Global Chief Operational Excellence Officer
jfo_jfm_manufacturing-operations-operational-excellence-in-manufactu · E4 — E4 — Senior Vice President · Executive
The most senior executive accountable for driving operational excellence across all manufacturing operations worldwide.
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Track
Executive
Family rungs priced
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Coordinates
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pay@2 · 2026-07
What this role is
The most senior executive accountable for driving operational excellence across all manufacturing operations worldwide. At the Senior Vice President (E4) level, the role owns multiple divisions, enterprise strategy and external stakeholders, and drives cross-division / enterprise. Leads division leaders.
What this level does
- Oversee the enterprise operational-excellence and transformation portfolio across multiple business areas and geographies with high autonomy and corporate-level impact, participating in enterprise strategic development.
- Integrate OpEx strategy with corporate priorities — capital allocation, footprint, cost and quality agendas — so the continuous-improvement program is a driver of overall company performance.
- Engage the board, CEO and industry leaders on manufacturing productivity, transformation risk and the returns delivered by the improvement program.
- Set the enterprise standard for improvement methodology, capability and culture, sponsoring the transformation that repositions manufacturing competitiveness across all businesses.
- Hold accountability for the aggregate financial, OEE and quality outcomes of the enterprise improvement agenda, resolving trade-offs across businesses that affect corporate results.
- Knowledge applied
- Directs the enterprise-wide operational-excellence and transformation agenda across multiple businesses and geographies, integrating it with corporate strategy.
- Complexity & problem solving
- Participates in enterprise strategic development with high autonomy; resolves cross-business trade-offs that move corporate results.
- Collaboration & interaction
- Engages board, CEO and industry leaders regularly on productivity, transformation risk and program returns.
- Typical experience
- 20+ years of extensive corporate strategy and manufacturing 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
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