Director - OPEX

MCC•Batavia, OH

2d•Onsite

About The Position

As the global leader of premium labels, MCC helps brands stand out in competitive markets and inspire positive consumer experiences. Backed by over a century of printing experience, MCC is focused on the future by developing consumer-driven innovations and sustainable packaging solutions. Working for our team, you can truly make a difference. Lead the continued evolution of MCC's Operational Excellence (OpEx) system across the Americas manufacturing network, accelerating performance gains and making sure initiatives deliver measurable business results.

Requirements

Bachelor's degree in Engineering, Manufacturing, Operations, Supply Chain, Business, or a related field
10+ years of manufacturing leadership experience
Multi-site OpEx experience
Experience building or scaling a standard operating cadence across a multi-site network with varying starting maturity levels
Demonstrated track record of developing site-level leaders into larger roles
Expertise in Lean Manufacturing, Hoshin Kanri, Value Stream Mapping, Kaizen, MDI, A3, and Root Cause Analysis
Ability to travel up to 70%

Nice To Haves

Lean Six Sigma Black Belt or Master Black Belt
Packaging or high-volume manufacturing experience
S&OP experience
MBA

Responsibilities

Lead OpEx strategy across the Americas network.
Facilitate Hoshin Kanri deployment, translating enterprise priorities into site-level action plans and rolling site results back up into enterprise metrics.
Act as the link between plant-level execution and VP/ELT strategy.
Support S&OP optimization and end-to-end process improvement.
Create and enforce a standard lean operating cadence (tiered daily management, gemba routines, leader standard work) so every plant runs the same playbook, not 14 different versions of “lean.”
Strengthen Managing Daily Improvement (MDI) systems.
Run a formal certification and capability-maturity model for sites, tied to the OpEx pillars, that creates healthy competition and a clear roadmap for underperforming plants.
Lead Kaizen and Value Stream Mapping activities.
Own the productivity improvement funnel end to end, from pipeline generation and project prioritization through execution tracking and validated savings, with a standard scorecard reviewed monthly across all 14 sites.
Partner with Finance to validate savings and productivity gains.
Lead post-project audits to confirm savings have held at 90 and 180 days.
Coach plant leaders in Lean methodologies.
Build and develop a bench of Site OpEx Managers, with clear capability standards, a coaching cadence, and a succession pipeline, so the network's lean capability doesn't depend on one person.