Lean Operations Process Improvement Lead

Corning•Charlotte, NC

2d•$88,381 - $121,524•Onsite

About The Position

This role is responsible for leading enterprise-level lean cost improvement and process improvement initiatives across all operations that include engineering, construction, supply chain, business systems, and general business processes. The position focuses on end-to-end process optimization, including work methods, material flow, supply chain design, and information flow, to deliver measurable improvements in cost, quality, delivery, and scalability.

Requirements

Bachelor’s degree in Engineering.
Significant experience leading lean or operational excellence initiatives.
Strong understanding of supply chain and material flow principles.
Experience developing operational training and process discipline.

Nice To Haves

Experience with Sitetracker, SAP, or similar systems.
Strong facilitation, analytical, and executive communication skills.

Responsibilities

Lead lean and continuous improvement initiatives focused on cost reduction, productivity, and operational effectiveness.
Identify and design future-state processes using lean methodologies.
Quantify and track savings, cost avoidance, and performance improvements in conjunction with finance.
Institute control plans and identify KPIs reflecting process stability, productivity, cost, and quality.
Lead supply chain improvement initiatives including distribution models, site selection, transportation, and logistics efficiency.
Drive material flow optimization from supplier (both Corning and external suppliers) to field.
Improve BOM alignment with supply chain planning and field consumption through system utilizations.
Develop scalable material presentation, kitting, and replenishment standards.
Evaluate and standardize construction and operational work methods.
Improve work sequencing, handoffs, and execution clarity.
Focus on waste elimination and variability reductions through lean processes.
Identify improvement opportunities and lead the development of current- and future-state value stream maps in collaboration with cross-functional teams.
Conduct make vs. buy analysis to explore opportunities for insourcing of construction work.
Assess how systems support operational processes.
Improve information flow across Sitetracker, SAP, and customer systems.
Identify system utilization enhancements (with an intent to avoid customizations) and integration opportunities as process enablers.