Lean Leader Materials Manufacturing

Job Summary

Required Qualifications

• •Bachelor's Degree in Supply Chain, Operations, or related field
• •High School Diploma/GED with 10+ years of manufacturing experience
• •Minimum of 5 years of dedicated experience in Lean Materials Management or high-volume In-Plant Logistics
• •Hands-on proficiency in SAP/ERP systems
• •Hands-on proficiency in SAP/ERP systems regarding material master data
• •Hands-on proficiency in SAP/ERP systems regarding inventory logic
• •Hands-on proficiency in SAP/ERP systems regarding replenishment settings
• •Must be able to lift 50 lbs
• •Must be available for weekend shifts
• •Must be able to effectively lead and coach others
• •Must be able to effectively influence cross-functional teams
• •Must be able to effectively manage daily management routines for materials
• •Must be able to effectively solve material flow bottlenecks
• •Must be able to effectively ensure schedule attainment
• •Must be able to effectively standardize and sustain new processes
• •Must be able to effectively work shoulder-to-shoulder with materials planners, warehouse teams, and production operators
• •Must be able to effectively design and sustain material flow systems
• •Must be able to effectively drive the bridge between materials planning and operations
• •Must be able to effectively serve as the primary problem-solver when flow breaks down
• •Must be able to effectively align improvement initiatives with site targets for inventory turns
• •Must be able to effectively reduce line-side waste
• •Must be able to effectively attain schedule
• •Must be able to effectively redesign material delivery processes using Value Stream Mapping (VSM)
• •Must be able to effectively eliminate non-value-added steps from dock to point of use
• •Must be able to effectively architect and implement Pull/Kanban systems
• •Must be able to effectively set replenishment logic
• •Must be able to effectively size supermarkets
• •Must be able to effectively configure signals within the SAP/ERP environment
• •Must be able to effectively lead tactical improvement initiatives including warehouse layout optimization
• •Must be able to effectively implement water-spider route design
• •Must be able to effectively implement Heijunka (level loading) of material deliveries
• •Must be able to effectively coach and develop warehouse staff and production planners on lean material disciplines
• •Must be able to effectively build the capability and standard work needed to sustain gains long after the kaizen event ends
• •Must be able to effectively create synergy between materials planning and operations
• •Must be able to effectively execute the site's lean materials strategy
• •Must be able to effectively focus on increasing inventory turns
• •Must be able to effectively reduce line-side waste
• •Must be able to effectively drive the redesign of material delivery processes using Value Stream Mapping (VSM)
• •Must be able to effectively identify and eliminate non-value-added steps from the dock to the point of use
• •Must be able to effectively architect and implement end-to-end Pull/Kanban systems
• •Must be able to effectively set the logic
• •Must be able to effectively size the supermarkets
• •Must be able to effectively manage the replenishment signals within our ERP/SAP environment
• •Must be able to effectively lead daily management routines for materials
• •Must be able to effectively serve as the point person for solving material flow bottlenecks
• •Must be able to effectively ensure schedule attainment through standard work
• •Must be able to effectively plan and deliver tactical initiatives
• •Must be able to effectively implement warehouse layout optimization
• •Must be able to effectively implement water-spider route implementation
• •Must be able to effectively implement Heijunka (level loading) of material deliveries
• •Must be able to effectively provide hands-on coaching to warehouse staff and planners on lean material disciplines
• •Must be able to effectively ensure that new processes are standardized and sustained
• •Must be able to effectively work shoulder-to-shoulder with materials planners, warehouse teams, and production operators
• •Must be able to effectively design and sustain the material flow systems that keep a high-complexity manufacturing floor running on schedule
• •Must be able to effectively own the lean materials roadmap for your COE
• •Must be able to effectively drive the bridge between materials planning and operations
• •Must be able to effectively serve as the primary problem-solver when flow breaks down
• •Must be able to effectively align improvement initiatives with site targets for inventory turns
• •Must be able to effectively reduce line-side waste
• •Must be able to effectively attain schedule
• •Must be able to effectively redesign material delivery processes using Value Stream Mapping (VSM) to systematically eliminate non-value-added steps from dock to point of use
• •Must be able to effectively architect and implement Pull/Kanban systems — setting replenishment logic, sizing supermarkets, and configuring signals within the SAP/ERP environment
