Lean Growth Leader USCAN

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Requirements:

• BS or BA Degree
• Overall minimum 7 years of professional experience, with 3-5 years of experience applying lean tools and systems to drive continuous improvement.
• Experience coaching/influencing at senior leadership levels and cross-functional teams (including field-based teams).
• Led Kaizen events from Pre-work to Event to Closure.
• Proficient in Problem Solving, Daily Management, Standard Work & Facilitation skills in a commercial / transactional environment.

Responsibilities:

• Co-own and support development of the annual “Lean Road Map” and execution plan to drive business results.
• Identify major processes, key performance indicators (KPIs) and process/KPI owners.
• Utilize appropriate lean tools to design and execute the PDx USCAN “Growth Road Map”- with a focus on the lean tools:, Problem Solving, Daily Management, Funnel management and Kaizen events.
• Utilize appropriate lean tools to execute the CI Plan:
• Development of the KPI bowler aligned with the annual operating plan and process improvement opportunities.
• Development of the action plans required to achieve the objectives for the year.
• Development and deployment of the “kaizen funnel” required to achieve the objectives for the year and/or as part of multi-year improvement strategies.
• Development and deployment of the “daily management” implementation funnel required to achieve the objectives for the year.
• Application of the Problem-Solving Process (PSP) for KPIs that off target.
• Establish and execute a roadmap to build, implement and measure Standard Work (SW) across all business partner’s processes.
• Train and coach key team members to “build the muscle” of the organization to deploy these tools with decreasing reliance (over time) on the PDx USCAN Lean Team for support.
• Co-own process health check-ins to assist and support leaders in the initial phases of change:  Improvements are sustained, and Leader is building a culture of continuous improvement, exposing new and impactful opportunities.
• The Monthly Operating Review (MOR) is the capstone every month to our Daily Management; this needs to be a highly effective review of most important KPIs and our progress in their improvement.
• Build and implement Daily Management from GEMBA to the MOR with a coherent set of KPIs tied to the above standard work
• Ensure proper training and coaching for effective daily management and a true “embrace the red” culture.
• Support key Problem Solving efforts and drive team skill development on Problem Solving
• Ensure there is focus on follow-through of identified countermeasures.
• Support Hoshin Kanri and “Big Rock” Improvement Priorities as necessary
• Coach and develop business partner and direct reports as lean leaders and drive continuous improvement mindset