Posted on :
19 Feb, 2014
19 Feb, 2014
One of the world’s largest brewers, SABMiller has brewing interests and distribution agreements across six continents.
Our wide portfolio of brands includes premium international beers such as Pilsner Urquell, Peroni Nastro Azzurro, Miller
Genuine Draft and Grolsch along with leading local brands such as Aguila, Castle, Miller Lite, Snow and Tyskie. Six of
our brands are among the top 50 in the world. We are also one of the world’s largest bottlers of Coca-Cola products.
Since listing on the London Stock Exchange 10 years ago we have grown into a global operation, developing a balanced
and attractive portfolio of businesses. Our markets range from developed economies such as the USA to fast- growing
developing markets such as China and India.
Key Purpose Statement
The primary role of the team leader packaging is to lead the SBU in the execution of the production plan, executing
quality control and analyses, the carrying out of autonomous maintenance tasks and the resolution of production problems.
Output and Accountabilities
Operating and Process Control Ensuring the SBU understands and adheres to the operational, quality and process
standards, work instructions and maintenance schedules and performance target. Mentoring, supporting and coaching
team members in the correct execution of their tasks. Checking and verifying that team members are monitoring process
performance, carrying out required quality checks and recording the information on the appropriate systems. Reviewing
and sign off of shift performance (QCDSM) and ensuring that all required administration tasks in support of the production
team are carried out. Where production problems have been escalated to the team leader, deciding on a course of action
to resolve the problem. This may involve calling in specialist resources. Developing subordinates and ensure training
needs are met by carrying out training needs analysis, one-on-one’s and performance reviews. Where a team leader has
identified a training need, corrective action must be initiated. Driving performance management practices (e.g. IMP),
leading the development of team goals and carrying out performance reviews and team goal review sessions.
Maintenance of Plant and Equipment Checking that the team, in accordance with work instructions and maintenance
schedules carries out required autonomous maintenance tasks and any required running repairs on shift. Ensuring that
the process artisan carries out running repairs on shift, mentors and coaches the process operator on autonomous
maintenance and carries out work in support of the maintenance specialists. Ensuring that the process artisan takes part
in maintenance and cleaning days in support of maintenance specialist and takes part in maintenance post mortems.
Takes part in maintenance planning meetings, where appropriate, and highlights maintenance problems requiring
attention. Where maintenance issues have been escalated to the team leader, the team leader with the brewing
technician artisan must provide guidance and call in additional resources if required. Quality Control and Analyses
Ensuring that the SBU understands and adhere to quality standards, and verifying that team members are carrying out
routine quality checks and analyses according to the work instructions. Carrying out quality trend analysis to identify
problems and opportunities timeously, and where quality problems have occurred and been escalated to the team leader,
deciding on an appropriate course of action to resolve. This may involve calling in specialist resources such as the core
lab. Where quality information has triggered a FFA, the team leader must ensure that the required and relevant SBU
members are involved. Where quality trend analysis indicate the need for a FFA, the team leader must initiate one.
Communication Preparing for the daily shift meeting by reviewing past shift performance and identifying issues for team
discussion. Leading the daily shift meeting, making use of a standard agenda, and ensuring that team members actively
partake. Ensuring that issues and opportunities raised during the daily shift meetings are recorded on the gap list for
action, and that these actions have accountabilities assigned. Communicating the production schedule, shift production
and quality performance and other relevant information to team members. Conducting a hand-over meeting with incoming
shift team leader. Issues to be communicated include process performance, quality, production schedule, problems and
issues. Checking that hand over procedures is followed (e.g. housekeeping, change parts etc.) and that team member is
conducting a hand over to incoming team members. Problem Solving Coaching, mentoring and supporting team
members in using the correct problem solving techniques (such as 5y, quick fix etc.)to solve situational problems.
Closing date: 03 March 2014
Location: Alrode Production
Country: South Africa