VP of Operational Excellence
jfo_jfm_manufacturing-operations-operational-excellence-in-manufactu · E1 — E1 — Director (Executive) · Executive
Executive leader who sets and drives the enterprise-wide operational excellence strategy across all manufacturing sites.
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Executive
Family rungs priced
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Coordinates
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pay@2 · 2026-07
What this role is
Executive leader who sets and drives the enterprise-wide operational excellence strategy across all manufacturing sites. At the Director (Executive) (E1) level, the role owns a significant function with strategic authority, strategic and cross-functional, and drives function-wide enterprise impact. Executive leadership of a function.
What this level does
- Lead the operational-excellence sub-function for a single site or business unit through Directors/Senior Managers, setting the annual Kaizen roadmap and OEE, working-capital and cost-reduction targets aligned to the unit's business plan.
- Direct the deployment of Lean Six Sigma and structured problem-solving methodologies across the unit's manufacturing processes, holding line leaders accountable for sustaining diagnosed root-cause improvements.
- Own the unit's KPI framework — quality, efficiency, OEE, cost — reporting improvement value delivered to the site/business leadership and reprioritizing the project portfolio against shortfalls.
- Interface with plant Quality, R&D, Sourcing and Packaging leaders to align improvement initiatives with production needs, and represent OpEx results to visiting corporate and customer executives.
- Build the site's continuous-improvement capability — certifying belts, running training courses and embedding 5S/standard work so daily improvement ownership shifts to line management.
- Knowledge applied
- Detailed knowledge of a single unit's manufacturing processes plus functional command of Lean Six Sigma, Kaizen, TPM and structured problem-solving; applies methodology to set and hit OEE, cost and working-capital targets for the unit.
- Complexity & problem solving
- Sets functional improvement strategy and diagnoses root causes within one site/business unit; consequences of the roadmap and portfolio are serious for that unit's performance.
- Collaboration & interaction
- Interfaces with plant Quality/R&D/Sourcing/Packaging leaders and represents OpEx results to visiting corporate and customer executives.
- Typical experience
- 12–15+ years of manufacturing and improvement experience including management of an OpEx team through Directors/Senior Managers.
Skills at this level
- Lean Six Sigma
- — Applies DMAIC-structured Lean Six Sigma to diagnose root causes of manufacturing variation and waste, implement sustainable process improvements and quantify the resulting business value.
- Kaizen Program Leadership
- — Organizes and manages the Kaizen roadmap across sites, chartering and sequencing rapid-improvement events and cross-functional teams to ensure timely execution of the improvement portfolio.
- Value Stream Mapping
- — Maps end-to-end manufacturing material and information flows to expose waste, bottlenecks and lead-time drivers, then targets improvement projects at the highest-value steps.
- Total Productive Maintenance (TPM)
- — Deploys TPM to shift equipment ownership to operators and reduce unplanned downtime, driving overall equipment effectiveness (OEE) improvements on manufacturing lines.
- OEE and KPI Governance
- — Develops, monitors and reports OEE, quality, efficiency, cost and working-capital KPIs to track improvement progress and identify the next portfolio of opportunities.
- Statistical Process Control (SPC)
- — Uses control charts, including Individual-Moving-Range charts, to monitor process stability, distinguish common- from special-cause variation and trigger corrective action in manufacturing.
- Theory of Constraints
- — Identifies the constraining resource in a manufacturing flow and focuses improvement effort on elevating that bottleneck to lift throughput of the whole system.
- Business Process Reengineering
- — Redesigns manufacturing and functional processes from the ground up to remove structural waste and achieve step-change gains in productivity, quality and cost.
- Structured Problem Solving
- — Applies 5 Whys and related root-cause tools to reach the true cause of quality and performance problems and prevent recurrence rather than treating symptoms.
- Continuous-Improvement Capability Building
- — Builds enterprise improvement capability by leading training courses that convey complex Lean Six Sigma concepts clearly, certifying practitioners and embedding 5S and standard work so line management owns daily improvement.
- Cross-Functional Transformation Leadership
- — Drives operational-excellence initiatives across Manufacturing, Quality, R&D, Strategic Sourcing and Packaging, aligning multiple functions behind common efficiency, quality and business-performance objectives.
- Working Capital and OEE Optimization
- — Directs data acquisition and analysis on financial performance, working-capital and overall equipment effectiveness to target and realize cash and asset-productivity gains in manufacturing operations.
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As of · 2026-07-30
Edition · canon-v2@2.1.0-complete
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