MFG Operations Manager

Cambridge Valley Machining Inc.•Town of Cambridge, NY

just now•Onsite

About The Position

The Manufacturing Operations Manager leads our manufacturing facility of approximately 90 employees, including roughly 60 direct manufacturing personnel, and is accountable for the safety, quality, productivity, and overall performance of the operation. This role is fundamentally a leadership position: the right person builds strong teams, develops supervisors and frontline employees into capable contributors, solves complex operational problems with sound judgment, and drives a culture of accountability and continuous improvement. The Manufacturing Operations Manager partners closely with Quality, Engineering, Human Resources, Sales, Finance, and Customer Service to ensure products are delivered on time, on budget, and to specification.

Requirements

Bachelor's degree in industrial engineering, mechanical engineering, business administration, logistics, or a related 4-year technical discipline.
10+ years of progressive manufacturing management experience, preferably in a process-oriented operations environment.
Minimum of 5 years managing either a significant segment of a large manufacturer or the entire operation of a smaller manufacturer.
Demonstrated track record of developing supervisors and frontline employees into stronger performers.
Proven experience leading performance management processes, including difficult conversations and corrective action.
Strong working knowledge of Lean principles and tools, with the ability to teach and implement them across an organization.
Proven knowledge and execution of enterprise-level process improvement initiatives.

Responsibilities

Provide visible, hands-on leadership to the manufacturing organization, including all shift supervisors, the production assistant, shipping and receiving, tooling, maintenance, and welding.
Set the tone for a safe, respectful, and high-performing workplace; reinforce expectations through daily behavior and decision-making.
Translate company strategy into clear departmental priorities, goals, and action plans that the team understands and is committed to executing.
Build alignment across functions — Quality, Engineering, Materials, HR, Sales, Finance, and Customer Service — by communicating openly, listening actively, and resolving conflict constructively.
Make timely decisions in ambiguous situations, take ownership of outcomes, and hold the team accountable for theirs.
Champion change and continuous improvement, ensuring the team understands why changes are happening and what is expected of them.
Identify operational problems early — in safety, quality, throughput, scheduling, materials, equipment, or staffing — and lead structured efforts to resolve them.
Apply disciplined problem-solving methods (5 Why, fishbone, A3, PDCA, or equivalent) to get to root cause rather than symptom.
Ask effective questions, secure relevant data, evaluate alternatives, and select solutions based on facts and sound judgment.
Resolve issues related to materials, operations, quality, equipment, or workflow that threaten production delays or customer commitments.
Partner with Engineering on piece part design, process development, and process improvement initiatives.
Identify and direct implementation of improvement opportunities, including capital selection, justification, and acquisitions.
Apply Lean principles and tools to eliminate waste, reduce variation, and improve flow; teach those principles to others.
Develop supervisors into strong leaders capable of running their shifts and areas with minimal direction.
Identify high-potential employees and create development plans that prepare them for greater responsibility.
Coach employees in the moment — providing real-time guidance during difficult situations, not just during scheduled reviews.
Oversee technical training and cross-training programs that build a flexible, capable, and engaged workforce.
Mentor employees on technical skills, problem-solving habits, communication, and professional conduct.
Determine staffing requirements; interview and select candidates who fit both the technical needs and the culture of the organization.
Recommend personnel actions such as hires, promotions, and reassignments based on demonstrated capability and potential.
Foster a learning environment where employees feel safe asking questions, surfacing problems, and proposing improvements.
Establish clear, measurable performance expectations for every direct report and ensure those expectations cascade through the organization.
Set meaningful goals and objectives aligned with company priorities; review progress regularly and adjust as conditions change.
Conduct timely, candid, and constructive performance reviews; document strengths, gaps, and development priorities.
Provide frequent, specific feedback — both positive and corrective — rather than saving it for annual reviews.
Recognize and reward strong performance in ways that reinforce the behaviors and results the company values.
Address underperformance promptly and fairly, working with Human Resources on performance improvement plans and, when necessary, separation.
Track and report on key performance indicators including safety, quality, on-time delivery, productivity, labor cost, rework, scrap, and on-hold product.
Use performance data to drive conversations, decisions, and improvements — not as a substitute for direct engagement with the team.