Plant Manager (General Manager /CEO) (m/f/d), Trivium Packaging, Weißenthurm, Deutschland


MAZE –International (Headhunters / Executive Search) sucht Kandidaten für die folgende Position und Unternehmen:

Plant Manager, Trivium, Weißenthurm Deutschland
Function: Full P&L resposnability for the Trivium Packaging Plant
Division: Europe
Business Unit: N&C
Reports solid line into: General Manager of the respective Business Unit
Scope: Financial: P&L, OCF, CAPEX, Inventories
Direct reports: All Plant Employees
The Plant Manager acts as General Manager/’CEO’ of a Trivium Packaging plant (up to 400 employees) with full P&L responsibility (up to EUR 250 M revenue).

The Plant Manager reports (solid) line to the General Manager of the Business Unit and has direct control over all plant related resources respectively cost except centrally procured (bundling effect) key materials such as tinplate, aluminum, energy and lacquers. The Plant Manager collaborates with BU Sales (Business Unit sales organization serving all plants of the respective BU) and the Global Key Account Organization.  There are not plant dedicated Sales Managers/’Plant Sales’, but it is the Plant Manager’s decision to target the optimized cost price per SKU.

·       Safety: Drives proactively (plant) safety and risk mitigation, directly leads plant H&S manager.

·       Is a role model of Trivium's values and leadership behaviors, represents Trivium and the plant as primary point of contact for internal (employees, BU/Division/Group Management) and external stakeholders (Local authorities, local community incl. plant neighbors, interested job applicants, customer visits, customer audits, etc.)

·       Owns, communicates, and cascades Trivium’s (Business Unit) strategy into plant specific actions that the employees can understand and act on; Assigns individual implementation responsibilities, monitors and executes (implementation controlling), ensures quality of results, and provides 'upward' feedback."

·       Collaborates with other Trivium Plant Managers to align on Business Unit Strategy (e.g., foot print optimization, bundling of component production, etc.) and to exchange best practices

·       Builds and motivates a successful team that drives performance and embodies the Trivium values

o   Creates a strong performance management culture, recognizing achievements and quickly acting on consequences

o   Assess the current team's capabilities against role expectations. Build the team's capabilities to be able to grow into future roles. Ensures succession for key roles, collaborates with HR on succession plan

·       Understands and acts on OHI feedback (employee survey feedback) and drives actions to increase ownership of all employees in the plant

·       Acts together with HR as primary contact for the local works council

·       Ensures that financial and nonfinancial plant results are meeting or exceeding agreed on commitments and steers plant controller on proper reporting on it.

·       Owns and manages the plant P&L – from sales to Plant-EBIT(DA); defines and monitors actions to achieve yearly budget targets (adjusted for plant allocations where relevant)

o   Leads lean operations (OpEx) project and ensure savings can be achieved

o   Collaborates with Group procurement to capture procurement savings

o   Supports SG&A cost reductions and company-wide initiatives, where applicable to the plant

o   Plans and executes plant CAPEX and restructuring (RCO) projects on time and within budget

·       Acts as role model, sparring partner, and back-up for plant safety manager, plant production manager, plant SCM, plant head of maintenance, and plant head of quality      

·      Govern plant SCM as linking pin between sales (orders) and production, decide quickly tradeoffs in the overall Trivium interest

o   Work with commercial team to quickly resolve any issues from external and internal customers, organizes and hosts customer visits and customer audits in plant

Organizes and continuously improves a smooth production flow, increasing overall asset utilization, limited WIP/material and semifinished inventory, minimum number of changeovers/set-ups and high OTIF (>99%)

·       Quality: Prioritizes a do-it-right-first-time quality culture over spoilage, cost, profitability and minimizes the complaints from customers.

·       Collaborates with R&D, OSG (Process Expert Team), and Operational Excellence on product and process innovation, continuous improvement, product complexity reduction, and stock management

KPI’s & Complexity
·      Leading and lagging safety KPIs

·      OHI plant score

·      Plant EBITDA (EBITDA excl. allocated SG&A)

·      Conversion cost

·      Asset utilization and Stock levels

·      ROCE

·      OTIF

·      Lead times

·      Number of D items (portfolio rationalization)

·      Tinplate forecast deviations

·      Quality complaints and quality cost

·      Team succession plan/performance assessment

·      Number of technologies/processes

·      Number of items (SKU’s) and BOM’s

·      Variation of demand (seasonality of demand)

·      Vertical integration – metal preparation, printing, can making

·      Customer base (Number of customers, internal/external, …)

·      Market characteristics (Quality, volatility,…)

·      Number of people

·      Number of production locations

·      SAP and IT system effectiveness/versions

Key Business contacts (internal):
Key Business Contacts (external):
BU GM, BU Sales Director, Sales Segment Directors, Sales Managers & Global Key Account organization, Safety Europe, Operational Excellence Europe, Procurement, Finance Europe, BU Quality, BU SCM, OSG, R&D
Customers, Supplier, Logistics Providers, Union representatives, local authorities.
Decision making authority:
·      Minimum prices and capacity commitments driving plant profitability

·      Specification and implementation of plant strategy (in line with BU strategy)

·      All people decisions related to plant staff (following HR guidance)

·      Financial planning including CAPEX (following Finance guidance and calendar)

·      Production planning (following plant allocation from BU SCM)

·      Arbitrations in the case of shortages (in relation with Sales).

·      Decision on stock levels / metal loading together with Procurement

Education & Training:

·      Bachelor’s and Master’s Degree in (industrial) Engineering (ideally also Business), ideally focus on:

-       Lean Operations

-       TPM

-       Supply Chain (S&OP, stock management, sales admin)


·      Lean Operations (Master Black Belt. Six Sigma Black Belt), Kaizen, SMED

·      Design thinking

·      Supply chain management software’s (ERP’s, EDI, Scanning, S&OP, …)

·      Customer audits, ideally FMCG customer audit experience

·      B2B sales

·      ‘Real’ P&L /General Manager responsibility

·      Languages (Local language plus English mandatory, Dutch a plus, French, Italian and/or German nice to have)

·      Experience as trainer, with train-the trainer programs


·      Good business acumen and understanding of customer needs

·      Strategic in thinking, tactical in implementing

·      Is results-driven

·      Is a people leader, can build followership

·      Is hands-on/practical, at ease in the day to day and firefighting

·      Has the ability to cooperate and communicate on all levels including to customers, is a team player and possesses great interpersonal and communicational skills

·      Is autonomous and self-supporting with good alignment

·      Has analytical skills at high level, at ease with data crunching

·      Is a pro-active problem solver
Specific information:

·      Size Plant Weissenthurm 250-300 FTE

Bei Interesse wenden Sie sich bitte an:
Frau Kirstie de Bruyn, Msc.
MAZE – International executive search
The headhunters for Germany (DACH)
Maximilianstraße 2
80539 München, Germany
T:     +49 (0)89 66011096

M:    +49 (0)176 54423806