Processing Membrane Subject Matter Expert

fairlifeOnsite

fairlife, LLC is a Chicago-based nutrition company that creates great-tasting, nutrition-rich and dairy products to nourish consumers.

With nearly $3B in annual retail sales, fairlife’s portfolio of delicious, lactose-free, real dairy products includes: fairlife® ultra-filtered milk;

Core Power®

High Protein Shakes, a sports nutrition drink to support post-workout recovery;

fairlife® nutrition plan™, a nutrition shake to support the journey to better health.A wholly owned subsidiary of The Coca-Cola company, fairlife, LLC has been recognized by both Fast Company and Nielsen for its industry leading innovation.To learn more about fairlife and its complete line of products, please visit fairlife.com.Job purpose: The Subject Matter Expert (SME) is a crucial role within the EngineeringDepartment that needs to perform at a high level with a very critical eye with a high statistical approach. The SME will provide technical solutions and expertise to Operations, Maintenance, building, plant infrastructure and, utilities.

The SME manage and oversee the site maintenance and assisting the team responsible for operational reliability and top loss improvements. This individual will plan, direct, and coordinate team activities including all projects with necessary vendors and in-house resources. They are responsible for ensuring and improving the performance, productivity, and efficiencies for the plant through provision of effective methods, controls, and strategies.

Responsibilities:

Can explain all membrane (UF,UFDF,NF,RO) functions and flow using the HMI or on the floor with the equipment
High technical and with mechanical aptitudes
Open schedule and willing to take calls and assist at all hours including night shift.
Driven to learn and improve operations and efficiencies
Excellent and proven problem-solving skills
Ability to work with other individuals and contribute to team success
An understanding or desire to learn Mechatronics
Ability to troubleshoot 90% + of technical issues, create new recipes, develop SOPs, training material, schedules training, PM guidelines, and PM schedule
The requires a strong mechanical background and an excellent understanding of process flows.
Proven ability to work with OEM specific machinery that the Goodyear Facility has.
LOTO and risk assessments.
Identify and communicate material defects
Follow quality issues to completion
Own and update all equipment documentation and procedures (CL, CILs, recipes)
Track the life cycle of equipment specific parts and track inventory and order parts as needed
Navigate and adjust HMI settings as needed
Communicate cross-functionally with operators, leadership, engineering, CI, vendors and Krones
Disassemble, repair, and reassemble equipment components
Prioritize, schedule, and communicate any projects and maintenance of equipment to leadership and effected departments
Leads rebuilds and maintenance initiatives
Create and modify product recipes as needed.
Supports equipment specific trials
Gather, analyze, and communicate equipment specific data
Serve as a top resource and technical expert for the plant in all disciplines of maintenance, equipment processes and production.
Lead technical BDA and RCA programs.
Failure analysis to recommend operational, maintenance, and process changes so as to maximize equipment.
Ability to reverse engineer OEM parts and assemblies to improve the machine and assembly performance.
Coordinate, help, plan, and monitor the work of the maintenance and production departments. Managing reliability KPIs and department goals incorporating analytical tools to improve reliability, monitor performance, discover root cause, MTBF, and other strategies to implement improvements to eradicate variances. Provide technical support where necessary.
Driving facility improvements through proper SOP’s and ensuring that all personnel within the department have been trained on the SOP’s.
Implement moderately complex reliability excellence activities and identify and prioritize reliability engineering value creation opportunities.

Responsibilities Cont.:

Execute the development, design and installation of predictive maintenance programs and technology in alignment with the area procedures.
Collaborate with and provide guidance to maintenance repairs and production in reliability related processes and the identification of critical spares.
Independently solve moderately complex issues with minimal supervision, while escalating more complex issues to appropriate staff.
Other duties as assigned.

Skills/qualifications required:

Preferred minimum of 5-10 years’ experience Consumer processing goods or directly related to the duties and responsibilities.
Skilled in organizing resources and establishing priorities.
Able to maintain confidentiality of records and information.
Strong proven mechanical and data driven skills with Alfa laval process equipment.
Strong interpersonal and communication skills and the ability to work effectively with a wide range of constituencies in a diverse community.
Ability to train staff, including organizing, prioritizing, and scheduling work assignments.
Ability to analyze and assess training and development needs.
Skilled in BDA and RCA initiatives with the ability to lead those initiatives.
Able to understand and utilize engineering drawings, operating manuals, and blueprints to conduct business.
Able to stand for extended periods of time, lift a minimum of 40 lbs. on an occasional basis, and able to climb ladders and work at elevations of 75 feet.
Ability to handle ambiguity and work in a fast paced, entrepreneurial environment.
Ability to work all shifts including off shifts.
Previous automation experience preferred.
Aseptic/Dairy experience preferred.
Knowledge of USDA, State, Federal regulations for a dairy manufacturing facility a plus

Safety:

