Our client is an ISO certified leading manufacturer of highly engineered electronic controls for industrial applications, oil & gas and transportation end markets. With proprietary technologies in electronic and instrumentation products they have carved a niche for themselves in demanding applications. Supported by strong financial standing, the business is positioned to continue double-digit annual growth over the next 5-10 years.
Provide the leadership, coaching and project management skills required to improve productivity at our Los Angeles facility through the implementation of continuous improvement programs. Based on LEAN thinking, activities are aimed at value stream linkage, quality and productivity improvements, new product implementations and value engineering projects. The primary objective is to strengthen business processes in our back-end operations and leverage operational resources to provide profitable sales growth without creating bureaucratic systems or waste. Drawing from the internal Operational Excellence (OpEx) team this position is meant not just to assure daily production is built on time to standard work but concurrently provide the direction and leadership to highlight improvement opportunities and then implement them.
This position will provide direction to: Assemblers, Material Handlers; Manufacturing Engineers, Buyers/Planners, Production Supervisors
Business Leadership: Own the future direction of value streams using the vale steam maps (VSM) that facilitate strategic initiatives; Facilitate daily Ready-Meeting in value streams and attend the management walkthrough to report the highest pareto of non-performance causation with management team and identify call-for-action items; Be able to develop an operations roadmap to align with 3-5 year strategic business line initiatives
Continuous Improvement Strategy: Coordinate an overall strategy of continuous improvement; Target at least 10% improvement per year; Facilitate and own all VS based Standard Work Kaizen’s and provide input of managing future events through the Kaizen roadmap with the OpEx team; Identify future teams for Kaizen and need for training and interpersonal skills to assist team members to become proficient in Lean, continuous improvement and process control; Oversee action plans (AP) within the root cause of SQDC as well as kaizen newspaper items (actions not yet complete during the kaizen); Facilitate kaizen activities; Provide overall direction in tactical supply chain to improve inventory turns and reduce stock outs, and develop strategy and goals for operations improvement
Teamwork and Development: Provide team development and cross-training primarily through Kaizen participation to maintain a culture of continuous improvement; Emphasize on visual controls and cell ownership; Continuously evaluate the overall effectiveness of the team’s efforts; Work directly with supervisor and/or cell team leads to improve single piece flow; Actively listen and coach team members to drive results while promoting a professional and respectful work environment; Enforce accountability with the highest degree of integrity; Support teamwork and practice company core values
Business Systems: Promote all Safety and 5s policies and procedures; run a clean and safe ship; Own the Safety, Quality, Delivery and Cost (SQDC) metrics of the OpEx for each value stream under your control; Master the use of the Performance and KPI boards to show team’s overall progress, market team efforts and if necessary, ask for help; Ensure that Standard Work, Standard Relationships and Standard Pathways are implemented throughout the value stream