Senior Project Manager, Continuous Improvement & Lean Manufacturing

Enerflex Ltd•Houston, TX

About The Position

Leads and accelerates Enerflex’s Lean and Continuous Improvement journey across manufacturing, engineering, supply chain, project execution, quality, and supporting business processes. The role combines Lean leadership, structured problem solving, project and portfolio management, change leadership, data analysis, and hands-on Gemba engagement. The purpose of the role is to build leaders and teams who identify and solve problems themselves. The Senior Project Manager teaches, demonstrates, facilitates, and coaches Lean practices—including structured Kaizen—while progressively transferring ownership so improvements are standardized, sustained, and continue after direct CI support is withdrawn. The position deploys Enerflex’s CI/Lean roadmap across sites and functions, leads cross-functional improvement projects, develops Lean capability, and establishes routines and measures that link improvement work to safety, quality, delivery, cost, and customer outcomes. Work takes place in a combination of office and manufacturing shop-floor environments; appropriate PPE is required in operational areas. Regular travel to Enerflex manufacturing and operating locations is required, and occasional international travel is possible. Many tasks have high degrees of time sensitivity.

Requirements

Bachelor’s degree in Engineering, Operations, Supply Chain, Business, or a related discipline; Industrial or Manufacturing Engineering is preferred.
10 or more years of progressive experience in manufacturing, operations, engineering, project execution, or operational excellence.
5 or more years leading significant Lean/CI initiatives, with hands-on implementation and sustained results in an operating environment; experience limited to training or consulting does not meet this requirement.
Demonstrated experience teaching, facilitating, and coaching Kaizen events, and developing others to independently lead improvement activities.
Proven record leading complex cross-functional projects with frontline and executive stakeholders.
Strong practical command of Lean/TPS principles, PDCA, A3, Kaizen, VSM, 5S, visual and daily management, Leader Standard Work, Standard Work, Gemba, flow/pull/Kanban, setup reduction, error proofing, RCA/5 Why, Pareto, FMEA, Lean Six Sigma/DMAIC, and basic statistics.
Working mastery of the full Kaizen cycle, including event selection and scoping, sponsor alignment, preparation, facilitation, implementation, standardization, benefit verification, and sustainment.
Ability to lead without authority through credibility, coaching, and results; work effectively with both frontline teams and executives; develop people rather than dependence; make problems visible with facts, data, and visual management; build sustainable systems; and connect Lean activity to business results.
Ability to work in office and manufacturing shop-floor environments and use appropriate PPE in operational areas.
Willingness to travel regularly to Enerflex manufacturing and operating locations; occasional international travel is possible.

Nice To Haves

Master’s degree in Engineering, Operations Management, or an MBA.
Experience in engineered-to-order or project-based manufacturing, fabrication/welding, assembly, or energy/industrial equipment.
Lean Six Sigma Black Belt (ASQ CSSBB or equivalent).
Lean certification from a recognized Lean organization, PMP, and/or Prosci or equivalent change-management training.

Responsibilities

Deploy the Enerflex CI/Lean roadmap across sites and functions, shifting continuous improvement from projects to a daily management system.
Lead cross-functional improvement projects in fabrication, assembly, material flow, engineering, procurement, quality/NCR, schedule, COPQ, and margin.
Own project charters, a prioritized project pipeline, benefit verification, and executive status reporting.
Build and coach SQDC tiered huddles, visual management, Leader Standard Work, Gemba walks, escalation, and layered audits.
Teach, coach, and facilitate structured Kaizen events and value stream assessments so leaders and employees can independently plan, lead, execute, and sustain Kaizen with implemented, measured results.
Coach leaders to identify problems at Gemba, develop people through structured problem solving, remove systemic barriers, and reinforce standards through daily leadership routines.
Ensure improvements are incorporated into standard work, visual controls, clear ownership, and audits, with results verified at 30, 60, and 90 days.
Coach leaders, develop internal CI coaches, and deliver practical, learn-by-doing Lean training and projects.
Teach a repeatable Kaizen event method covering scoping and preparation, current-state observation, waste identification, root-cause analysis, countermeasures, rapid implementation, standardization, follow-up, and sustainment.
Transfer capability progressively by demonstrating methods, co-leading events, coaching leaders as they lead, and handing ownership to the operating organization.
Coach PDCA, A3, 5 Why, RCA, Pareto, and VSM; apply DMAIC and FMEA where appropriate.
Build stakeholder alignment and employee ownership, and recognize and communicate successes.
Set baselines and track SQDC outcomes, including FPY, NCRs, COPQ, on-time delivery, labor hours, and margin, as well as CI system-health measures.