{"id":16802,"date":"2014-02-19T06:02:39","date_gmt":"2014-02-19T04:02:39","guid":{"rendered":"https:\/\/joblistsouthafrica.com\/?p=16802"},"modified":"2014-02-19T06:04:02","modified_gmt":"2014-02-19T04:04:02","slug":"team-leader-vacancies-sabmiller-3-positions","status":"publish","type":"post","link":"https:\/\/joblistsouthafrica.com\/team-leader-vacancies-sabmiller-3-positions.html","title":{"rendered":"Team Leader Vacancies at SABMiller [3 Positions]"},"content":{"rendered":"
SABMiller\u00a0Overview<\/strong> <\/p>\n Key Purpose Statement<\/strong> <\/p>\n Competence Requirements<\/strong><\/p>\n <\/p>\n Output and Accountabilities<\/strong> deciding on an appropriate course of action to resolve. This may involve calling in specialist resources such as the core <\/p>\n
\nOne of the world’s largest brewers, SABMiller has brewing interests and distribution agreements across six continents.
\nOur wide portfolio of brands includes premium international beers such as Pilsner Urquell, Peroni Nastro Azzurro, Miller
\nGenuine Draft and Grolsch along with leading local brands such as Aguila, Castle, Miller Lite, Snow and Tyskie. Six of
\nour brands are among the top 50 in the world. We are also one of the world’s largest bottlers of Coca-Cola products.
\nSince listing on the London Stock Exchange 10 years ago we have grown into a global operation, developing a balanced
\nand attractive portfolio of businesses. Our markets range from developed economies such as the USA to fast- growing
\ndeveloping markets such as China and India.<\/p>\n
\nThe primary role of the team leader packaging is to lead the SBU in the execution of the production plan, executing
\nquality control and analyses, the carrying out of autonomous maintenance tasks and the resolution of production\u00a0problems.<\/p>\n\n
\nOperating and Process Control Ensuring the SBU understands and adheres to the operational, quality and process
\nstandards, work instructions and maintenance schedules and performance target. Mentoring, supporting and coaching
\nteam members in the correct execution of their tasks. Checking and verifying that team members are monitoring process
\nperformance, carrying out required quality checks and recording the information on the appropriate systems. Reviewing
\nand sign off of shift performance (QCDSM) and ensuring that all required administration tasks in support of the production
\nteam are carried out. Where production problems have been escalated to the team leader, deciding on a course of action
\nto resolve the problem. This may involve calling in specialist resources. Developing subordinates and ensure training
\nneeds are met by carrying out training needs analysis, one-on-one’s and performance reviews. Where a team leader has
\nidentified a training need, corrective action must be initiated. Driving performance management practices (e.g. IMP),
\nleading the development of team goals and carrying out performance reviews and team goal review sessions.
\nMaintenance of Plant and Equipment Checking that the team, in accordance with work instructions and maintenance
\nschedules carries out required autonomous maintenance tasks and any required running repairs on shift. Ensuring that
\nthe process artisan carries out running repairs on shift, mentors and coaches the process operator on autonomous
\nmaintenance and carries out work in support of the maintenance specialists. Ensuring that the process artisan takes part
\nin maintenance and cleaning days in support of maintenance specialist and takes part in maintenance post mortems.
\nTakes part in maintenance planning meetings, where appropriate, and highlights maintenance problems requiring
\nattention. Where maintenance issues have been escalated to the team leader, the team leader with the brewing
\ntechnician artisan must provide guidance and call in additional resources if required. Quality Control and Analyses
\nEnsuring that the SBU understands and adhere to quality standards, and verifying that team members are carrying out
\nroutine quality checks and analyses according to the work instructions. Carrying out quality trend analysis to identify
\nproblems and opportunities timeously, and where quality problems have occurred and been escalated to the team leader,<\/p>\n
\nlab. Where quality information has triggered a FFA, the team leader must ensure that the required and relevant SBU
\nmembers are involved. Where quality trend analysis indicate the need for a FFA, the team leader must initiate one.
\nCommunication Preparing for the daily shift meeting by reviewing past shift performance and identifying issues for team
\ndiscussion. Leading the daily shift meeting, making use of a standard agenda, and ensuring that team members actively
\npartake. Ensuring that issues and opportunities raised during the daily shift meetings are recorded on the gap list for
\naction, and that these actions have accountabilities assigned. Communicating the production schedule, shift production
\nand quality performance and other relevant information to team members. Conducting a hand-over meeting with incoming
\nshift team leader. Issues to be communicated include process performance, quality, production schedule, problems and
\nissues. Checking that hand over procedures is followed (e.g. housekeeping, change parts etc.) and that team member is
\nconducting a hand over to incoming team members. Problem Solving Coaching, mentoring and supporting team
\nmembers in using the correct problem solving techniques (such as 5y, quick fix etc.)to solve situational problems.
\n<\/strong><\/p>\n