Lean Leader, Operations Enabler

APM Terminals•Elizabeth, NJ

2d•Onsite

About The Position

APM Terminals Purpose of the Role The Lean Leader / Operations Enabler is responsible for enabling stable, predictable, and efficient operations across Vessel, Yard, Gate, and Rail by embedding Lean principles, Daily Management, and Lean Leader Standard Work at all operational levels. This role builds Lean leadership capability within Operations—supervisors, dispatchers, planners, and job experts—so that flow, productivity, and safety are owned and sustained by the line organization. Key Accountabilities 1 . Operational Flow & Daily Management Enablement Stabilize Daily Management routines across OPS Tier 1–3 (SQDC, Tier meetings, escalation). Coach OPS leaders on Leader Standard Work and performance follow-up. Improve Lean efficiency across Vessel, Yard, Gate, and Rail operations. Reduce variability impacting CMPH, berth productivity, and TEU throughput. 2 . Lean Leadership Capability Building Develop OPS supervisors, planners, and job experts in SQDC, Daily Management, Standard Work, and A3/PDCA. Coach leaders to own problems rather than escalate solutions. Reinforce consistency, accountability, and execution discipline across shifts. 3 . Kaizen & Problem Solving Enablement Enable and support Operations-led Kaizens aligned with OPS DM & PD (LIPs and BTO) priorities. Ensure Kaizens are connected to SQDC gaps and flow improvement. Support impact validation (performance & financial) with Finance. 4 . ABS & Lean Maturity Deployment (OPS) Support ABS maturity uplift within Operations (Daily Management, SW, problem solving). Reinforce Leader-Led GEMBA and escalation discipline. 5 . Cross-Functional Collaboration Collaborate closely with Commercial, Asset Maintenance, Planning, HSSE, HR, and Finance to ensure Lean improvements translate into operational execution.

Requirements

Bachelor’s degree in engineering, Industrial Engineering, Operations, Logistics, Maintenance, or a related technical field preferred. Equivalent practical experience in operational or maintenance leadership may be considered.
Minimum 3–5 years of relevant experience in: Operations, logistics, terminals, manufacturing, industrial maintenance, or high-variability environments, in Asset Maintenance, Engineering, Reliability, or high-variability industrial environment
Proven experience in: Enabling Daily Management systems, coaching frontline and middle management, working in 24/7 operational environments
Experience enabling Daily Management and maintenance execution routines.
Experience coaching frontline and middle management.
Familiarity with ports, terminals, logistics, manufacturing, transportation, industrial maintenance, or similarly complex, asset-intensive environments strongly preferred.
Exposure to unionized work environments is an advantage.
Strong coaching and facilitation skills.
Ability to influence without authority.
Structured, data-driven problem-solving mindset.
Comfortable operating at GEMBA.
English language native or fluent

Nice To Haves

Continuous Improvement Certification
Lean Practitioner Advance and Project Management (PMP or equivalent) certifications a plus

Responsibilities

Enable stable, predictable, and efficient operations across Vessel, Yard, Gate, and Rail by embedding Lean principles, Daily Management, and Lean Leader Standard Work at all operational levels.
Build Lean leadership capability within Operations—supervisors, dispatchers, planners, and job experts—so that flow, productivity, and safety are owned and sustained by the line organization.
Stabilize Daily Management routines across OPS Tier 1–3 (SQDC, Tier meetings, escalation).
Coach OPS leaders on Leader Standard Work and performance follow-up.
Improve Lean efficiency across Vessel, Yard, Gate, and Rail operations.
Reduce variability impacting CMPH, berth productivity, and TEU throughput.
Develop OPS supervisors, planners, and job experts in SQDC, Daily Management, Standard Work, and A3/PDCA.
Coach leaders to own problems rather than escalate solutions.
Reinforce consistency, accountability, and execution discipline across shifts.
Enable and support Operations-led Kaizens aligned with OPS DM & PD (LIPs and BTO) priorities.
Ensure Kaizens are connected to SQDC gaps and flow improvement.
Support impact validation (performance & financial) with Finance.
Support ABS maturity uplift within Operations (Daily Management, SW, problem solving).
Reinforce Leader-Led GEMBA and escalation discipline.
Collaborate closely with Commercial, Asset Maintenance, Planning, HSSE, HR, and Finance to ensure Lean improvements translate into operational execution.