Factory Manager/ Mill Manager for Cotton Spinning company

Looking for Candidate with Total Years of Experience 20-25. Managerial level at least (10-12 years as Factory Manager/ Mill Manager)

Background: Cotton Spinning ONLY Fine Counts 60-140 Spinning Mills- Specialized in Maintenance (job core)

1) Work Location: Alexandria Egypt, Borg Al Arab the Industrial Area #2

2) Working Hours & Days: form 8 am to 4 pm, Saturdays- Thursdays

3) Nationalities: Indians Pakistanis, or Bangali

4) Languages: Fluent in English is A MUST Clear English Communication

5) AGE : Between 48 – 55 Maximum Only

Benefits: ANNUAL VACATION - Accommodation, Transportation, 2 Flight Tickets/ yearly, Incentive bonus and profit share depends on KPIS

Job Description & Responsibilities:

Responsible for the total performance of the spinning unit, the bridge between the boardroom (Owner/Managerial Staff) and the factory floor (Supervisors & Labors).

The goal is to deliver high-quality yarn at the lowest possible cost, ensuring the mill remains competitive in a global market

I. Operational & Strategic Leadership

• Production Targets: Oversee the entire process from Raw Cotton intake to Finished Yarn dispatch. Manager ensure the mill hits daily "grams per spindle" targets.
• P&L Responsibility: You are responsible for the mills budget. This includes managing OPEX (Operating Expenses like labor and power) and proposing CAPEX (Capital Expenditures like buying new machinery).
• Supply Chain Management: Coordinate with cotton procurement teams to ensure the "Mixing" quality remains consistent despite fluctuations in raw material.

II. Technical & Energy Oversight

(This is where an Electrical Maintenance Engineering background is a "Superpower")

• Energy Optimization: In a spinning mill, power is often the second-highest cost after raw cotton. FM will lead initiatives to reduce the UKG (Units per Kilogram of yarn produced).
• Facility Maintenance: FM don't fix the machines, but He hold the Electrical Maintenance Engineer accountable for uptime. FM decide when it is more profitable to repair an old machine or replace it with an automated model.

II. People & Compliance

• Workforce Management: Leading a workforce of 500+ people. This includes overseeing HR procedures related to the workflow collaboratively, shift scheduling, and industrial relations
• Safety & Security: Ensuring a harassment-free and physically safe environment. This includes fire safety (crucial in cotton mills) and digital security for the mill's automated systems.

2) KPIS Structure:

1. Purpose

This policy defines the Key Performance Indicators (KPIs) for the Factory Manager, including responsibility for follow-up, auditing, and enforcement of all operational processes, SOPs, and checklists across the factory, with special focus on fine and super-fine yarn counts (Ne 60160).

2. Scope & Authority

The Factory Manager has full operational authority and accountability over Production, Planning, Maintenance, Quality, Utilities, Stores, and Shop-floor HR coordination. He is responsible not only for results, but also for ensuring that approved processes and checklists are consistently followed and audited.

3. Guiding Principles

- Process compliance drives quality and productivity - What is not audited will eventually fail - Standardization and discipline are critical for fine-count spinning - Factory Manager is the custodian of all operational systems

4. Factory-Level Performance KPIs

4.1 Overall Production Performance: - ≥ 95% achievement of approved monthly production plan (by count mix) - Minimal unplanned count or sequence changes

4.2 Overall Productivity: - Factory efficiency meeting approved standards - Sustainable productivity improvement of 23% annually without quality loss

4.3 Quality & Consistency: - Zero customer rejections - Uster CV, IPI, hairiness within approved limits - Lot-to-lot consistency

4.4 Machine Reliability & Maintenance Integration: - Ring frame availability ≥ 95% - Preparatory availability ≥ 97% - Preventive maintenance compliance ≥ 95%

5. Process Compliance, Follow-up & Auditing KPIs (Core Responsibility)

The Factory Manager shall ensure that all approved SOPs, processes, and checklists are implemented, followed, and audited across all departments.

5.1 SOP Implementation: - 100% departments operating with approved and current SOPs - No critical operation performed without written procedure

5.2 Checklist Compliance: - Daily, weekly, and monthly checklists implemented in all departments - ≥ 95% checklist completion rate

5.3 Internal Audits: - Monthly internal audits covering Production, Maintenance, Quality, Stores, and Utilities - Audit findings closed within agreed timelines

5.4 Corrective & Preventive Actions (CAPA): - Root-cause analysis for repeated deviations - Documented corrective actions with follow-up verification

5.5 Documentation & Records: - Proper maintenance of logs, reports, and quality records - Audit-ready documentation at all times

6. Workforce, Discipline & Culture

6.1 Workforce Stability: - Overall worker turnover ≤ 12% - Ring frame (Ne 100+) turnover ≤ 5%

6.2 Training & Certification: - SOP and checklist training completed for all relevant staff - No untrained employee assigned

6.3 Discipline & Housekeeping: - Attendance ≥ 96% - Zero tolerance for contamination, bypassing SOPs, or unsafe practices

7. Governance & Review Structure

- Daily shop-floor follow-up and verification - Weekly cross-department review of deviations and actions - Monthly management audit review with documented minutes - Escalation of systemic risks to senior management

8. Incentives & Accountability (Factory Manager)

KPI Weightage for Performance Evaluation: - 25% Quality & Consistency - 20% Production & Productivity - 20% Process Compliance & Auditing - 15% Maintenance & Machine Reliability - 10% Workforce Stability & Discipline - 10% Cost, Energy & Resource Control

Repeated audit failures, major SOP violations, or quality incidents will result in loss of performance incentive for the relevant period.

9. Monitoring & Reporting

9.1 Daily factory dashboard 9.2 Weekly compliance and deviation report 9.3 Monthly KPI and audit summary

10. Enforcement

Failure to ensure process compliance, auditing discipline, or corrective follow-up may result in corrective action plans, loss of incentives, or disciplinary measures as per company HR policy.

If interested, pls share your updated CV to hr@mmenterprises.co.in with following details

Current CTC

Expected CTC:

Notice Period:

Total Yrs of exp:

Managerial Exp:

yr of exp in cotton spinning:

yr of exp in Maintenance:

No of Spindles handled:

workers working under you :

Regards,

Asha

MME