Senior Lean Manufacturing Supervisor
manufacturing › Lean Manufacturing · M2 — M2 — Manager II · Management
Leads a shift or production cell team in applying lean methods to accelerate design-for-manufacture and reduce time to market.
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What this role is
Leads a shift or production cell team in applying lean methods to accelerate design-for-manufacture and reduce time to market. At the Manager II (M2) level, the role owns an established team or sub-function, cross-project coordination and priorities, and drives group delivery and development. Manages a team; sometimes manages leads.
What this level does
- Manages a skilled team of lean engineers or junior supervisors across multiple lines or cells, owning the tactical continuous-improvement plan and its measurable outcomes
- Organizes and facilitates cross-functional workshops covering process improvement, changeovers, TPM, Value Stream, and material flow, coordinating participation across shifts and departments
- Coaches, trains, and mentors cross-functional teams in Lean/Six Sigma tools including VSM, Standard Work, 5S, SMED, Kanban, GEMBA, DOE, Problem Solving, TPM, and TPI
- Works with the IL6S/Manufacturing Managers to scope improvement opportunities and leads improvement teams to develop solutions and control plans
- Applies judgment within known factors to prioritize which quality and productivity losses the team attacks first, balancing effort against short-term cost and throughput targets
- Knowledge applied
- Applies the full Lean/Six Sigma toolset (VSM, SMED, Kanban, TPM, DOE) and teaches it to others across lines.
- Complexity & problem solving
- Makes judgments within known factors to prioritize losses and scope improvement teams across multiple cells.
- Collaboration & interaction
- Cross-functional cooperation across shifts, maintenance, and quality; coordinates workshop participation.
- Typical experience
- 2–5 years in team leadership or lean specialist roles.
Skills at this level
- Lean Six Sigma Methodologies
- — Applies continuous-improvement and process-optimization methods — VSM, standard work, 5S, SMED, Kanban, TPM, Kaizen — to eliminate waste and increase throughput in manufacturing operations.
- Root Cause Analysis
- — Uses structured problem-solving to identify the permanent root cause of recurring quality and productivity issues on the production floor and drives corrective control plans.
- Time Study & Work Standards
- — Conducts and audits time studies to set time standards, measure productivity, and support estimation of manufacturing costs.
- Workshop Facilitation & Kaizen Leadership
- — Organizes and facilitates improvement workshops (changeover, 5S, TPM, Value Stream, material flow), scoping opportunities and leading teams to solutions and control plans.
- Lean Coaching & Capability Building
- — Coaches, trains, and mentors cross-functional teams in Lean/Six Sigma tools (GEMBA, DOE, TPI) to build capability and sustain adoption of improvements.
- Workplace Flow & Layout Design
- — Plans and implements workplace flow, line layout, and equipment installations, modifications, and moves according to Lean concepts.
- Manufacturing Systems (ERP/MES)
- — Uses ERP and MES systems to pull production data, track standards and losses, and feed improvement decisions in manufacturing operations.
- New Line Start-up & NPI
- — Leads advanced manufacturing plans to start up new production lines, commission plants, and introduce new products into manufacturing operations.
- Stakeholder Alignment for Lean Adoption
- — Aligns diverse teams around lean principles through communication and stakeholder engagement to ensure sustainable, measurable adoption.
- Manufacturing Strategy & Technology Evaluation
- — Contributes to long-term manufacturing planning and evaluates new technologies such as digital manufacturing and AI-enabled process optimization for adoption.
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As of · 2026-07-30
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Source · canon-v2 cell + salary-benchmark (model)
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