Process Excellence Engineer

GHT•Doral, FL

2d•Onsite

About The Position

We are looking for a Process Excellence Engineer to join our Operations team and play a key role in building and rolling out our Business Operational System. This is a floor-level, people-first role. You will spend the majority of your time in our logistics operation - working shoulder-to-shoulder with frontline teams and supervisors to observe how work actually gets done, identify what's getting in the way, and put better systems in place. If you're the type of engineer who would rather be on the floor than behind a desk, this role is for you. We are not looking for someone to run reports from an office. We need someone who can help us build lasting operational capability: management routines, performance standards, problem-solving habits, and a culture where improvement is part of how we work every day.

Requirements

Bachelor's degree in Industrial Engineering, Operations Management, Manufacturing Engineering, Logistics, or related field
2–5 years of hands-on experience in process improvement, Lean, industrial engineering, logistics, warehousing, or related operations
Demonstrated experience with process analysis, time studies, standard work development, and structured problem solving
Strong analytical skills; advanced Microsoft Excel
Bilingual - English and Spanish, written and spoken
Ability to work in cold-chain environments (~35°F) and under time-sensitive operational pressure

Nice To Haves

Lean Six Sigma certification
Experience in logistics, warehousing, food, perishables, agriculture, or flowers
Familiarity with TPM or other structured Operational Excellence frameworks
Power BI or data visualization experience
Experience with WMS or logistics management systems
Practical use of AI or digital tools to support analysis

Responsibilities

Build and Roll Out Operational Systems: Translate Operational Excellence strategy into practical, day-to-day routines at the floor level, Support leadership in implementing and sustaining the Business Operational System, Design and deploy visual management systems and daily performance boards, Establish tiered management routines and structured performance reviews, Define and track operational KPIs; close gaps between target and actual performance, Build supervisor and frontline capability so improvement becomes self-sustaining
Drive Lean and Process Improvement: Identify and eliminate waste, variation, bottlenecks, and non-value-added activity, Facilitate Kaizen events, focused improvement sessions, and cross-functional problem-solving, Apply tools including 5S, Value Stream Mapping, Spaghetti Diagrams, PDCA, A3, Fishbone/Ishikawa, Pareto Analysis, and basic statistics, Improve layouts, material flow, work methods, and information flow, Measure and document the financial and operational impact of improvements
Standardize How Work Gets Done: Observe and document current processes; identify gaps between documented and actual practice, Write standard operating procedures, work instructions, and process maps, Establish standard cycle times and productivity expectations where appropriate, Develop audit mechanisms to ensure standards are followed and sustained, Build training materials from standardized work
Solve Problems at the Root: Distinguish root causes from symptoms using structured methodologies, Facilitate cross-functional teams through problem-solving using PDCA and A3 thinking, Develop corrective and preventive actions; follow up to confirm they hold, Coach supervisors and frontline employees in practical problem-solving
Analyze Productivity and Labor: Conduct time and motion studies; establish performance baselines and expectations, Identify productivity losses by process, team, and shift, Support labor planning and workforce balancing based on operational demand, Analyze capacity constraints and bottlenecks, Evaluate labor cost per unit without compromising safety, quality, or cold-chain integrity
Manage Performance Data: Build and maintain operational dashboards and performance indicators, Analyze productivity, cycle time, labor efficiency, quality, and service metrics, Use Excel and other tools to turn data into clear, actionable insights, Prioritize improvement opportunities through Pareto and trend analysis
Train and Develop People: Facilitate Lean fundamentals workshops and Kaizen events, Coach supervisors in daily management and performance routines, Develop practical, easy-to-use training materials, Progressively transfer improvement ownership to frontline teams and supervisors
Support Peak Season Readiness: Analyze prior high-volume season operations to identify capacity and labor risks, Develop standard work and visual management to support peak periods, Conduct post-peak reviews and convert lessons into repeatable practices