Manager, Production

Dover Corporation•Conyers, GA

12d•Onsite

About The Position

The Manager, Production owns the execution, efficiency, and continuous improvement of our manufacturing operations. This critical leadership role manages a multi-shift operational footprint consisting of 5 Production Supervisors and a total workforce of approximately 280 team members. The primary focus of this position is ensuring Safety First non-negotiable approach and strict adherence to the production schedule while optimizing labor efficiency. Because demand varies across our different assembly and manufacturing zones, the ideal candidate must be a master of dynamic resource allocation—successfully monitoring headcount, flexing labor between lines, and maintaining a high-performance, safety-first culture.

Requirements

Bachelor’s degree in engineering (Industrial, Mechanical, Manufacturing), Operations Management, Business Administration, or a related field. Equivalent hands-on manufacturing leadership experience (10+ years) will be considered in lieu of a degree.
Leadership Experience minimum of 5–7 years of progressive leadership experience in a high-volume manufacturing environment.
Proven track record of managing large organizational structures (200+ total headcount) and managing through subordinate leaders (Supervisors/Leads).
Workforce Optimization: Deep understanding of labor efficiency metrics, capacity planning, and line-balancing techniques.
Lean Manufacturing: Strong background in Lean, Six Sigma, or TPS (Toyota Production System).
Systems Literacy: High proficiency with ERP/MRP systems (e.g., SAP, Oracle, Plex) and Manufacturing Execution Systems (MES). Strong Excel skills for data-driven decision-making.
Agility & Problem-Solving: Ability to thrive in a fast-paced environment where priorities shift rapidly based on headcount and material availability.
Communication: Exceptional verbal and written communication skills; capable of shifting tone seamlessly from a floor-level huddle to an executive briefing.
Conflict Resolution: Experienced in managing employee relations, driving engagement, and building a cohesive culture across diverse production areas.

Responsibilities

Lead by Visible Example: Actively champion a Safety First, Production Second mind set. Conduct regular, high-visibility floor walks and Job Safety Audits (JSA) alongside the production supervisors to model correct safety behaviors and PPE.
De-stigmatize reporting: Foster a psychological safety culture where team members feel empowered to report near-misses, hazards, and minor injuries immediately without the fear of retaliation or blame.
Operationalize Daily Safety: Embed safety into the daily production rhythm. Ensure that shift handovers and Tier 1/Tier 2 huddles always lead with safety metrics and hazard callouts before discussing production targets or headcount.
Own the Schedule: Coordinate daily and weekly manufacturing schedules to ensure 100% on-time delivery to customers.
Cross-Functional Alignment: Collaborate closely with Supply Chain, Planning, and Logistics to anticipate material bottlenecks and adjust production flow accordingly.
KPI Accountability: Drive and report on core manufacturing metrics, including Efficiency, Scrap Rate, First-Time Yield, and Plan vs. Actual output.
Dynamic Labor Flexing: Monitor headcount in real-time across various assembly and fabrication areas. Strategically shift/flex personnel to high-priority or bottleneck zones to optimize labor utilization.
Supervisory Leadership: Directly manage, mentor, and develop 5 Production Supervisors. Hold them accountable for shift handovers, daily tier meetings, and floor-level performance.
Labor Planning: Oversee standard work hours, overtime tracking, absenteeism, and seasonal or demand-driven staffing adjustments for the 260-person team.
Lean Deployment: Co-lead, and sustainment of the company’s Operational Excellence (OpEx) model, specifically focusing on Standard Work (SW), Leader Standard Work (LSW), and Tier Accountability Processes in areas of responsibility.
Kaizen Leadership: Own and execute targeted Kaizen events and rapid improvement projects to eliminate waste, improve quality, and reduce manufacturing cycle time in collaboration of the OpEx Leader and Manufacturing Engineering Team.
Area Transformation: Collaborate in major layout and process reconfigurations necessary for plant restructuring or new product introductions, ensuring a safe and efficient work environment assuring.
Establish a “Stop-and-Fix” Culture (Jidoka and Build in Quality): Cultivate an environment across all team members where quality is owned at the individual workstation rather than relying on final inspections. Empower operators to stop the line immediately upon detecting a defect to prevent passing non-conforming material downstream (I do not accept, produce or pass defects rule).