Chief Operational Excellence Officer
jfo_jfm_manufacturing-operations-operational-excellence-in-manufactu · E3 — E3 — Vice President · Executive
Executive who sets and owns the enterprise-wide operational excellence strategy across all manufacturing operations.
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pay@2 · 2026-07
What this role is
Executive who sets and owns the enterprise-wide operational excellence strategy across all manufacturing operations. At the Vice President (E3) level, the role owns a division, market and competitive strategy, and drives division-wide. Leads a division's leadership team.
What this level does
- Shape the operational-excellence strategy for a large division or region, leading site and divisional OpEx leaders (E1–E2) and carrying enterprise-level risk on the productivity and quality commitments made to the corporation.
- Define the enterprise Manufacturing Excellence model — the standard methodologies, capability ladder and transformation approach — and drive its adoption across a major manufacturing footprint.
- Set multi-year productivity, cost and working-capital transformation targets that materially move the division's competitiveness, and govern the portfolio of programs delivering them.
- Represent manufacturing-excellence capability externally — to major customers, industry forums and audit/certification bodies — as part of the corporation's strategic positioning.
- Establish the enterprise KPI and benchmarking system, holding regional and site executives accountable for closing performance gaps against internal and industry best practice.
- Knowledge applied
- Shapes the corporate manufacturing-excellence model and capability ladder for a large division or region, deploying it across a major footprint.
- Complexity & problem solving
- Sets multi-year transformation strategy carrying enterprise-level risk; addresses systemic performance gaps against internal and industry benchmarks.
- Collaboration & interaction
- Represents manufacturing-excellence capability externally to major customers, industry forums and certification bodies, and participates in corporate strategy.
- Typical experience
- 15–20+ years with demonstrated enterprise-impact transformation leadership.
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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