Sr. Program Manager, Field Service Utilization & Productivity

Rivian•Atlanta, GA

About The Position

A shop creates value when technician time becomes completed, high-quality repair work. That conversion depends on more than technician effort. Work must be ready, parts and tools must be available, assignments must match skill, bays must turn, and handoffs must happen without avoidable waiting. As Sr. Program Manager, Field Service Utilization & Productivity, you will build the tools, standards, and operating processes that help service centers make the best use of every available hour. You will study how work moves through the shop, identify why productive time is lost, and give Field leaders practical systems that improve utilization, productivity, and throughput. The goal is sustainable performance. The system must protect repair quality, customer commitments, safety, training, breaks, and a workable pace for team members. Field leaders will run the daily shop and coach individuals; you will build the network operating system that makes strong performance repeatable.

Requirements

7+ years improving service, production, or shop operations: You have redesigned how work is prepared, assigned, executed, and handed off in an automotive, manufacturing, maintenance, logistics, field-service, or similarly complex operating environment.
Deep utilization and productivity fluency: You understand how utilization, productivity, efficiency, throughput, work mix, quality, and customer access interact. You know why a single metric can misdiagnose the shop.
Workflow and tool-building experience: You have turned operating problems into practical workflows, dashboards, decision tools, standard work, or digital requirements that frontline leaders use.
Shop-floor credibility: You learn by watching the work and listening to technicians, supervisors, advisors, and parts teams. You can distinguish a dashboard signal from the physical cause inside the shop.
Human-centered operating judgment: You can improve output while protecting safety, training, breaks, workload balance, and repair quality. You recognize when a productivity intervention is creating hidden cost through fatigue, rework, or turnover.
Cross-functional program leadership: You can move a shop-performance system through Field Service, Service Digital, Service Parts Operations, Technical Service Operations, People, Learning & Development, and Business Insights without taking daily control away from Field leaders.

Nice To Haves

The Shop Flow Architect: You see ready work, technician skill, bays, tools, parts, and handoffs as one operating system. You design the conditions that let good work move without friction.
The Lost-Time Detective: You trace idle time to its operating cause before assigning blame. The answer may be dispatch, parts, tools, work readiness, training, or demand, and you follow the evidence to the source.
A Field Systems Builder: You turn what works in one shop into a tool or routine that can survive in many. The field can use what you build during a real production day.
A Sustainable-Performance Advocate: You believe strong output and a healthy team must reinforce each other. You remove waste while protecting the time people need to work safely, learn, recover, and maintain quality.
The Customer Advocate: You refuse productivity gains that create rushed repairs, repeat visits, missed commitments, or poor communication. The work must be faster because the system is better.

Responsibilities

Build the shop utilization system
Create decision tools for the shop: Partner with Service Digital and Analytics to build ServiceOS views, ready-work queues, dispatch boards, and dashboards that show utilization, productivity, efficiency, throughput, work mix, and lost-time causes together.
Design the daily management process: Give Service Operations Managers and Production Supervisors a clear routine for reviewing available hours, ready work, skill coverage, bay and tool constraints, parts status, emerging bottlenecks, and recovery actions.
Diagnose the system around the technician: Use field observation, time studies, work-order data, clocking data, and technician feedback to separate demand gaps, poor work readiness, parts waits, tool constraints, skill mismatch, dispatch delays, excessive handoffs, and data defects.
Diagnose and route readiness failures: Identify released work that still lacks repair scope, authorization, parts, tools, diagnostic clarity, or the right technician capability.
Turn field practice into network tools: Find service centers that produce strong output without sacrificing quality or people, verify the operating cause, and convert the practice into a tool, routine, or playbook that other sites can adopt.
Protect people, quality, and customers
Set sustainable-performance guardrails: Treat training, breaks, safety work, coaching, and shop care as necessary operating time. Build standards that reduce true waste without turning every non-repair minute into a performance defect.
Balance output with repair quality: Read utilization and productivity alongside efficiency, work mix, rework, repair quality, and vehicle dwell. Stop changes that create speed by shifting defects, unfinished work, or avoidable pressure downstream.
Watch the human signals: Partner with Field leadership and People to monitor overtime, workload balance, missed breaks, training displacement, turnover signals, and frontline feedback. Adjust the operating model when the performance system creates an unsustainable pace.