Deploy, train and maintain local digital solutions identified to answer a particular business need. These solutions are to be consistent with the 4.0 lever implementation process and adapted to the specific challenges taking into account any regulatory, contractual, obsolescence, productivity, cybersecurity and operational considerations. Local digital solutions are either Safran 4.0 Digital Levers or any other system or hardware implementation that uses or provides data. Direct Responsibilities in Process: Identify the right lever for the need . Identification and validation of the Safran 4.0 Digital Levers, as the best lever for the need, either through a Safran 4.0 Diagnostic, through a repeat of a similar use case or through a request from the business. The identification of the lever is not the sole responsibility of the 4.0 Lever Manager, it happens alongside the teams and/or through working within the change request board.

• Working with the Computerisation Manager, who is the owner of the site's digital roadmap, integrate all Safran 4.0 Digital Levers into the site Digital Roadmap, taking special care to ensure that the Digital Roadmap is consistent with the wider group Digital Roadmap.
Review project planning of each lever, ensuring that sufficient resource is available to support each item in the Digital Roadmap.
• Review the proposed 4.0 Digital Lever and review any similar implementations that have been done within group, doing lessons learned on any previous implementations before finalizing the implementation plan.
• Support operations with the planning of all aspects of the lever implementation, which includes the specification, planning, installation of hardware, training of operators and support staff, and collection and storage of associated documentation and associated data.
• Creation of training document for operators and support functions (e.g. Works Engineers).
Complementary Description
• Review the effectiveness of any lever implementation, taking into account any defined SQCDP metrics and satisfaction of stakeholders. Compare the implementation against any similar levers implemented across the group to ensure continuous improvement of lever implementation within the Digital Roadmap.
• With consultation and agreement, the Head of Digital Transformation may delegate some tasks to the 4.0 Digital Lever Manager but the accountability will remain with the Head of Digital Transformation
• Delegation of some of the process responsibilities to the Trainee Digital Project Leader is acceptable but the accountability remains with the 4.0 Digital Lever Manager
• Management of time and attendance, setting and reviewing objectives as part of the annual appraisal process, development of trainee through use of training matrix and regular development reviews.
• Will be required to influence other departments to provide adequate resource to complete tasks as per the Digital Roadmap. Where conflict occurs, they are responsible for escalating the issue to the correct level to ensure correct prioritization. If resource is not available then this should be highlighted as a risk to the project and communicated as per paragraph
• Identify & escalate any risks or concerns in relation to product or people safety using the company tools & processes.
  
  Safran Nacelles is a worldwide leader in aircraft engine nacelles. Our products and services equip all aircraft types; regional, business, short, medium and long range commercial aircraft. Our expertise covers nacelle design, manufacturing, integration, maintenance and services. We were voted the 28th best worldwide employer in 2022 by Forbes. Our site in Burnley provides employment to almost 700 people and we are proud to be one of the largest private sector employer in Burnley.
Our Four People Fundamentals underpin life at Safran, and our culture is built on the following principles