Job Description

Division

Manufacturing

Department

Central Manufacturing Group

Sub Department 1

CMG Manufacturing Strategy and Excellence

Job Purpose

The 4IR CoE Manager supports the manufacturing digital transformation agenda by translating strategy into scalable initiatives, strengthening governance, building capabilities, and enabling effective adoption of digital, automation, and analytics solutions. The role collaborates with site teams, central functions, and external partners to deliver sustainable business outcomes.

Primary objectives:

Define the digital transformation roadmap; implement and scale high-value solutions; improve process and system performance; strengthen governance; manage stakeholders and partners; and promote the adoption of emerging technologies.

Secondary objectives:

Assess business impact, report progress, and improve the sustainability and adoption of implemented solutions.

Key Accountabilities (1/6)

I. Digital Transformation Strategy:

Understand manufacturing priorities and stakeholder needs; identify and evaluate improvement opportunities based on business value, feasibility, complexity, and user requirements; develop implementation roadmaps, governance models, data strategies, and clear accountability; and align initiatives with the organisation’s operating and excellence frameworks.

Key Accountabilities (2/6)

II. Digital Initiatives Implementation :

Partner with stakeholders to define business problems, quantify expected benefits, establish success measures, document requirements, evaluate solution options, and manage delivery through an appropriate project methodology. Ensure solutions are implemented securely, effectively, and in line with agreed scope, timelines, and business outcomes.

Key Accountabilities (3/6)

III. Governance and Impact:

Establish governance mechanisms to monitor delivery, adoption, benefits, risks, and sustainability of digital initiatives. Conduct periodic reviews with leadership and site teams, use maturity assessments to identify gaps, and incorporate user feedback and lessons learned into continuous improvement.

Key Accountabilities (4/6)

IV. Stakeholder and Partner Management:

Identify and engage suitable technology partners, maintain effective communication between business and technical stakeholders, and coordinate required solution, security, compliance, and implementation assessments before deployment.

Key Accountabilities (5/6)

V. Technology and Innovation:

Evaluate and deploy appropriate digital, automation, analytics, and emerging technologies to improve productivity, quality, reliability, compliance, and user experience. Support the development of connected and increasingly automated operations by identifying suitable opportunities, technologies, and implementation partners.

Key Accountabilities (6/6)

VI. Capability Building and Adoption:

Build digital capability across teams by developing learning materials, conducting workshops, coaching initiative owners and site representatives, and supporting end users in the effective adoption and sustained use of digital and automation solutions.

Major Challenges

• Attrition and availability of tech talent. Capability building to achieve optimal utilization of available resources.
• Leveraging of new technologies to meet organisational goals keeping a view that technologies are changing very fast.
• Understand complex processes and practices of the organization and convert them into data science problem statements.
• Managing a complex set of functions with disparate work streams, multiple team members including cross-functional team SPOCs.
• Building sufficient understanding of operational processes within data science, data engineering and AI teams.

Key Interactions (1/2)

• Function Heads:
• For budget related discussions and impact assessment discussion
• For developing digital analytics related solutions
• Finance team:
• For digital use case implementations support and as a medium to communicate with unit stakeholders
• Digital Analytics Team (DS/DE):
• For engineering related digital use case & solutions discussion
• Corporate/ Site OE team:
• For Security checks and solution evaluation from vendor. For developing tools internally with team.
• Corporate/ Site Engineering team:
• For understanding current priorities of organizations and guidance.

Key Interactions (2/2)

• Software/hardware vendors & consultants that are partnering to develop specific tools – need basis.
• Manufacturing forums for access to best practices – periodically.
• Site Head/ Unit Heads/Section Heads – defining and validating the priorities. CFT / SPOC/SMEs across Cipla plants/Site: for scoping, review, monitoring and implementation of project. Corporate IT/ Site IT:

Dimensions (1/2)

Dimensions (2/2)

Key Decisions (1/2)

Identifying correct vendor/partner for digital transformation initiatives.

Defining/Building solution logic for digital initiatives.

Inputs on escalations encountered by ongoing projects

Key Decisions (2/2)

Existing Digital Initiatives redefining solution logic

Level 0 to Level 6 Data transfer strategy and implementation.

On Technology adoption

Education Qualification

Bachelor’s degree in engineering, technology, science, Pharmacy or a related discipline; a postgraduate qualification in business, operations, or technology is preferred.

Relevant Work Experience

At least five years of relevant experience in digital transformation, industrial automation, analytics, technology implementation, or operational improvement within manufacturing or a comparable industry.