The goal for the whole plant is to have less than 2.0 TIR/LTIR. However, we will not be able to achieve that without the building block of safety. It relies upon our team to be on the "tip of the spear" to be able to pull this off. This is through Behavioral Based Safety programs (BBS - coming soon), risk predictions and permit to work. To that end we will need to do our part to ensure that the team is leading the way in transforming the safety culture that we currently have in the facility. Your role with safety comes down to:

Risk Predictions - Adherence - Acceptance - Standard
Permit to Work - Adherence - Acceptance - Standard
Behavioral Based Safety program
Annual OSHA Required Safety Training

5'ish Big Rocks:

To accomplish the goals for the facility, the SME role has a large portion within the goals. As the SME the role is critical to the overall success for the team and ensuring that we have documented SOPs and helping the team to be well versed within the specific areas. To accomplish this, we will need to focus on these 5'ish rocks:

Machine Center Responsibilities
The SME for the Utilities areas are the leader that will take the charge when we are developing plans for the specific areas. The SME has complete ownership of the area assigned and will own and drive the downtime out of the specific area.
Goal: The goal for the SME to have complete ownership of the specific area that they are assigned and will understand and execute the following:
WOs as assigned.
Understanding the DT that is associated with the specific areas they are assigned and know the Opinsights data and guide team to address the issues.
Actions taken or guided addressing the top loss for the specific areas assigned.
Active and lead participant in the Reliability Routines that have been established.
Ensuring critical spares have been identified and we have sufficient stock levels for those critical spares.
Enhancing the PMs that are for their specific machine centers or areas.
Modular rebuild planning, coordinating and executing against.

Mean Time Before Failure (MTBF)
Mean Time Before Failure is a great measure that we can utilize to gauge our reliability of our machines. We recognize that there is a lot that goes into the MTBF and that often times we can skew the MTBF if there is bad material. We will take bad material into account when looking at the MTBF but overall for the SME this is the most critical metric that we should be focusing on.
We will need to establish baseline metrics and then establish stretch goals for the team to achieve.
GOAL: We will need to establish this goal for the packaging and processing equipment. We will need to be able to extract this data and be able to see if there is reliable established data and then set those goals. We will take our historical data and then review what a good MTBF would be.
MEASURES: Once the goal is fully established we can then set the measures.
Overhauls
The annual/bi-annual overhauls are a crucial part within being successful and leads back to our standards of we will house pristinely maintained equipment.
Preparation of the overhaul
Which includes looking at the reliability data to see if something can be done during the overhaul or is going to be done during the overhaul to be able to eliminate or greatly reduce the downtime.
Audit review with the technicians that come into the perform the audit.
Working with the tech to develop the plan.
Conducting the close out meeting with the technician.
Goal: The goal is to have the SME be a more active participant within the planning of the overhaul as well as being the execution of the overhaul.
Training
To ensure we are growing as a team we need to ensure that we are training the team to the next level. This is done through regular gap analysis within the team and leveraging the Maintenance Trainer to be able to help fill those gaps.
Goal: Work with the Maintenance Trainer to identify the gaps within our team and create a plan for the trainer to be able to assist you in executing against.
Actions Against Top Loss through 90 Day Plan
The 90-day plan allows for the team to have actionable tasks that will help eliminate the top losses that are preventing the lines from performing.
The role of the SME within the 90-day plan is help eliminate the DT or actions that fortify the processes that are in place to ensure reliable equipment.
With the GY meeting routines there are ways to drive strong actions against the Top Loss. We do this through:
DDS
DER
Reliability Routine Meetings
Goal: Be an active participant within the GY meeting routines that will allow for actions to be taken and/or process developed and/or strengthened.

Standards and Expectations

We will hold our team accountable to the standards and expectations that we have laid out for the team. There is no backing down from the standards. Additionally, we need to guide the team to be a "player driven" leadership and not a "coach driven leadership".

Standards & Expectations:

We will always wear the proper PPE at all times. No exceptions.

We will have a high sense of urgency when dealing with any DT event across all areas within the facility.

We will see the issue through and not just walk away.

We will validate our work.

We will carry ourselves with a very high level of integrity.

We will ensure when the job is complete we clean up after ourselves. The job is never done until we put the area back to the standard.

When performing a job that will take longer than 4hrs OR if there is going to be high hazard work being performed we will cordon off the area to signify that maintenance work is being performed.

Yellow for standard work

Example: PM's

Red for high hazard work

Electrical cabinet open and troubleshooting

Overhauls

The maintenance shop and parts area will maintain a high level of 5S.

This is to include cabinets and storage bins

The utility rooms will maintain a high level of 5S.

The shift maintenance teams will consider packaging their primary place to reside and "launch" for calls from this location.

We are there helping the team solve issues and keep the lines running and we are coaching the operations team.

When an issue has been resolved in another area you return to the packaging floor to ensure that we are helping the team achieve our goals.

We will embrace standards and processes.

It is either a standard or a process.

If there is a lack of a process then we will implement one.

We will ensure communication to all levels within the Engineering Department.

Every individual on the team should be in the "know"

We will embrace the digital maintenance tools when we roll them out.

