of a bachelor’s degree level or equivalent in a science subject.

· Analytical mindset.

· Attention to detail.

· Technical aptitude, either formal or experiential.

· Quality assurance awareness and problem-solving acumen.

· Continuous improvement expertise with a lean manufacturing approach.

· Experience in people management.

· Excellent technical report writing and presentation skills.

Desirable

· Security print experience would be considered an asset.

· Experience working in planning or production is an asset.