Manager, Operational Excellence Transformation

Default•Chattanooga, TN

9d•Onsite

About The Position

The Manager, Operations Excellence Transformation is responsible for leading enterprise transformation deployment across Astec Infrastructure Solutions by converting Operations Excellence priorities into executable, measurable, and sustainable improvements. This role operates within the IS Group’s Double Manufacturing Velocity (DMV) transformation program — a multi-year initiative targeting breakthrough improvements across the PQVC pillars (People, Quality Assurance, Efficiency, Variance Control, and Focused Growth). Reporting to the Director, Operations Excellence, this role owns the enterprise kaizen funnel, transformation workshops, implementation discipline, replication process, flow and pull-system deployment support, and targeted site support across plants and selected business functions. This role owns the enterprise transformation engine — moving priority work from opportunity identification to implementation and sustainment. This includes structured kaizen deployment, value-stream and future-state design support, pull-system and internal logistics deployment support, built-in-quality and abnormality-response methods, and cross-site replication of proven improvements. This role does not replace site leadership accountability and does not function as permanent staff augmentation. Site leaders remain accountable for local results, and site Operations Excellence managers remain responsible for plant-level coaching and daily execution.

Requirements

Bachelor’s degree in industrial engineering, Operations, Supply Chain, Business, or related field preferred
Minimum of seven years of experience leading Lean transformation, continuous improvement, or multi-site implementation in manufacturing environments
Demonstrated success leading kaizen events and implementation efforts that deliver measurable operational and financial impact
Strong knowledge of Lean principles and methods, including value-stream mapping, flow, pull, visual management, standard work, problem solving, and sustainment
Practical understanding of supermarkets, pacemaker processes, replenishment loops, internal logistics, and production-flow improvement
Strong facilitation and coaching skills across hourly, salaried, and leadership audiences
Strong project and portfolio management discipline
Strong business and financial acumen with the ability to connect improvement work to profit-and-loss impact
Ability to influence leaders and teams from the shop floor to senior leadership
Demonstrated ability to drive change in a decentralized, multi-site environment without direct authority — including managing resistance, building credibility at site and senior leadership levels, and sustaining gains through leadership transitions.
Proficiency with digital project tracking, dashboarding, or workflow tools to support execution discipline, funnel visibility, and transformation reporting.

Nice To Haves

Experience supporting both plant and business-function kaizens
Experience improving material flow, replenishment, and production-control methods
Familiarity with Hoshin Kanri, TPM, and built-in-quality methods
Lean or continuous improvement certification (Shingo Prize, SME Lean Bronze/Silver, or equivalent).
Experience using digital project tracking, dashboarding, or workflow tools to improve execution discipline
Experience operating in a multi-site, decentralized manufacturing enterprise.

Responsibilities

Lead enterprise deployment of Operations Excellence transformation priorities across plants and selected business functions.
Convert business needs and performance gaps into executable improvement plans with clear owners, timing, and measurable targets.
Support plant recovery, performance stabilization, and breakthrough improvement efforts.
Maintain a structured transformation model that balances urgency, impact, plant readiness, and available resources.
Own the enterprise funnel for focus kaizens, transformation workshops, and implementation projects.
Partner with OpEx site managers to ensure WIN (Workplace Improvement Now) submissions at each site are triaged, assigned, and advanced through the L0–L5 lifecycle in alignment with enterprise priorities.
Establish standard definitions for intake, scoping, prioritization, approval, execution, follow-up, and closure.
Maintain visibility to opportunity size, business case, resource requirements, expected timing, and actual results.
Facilitate high-impact kaizens and workshops across plants and business functions.
Ensure events end with clear implementation ownership, due dates, and expected PQVC impact.
Drive post-event implementation facilitation, ensuring action items are completed, barriers are escalated, and gains are sustained.
Apply standardized 30-, 60-, and 90-day follow-up methods where appropriate.
Prevent event closure without confirmed execution follow-through.
Strengthen the business’ ability to move from identified opportunities to implemented results.
Support value-stream mapping, future-state design, and major flow improvement work across plants and selected support functions.
Help plants and functional teams move from isolated local improvements to end-to-end flow thinking.
Support design and deployment of pull systems, supermarkets, pacemaker processes, replenishment loops, and material presentation methods.
Support internal logistics, water spider concepts, route-based replenishment, and point-of-use material strategies where appropriate.
Improve the connection between schedule stability, material flow, staffing, and process flow.
Support deployment of leveled scheduling and production stabilization practices where practical for the business model.
Help identify production instability, schedule swings, and batching behavior that negatively affect flow, labor efficiency, and delivery.
Partner with plant and supply chain leadership on realistic approaches to level loading, mix management, and flow improvement.
Ensure production-control improvements are tied to measurable business impact and plant constraints.
Support deployment of built-in-quality methods that improve visibility and response to abnormal conditions.
Help plants establish clear abnormal response methods for safety, quality, material, and equipment issues.
Support Andon-style escalation, stop-to-fix behaviors where appropriate, containment routines, and rapid-response discipline.
Reinforce the expectation that process abnormalities should be seen, escalated, and addressed quickly.
Partner with TPM and site Operations Excellence teams where equipment or process instability contributes to defects or recurring interruptions.
Identify successful improvements that should be scaled across sites and functions.
Coordinate documentation, standardization, handoff, support, and follow-up for replication.
Build a repeatable Yokoten process that reduces the time from pilot success to broader adoption.
Coach site Operations Excellence managers and functional leaders on kaizen execution, facilitation, implementation discipline, value-stream thinking, and transformation leadership.
Help strengthen the enterprise Operations Excellence network by sharing tools, methods, and lessons learned.
Build internal capability so the organization becomes less dependent on corporate support for basic facilitation and rollout overtime.
Partner with the Manager, Operations Excellence Capability and Systems on capability gaps observed during transformation work.
Ensure transformation work is tied to measurable business value, including productivity, cost, quality, flow, working capital, and service improvement.
Maintain transformation reporting for leadership review, including funnel health, event output, closure discipline, and validated benefit realization.
Partner with the Manager, Business Strategy to ensure transformation work aligns to Hoshin priorities and enterprise review cadence.
Partner with the Analyst, Artificial Intelligence and Data Systems to improve visibility, reporting automation, and digital support for transformation tracking and execution.