This is the D365 application

This is the mobile app.

We will move fast.

Change fast.

Adapt to new processes fast.

Adapt to new standards fast.

Professional Craftsmanship

We will always provide professional craftsmanship for the Fairlife Goodyear Facility.

All repairs. All WO’s. All PM’s. Essentially, any activities that we do in the facility will be done at a high level of professional craftsmanship.

SME “Day in the Life”

The SME should be focused on proactive measures allowing reactive measures to be driven by the rest of the team.

Prior to DDS

Arrive at plant 1 hours(ish) prior to DER. (Walk the floor to connect with techs and operators after pulling data)
What we are looking for is that you will be able to know what the DT issues were from the previous 24 hours so that you may be able to help develop the plan.
Run reports in D365.
Look at “Pending work”
Get an understanding of workload and availability of resources for the day
Run Opinsights reports to understand top losses from the last 24 hours.
Populate DER board
Actions for the day should be in 8-hour chunks as the action on the board needs completed that day. No long-term actions on the board.
Coordinate and develop the plan for the day, their objective for the day should be on the board every day, no exceptions.
Take action on any top losses that have Equipment Failure (EF) as the system.
Breakdowns (Teaching opportunity talk with operators where the breakdown occurred explaining the failure and how to detect it before it causes a line stop)
Work hand-in-hand with the operator if they called maintenance for a problem in the same area to inform maintenance of the last failure also.
If no DH (PM) work, go to top loss per DDS board and perform defect hunts with Operator or Tech (Teaching Opportunity)
Lifting up the Techs for what is getting done (encouraging the team)
Not to be underestimated
Be prepared to answer questions around any items your Operations Line Lead may ask based on the information on the board keeping that your primary focus is to eliminate reactive failures vs fixing them (Why won’t it happen again).
Safety plan
Review all open Safety/GMP workorders (Get to next status)
Work on any open RCA’s or BDA's.
Assist with updating WO Job Plans, estimated labor time, Frequency and parts needed on completed work from last 24 hrs.
This responsibility starts with the Maintenance Line Lead, however should be largely driven by the Maintenance planner.
Build plan and execute 90-day goals.
All core work in the 90-day plan must have an RCA completed on it.

SME “Day in the Life – Cont.”

Additional weekly duty’s

Training for techs
Health Checks (reviewing completed work on the floor)
Management meetings
90-day planning
Complete owner of departments Asset Care Strategy program

Holding yourself and the rest of your team accountable for their *plan for the day* at reconnectfairlife, LLC is an equal opportunity employer. We do not discriminate on the basis of race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by federal, state or local laws. All qualified applicants and employees will be given equal opportunity. Selection decisions are based on job-related factors.In addition to its nondiscrimination commitment, the Company will also provide reasonable accommodation of qualified individuals with known disabilities unless doing so would impose an undue hardship on the Company.

If you have a disability and would like to request accommodation in order to apply for a position with us, please email careers@fairlife.com.

Life at fairlife

fairlife, LLC is a Chicago-based health food company with a mission to enrich lives by sustainably providing nourishment and vitality to the world. We produce and market nutritious and great-tasting lactose-free milk beverages made using a cold-filtration process that removes lactose and sugars while maximizing the natural proteins, nutrients, and minerals found in cow's milk. The company was founded in 2012 by Mike and Sue McCloskey of Select Milk Producers, Inc.®, a group of dairy farmers dedicated to using exceptional cow care and sustainable farming practices to yield higher quality milk. Our line of delicious and lactose-free fairlife® products includes: fairlife® ultra-filtered milk, the only cow's milk with 50% more protein and 50% less sugar than regular milk for the whole family; Core Power®, a high protein milkshake for athletes and fitness enthusiasts to help build lean muscle and support healthy recovery; fairlife® with DHA, an ultra-filtered milk with DHA Omega-3 fatty acids to support brain health; fairlife® YUP!, a line of flavored milks; and the newly launched fairlife® smart snacks, a snack sized beverage that blends fairlife ultra-filtered milk with honey and oats. In partnership with The Coca-Cola Company®, fairlife ultra-filtered milk and Core Power high protein shakes are distributed throughout the United States (U.S.) and Canada; all other fairlife drinks are available nationwide in the U.S. To learn more about fairlife and its collection of products, please visit fairlife.com or follow the company on Facebook, Instagram, YouTube, and Twitter.

Thrive Here & What We Value1. Wholly owned subsidiary of The Coca-Cola company2. Recognized by both Fast Company and Nielsen for industry leading innovation3. Equal opportunity employer with non-discrimination policy4. Reasonable accommodation for qualified individuals with known disabilities5. Portfolio includes lactose-free, real dairy products like fairlife® ultra-filtered milk and Core Power® High Protein Shakes6. Nearly $2B in annual retail sales7. Commitment to caring for people, animals, the planet, providing nourishing products, implementing care standards, efficient operations, responsible packaging, and making a positive impact