Lean Process Improvement Specialist

Bobrick Washroom Equipment, Inc•Los Angeles, CA

7d•$130,000 - $145,000•Onsite

About The Position

As a Lean Process Improvement Specialist, you will have the opportunity to modernize a finance department by implementing continuous improvement in culture and processes. Reporting directly to the CFO, you will be responsible for implementing process changes. Core responsibilities include mapping current-state financial workflows (close cycle, AP/AR, reporting, reconciliations), identifying opportunities for improvement, redesigning processes using Lean principles, and evaluating and deploying tools, automation, and AI-driven solutions. You will partner closely with finance staff to build new skills, streamline day-to-day processes, implement new systems and technology, and establish standard operating procedures for long-term success.

Requirements

Bachelor’s Degree from an accredited four-year college or university.
3+ years’ experience working in a Lean/Six-Sigma/Process Improvement role.
Demonstrated experience modernizing finance or accounting operations.
Hands-on experience selecting and implementing finance software, automation tools, or AI applications (e.g., automated reconciliation, invoice processing, reporting).
Proven track record of implementing change.
Strong quantitative analytical skills.
Excellent project and planning abilities.
Proven ability to work effectively across functions.
Excellent communication/telephone/presentation skills, and an ability to interact with all levels of management.
Excellent organizational/project management skills/ability to multi-task and work independently.
Advanced use of Excel, Word, PowerPoint, and Outlook computer skills.
Demonstrates the ability to lead change without direct authority, build credibility with stakeholders, challenge existing practices constructively and influence decisions across the organization.
Approaches problems with a business mindset, uses data to develop practical solutions and communicates complex information and data clearly to both financial and non-financial audiences.
Strong intellectual capacity and the ability to operate with a business mindset.
Demonstrated ability to take in large amounts of data, simplify it, and communicate it to non-finance stakeholders.
Must move with speed, urgency, and confidence, and be able to influence decision-makers and drive change.

Nice To Haves

Lean Six Sigma Green Belt or Black Belt certification highly preferred.
Preference for candidates having worked within a Finance department and/or a Manufacturing organization and/or an organization with $100M+ in revenue.

Responsibilities

Map current-state financial workflows (e.g., close cycle, AP/AR, reporting, reconciliations), identify opportunities for improvement, and redesign processes using Lean principles.
Partner closely with finance staff to identify and understand pain points, build new skills, streamline day-to-day processes, and implement new systems and technology.
Establish standard operating procedures that set the team up for long-term success.
Identify and implement finance process improvements and leading practices that improve efficiency, accuracy, controls, and service levels.
Assess opportunities to leverage existing and emerging technologies to reduce manual work, improve data quality, and increase process efficiency.
Incorporate technology as appropriate.
Evaluate and deploy tools, automation, and AI-driven solutions to further improve optimized processes.
Identify technical partners and make recommendations.
Support system implementations.
Leverage existing systems and automation tools to streamline operations.
Lead change and build new ways of working in partnership with the existing team.
Support a continuous improvement mindset.
Identify training opportunities to continue to educate the team on Lean and Six Sigma principles.
Create and manage a documented improvement roadmap, to be updated quarterly.
Lead and implement organization-wide, cross-functional projects from concept to execution.
Set project metrics for success and report quarterly against those metrics.
Success can be measured by reduction in close-cycle time, error rates, hours freed up from manual work, and the number of processes successfully automated or tool-enabled, in addition to other metrics deemed important.