Ferrero Rocher Jobs For Food Technology Candidates – Apply Online
Ferrero Rocher Jobs For Food Technology Candidates – Apply Online. Bachelor’s & Master’s Food Technology degree holders are encouraged to apply for the role at Ferrero Rocher. Looking for opportunities as an Executive in Ferrero, Interested and eligible candidates can check out all the details given the same below.
EXECUTIVE /SENIOR EXECUTIVE – CONTINUOUS IMPROVEMENT (SSP SPECIALIST)
Job Location: Baramati
Company description
Ferrero is a family-owned company with a truly progressive and global outlook and iconic brands such as Nutella®, Tic Tac®, Ferrero Rocher®, Raffaello®, Kinder Bueno® and Kinder Surprise®. As the love for our brands continues to grow, so too does our global reach. Represented in 55 countries, with products sold in more than 170, the Ferrero Group is loved by generations around the world. The secret to our global success? Nearly 35,000 dedicated employees who celebrate care and quality to craft a business, careers and brands we are proud of. Join us, and you could be one of them.
About the Role:
- Co-ordinate for “Continuous Improvement” culture together with functional HOD’s (in accordance to Professional Family guidelines).
- Assist cross-functional FOX – Ferrero Operational Excellence initiatives and principles in accordance with Plant overall strategies.
- Analyzes plant processes with the help of functional HOD’s and SSP manager, identifies improvement areas, identifies the projects at local level in coordination with functional HOD’s and SSP manager.
Main Responsibilities:
- Co-ordination for Continuous Improvement culture together with functional HOD’s and SSP Manager (in accordance to Professional Family guidelines)
- Through assigned resources collects ideas/activities for projects’ standardization, improvement and assuring the achievement of expected results
- Assist with cross-functional FOX – Ferrero Operational Excellence initiatives and principles in accordance with Plant overall strategies
- Assist SSP Manager to examines plant processes, identifies improvement areas, selects projects at local level in coordination with functional HOD’s in order to reach industrial excellence
- Transfers the Global level strategy down into the Plant
- Motivates and stimulates Plant Functions to search the optimal solution in the management of productive factors available in the Plant and of all cross-processes
- Ensure the proper application of Project Management tools and methods for the entire plant
- Implementation of Continuous Improvement Projects for Operational Excellence to make World Class Manufacturing Plant
- Support to SSP Manager for Factory Strategy, by managing Master Plan
Qualifications we seek in you For Assistant Manager in Ferrero!
- Bachelor’s or Master’s degree in food technology or engineering.
- 4 to 7 years of FMCG work experience.
- Proficient in improvement practices such as Lean, Six Sigma.
- Analytical skills, problem-solving skills, Data Analysis, Excel, Communication and Presentation Skills.
Possible interview questions may be asked for Executive/Senior Executive in Ferrero
1. Can you explain your understanding of Continuous Improvement culture and how it can benefit a manufacturing plant like ours? Answer: Continuous Improvement culture is a mindset and approach focused on constantly seeking ways to enhance processes, efficiency, and productivity within a manufacturing plant. It involves encouraging all employees to identify areas for improvement, propose solutions, and implement changes to achieve better results. By fostering this culture, organizations can drive innovation, reduce waste, and create a more streamlined and agile operation. In our specific case at Ferrero, Continuous Improvement will play a pivotal role in maintaining our position as a World Class Manufacturing Plant, ensuring that we stay ahead of the competition and consistently deliver high-quality products to our consumers.
2. As the Executive/Senior Executive for Continuous Improvement, how do you plan to collect and prioritize improvement ideas from various functional heads and departments? Answer: To collect and prioritize improvement ideas effectively, I would initiate regular meetings with functional heads and department representatives. These meetings would serve as a platform for them to share their suggestions and ideas openly. Additionally, I would encourage an open-door policy, where employees across the plant can submit their improvement proposals directly to me or through a designated channel. By involving the entire workforce in this process, we can tap into a diverse range of perspectives and identify the most impactful improvement opportunities. To prioritize these ideas, I would evaluate their potential impact, feasibility, and alignment with the plant’s overall strategies and objectives.
3 How would you go about implementing a Continuous Improvement project successfully? Answer: Implementing a Continuous Improvement project successfully requires a structured approach. First, I would define clear project objectives and key performance indicators (KPIs) to measure its success. Then, I would assemble a dedicated cross-functional team, ensuring representation from relevant departments, to work collaboratively on the project. The team would conduct a thorough analysis of the current processes, identify improvement areas, and develop an action plan with specific milestones and timelines. Regular progress reviews and communication with stakeholders would keep everyone aligned and motivated throughout the implementation. Additionally, I would ensure the proper application of Project Management tools and methods to track progress and make data-driven decisions. By focusing on a systematic approach and involving the right people, we can achieve successful outcomes in our Continuous Improvement projects.
4 How would you motivate and stimulate plant functions to actively participate in the Continuous Improvement initiatives? Answer: Motivating and stimulating plant functions to actively participate in Continuous Improvement initiatives requires creating a culture of recognition, collaboration, and empowerment. Firstly, I would recognize and celebrate the achievements of teams and individuals who contribute valuable improvement ideas. Positive reinforcement and acknowledgment can inspire others to get involved. Secondly, I would foster a collaborative environment by organizing cross-functional workshops, where employees from different departments can brainstorm and collaborate on improvement projects. This approach not only generates innovative solutions but also builds camaraderie among team members. Lastly, I would empower employees by giving them ownership of improvement projects and involving them in the decision-making process. When employees feel their voices are heard and their contributions are valued, they are more likely to actively engage in Continuous Improvement initiatives.
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