• •Must be able to effectively lead daily management routines for materials; serve as the first-call resource for material flow bottlenecks and schedule attainment issues
• •Must be able to effectively plan and deliver tactical initiatives including warehouse layout optimization, water-spider route design, and Heijunka (level loading) of material deliveries
• •Must be able to effectively coach and develop warehouse staff and production planners on lean material disciplines — building the capability and standard work needed to sustain gains long after the kaizen event ends
• •Must be able to effectively create synergy between materials planning and operations — this role is a critical integration point, not a purchasing function
• •Must be able to effectively execute the site's lean materials strategy, focusing specifically on increasing inventory turns and reducing line-side waste
• •Must be able to effectively drive the redesign of material delivery processes using Value Stream Mapping (VSM) to identify and eliminate non-value-added steps from the dock to the point of use
• •Must be able to effectively architect and implement end-to-end Pull/Kanban systems
• •Must be able to effectively set the logic, sizing the supermarkets, and managing the replenishment signals within our ERP/SAP environment
• •Must be able to effectively lead daily management routines for materials
• •Must be able to effectively serve as the point person for solving material flow bottlenecks and ensuring schedule attainment through standard work
• •Must be able to effectively plan and deliver tactical initiatives, including warehouse layout optimization, water-spider route implementation, and Heijunka (level loading) of material deliveries
• •Must be able to effectively provide hands-on coaching to warehouse staff and planners on lean material disciplines, ensuring that new processes are standardized and sustained
• •Must be able to effectively work shoulder-to-shoulder with materials planners, warehouse teams, and production operators
• •Must be able to effectively design and sustain the material flow systems that keep a high-complexity manufacturing floor running on schedule
• •Must be able to effectively own the lean materials roadmap for your COE
• •Must be able to effectively drive the bridge between materials planning and operations
• •Must be able to effectively serve as the primary problem-solver when flow breaks down
• •Must be able to effectively align improvement initiatives with site targets for inventory turns, line-side waste reduction, and schedule attainment
• •Must be able to effectively redesign material delivery processes using Value Stream Mapping (VSM) to systematically eliminate non-value-added steps from dock to point of use
• •Must be able to effectively architect and implement Pull/Kanban systems — setting replenishment logic, sizing supermarkets, and configuring signals within the SAP/ERP environment
• •Must be able to effectively lead daily management routines for materials; serve as the first-call resource for material flow bottlenecks and schedule attainment issues
• •Must be able to effectively plan and deliver tactical initiatives including warehouse layout optimization, water-spider route design, and Heijunka (level loading) of material deliveries
• •Must be able to effectively coach and develop warehouse staff and production planners on lean material disciplines — building the capability and standard work needed to sustain gains long after the kaizen event ends
• •Must be able to effectively create synergy between materials planning and operations — this role is a critical integration point, not a purchasing function
• •Must be able to effectively execute the site's lean materials strategy, focusing specifically on increasing inventory turns and reducing line-side waste
• •Must be able to effectively drive the redesign of material delivery processes using Value Stream Mapping (VSM) to identify and eliminate non-value-added steps from the dock to the point of use
• •Must be able to effectively architect and implement end-to-end Pull/Kanban systems
• •Must be able to effectively set the logic, sizing the supermarkets, and managing the replenishment signals within our ERP/SAP environment
• •Must be able to effectively lead daily management routines for materials
• •Must be able to effectively serve as the point person for solving material flow bottlenecks and ensuring schedule attainment through standard work
• •Must be able to effectively plan and deliver tactical initiatives, including warehouse layout optimization, water-spider route implementation, and Heijunka (level loading) of material deliveries
• •Must be able to effectively provide hands-on coaching to warehouse staff and planners on lean material disciplines, ensuring that new processes are standardized and sustained
• •Must be able to effectively work shoulder-to-shoulder with materials planners, warehouse teams, and production operators
• •Must be able to effectively design and sustain the material flow systems that keep a high-complexity manufacturing floor running on schedule
• •Must be able to effectively own the lean materials roadmap for your COE
• •Must be able to effectively drive the bridge between materials planning and operations
• •Must be able to effectively serve as the primary problem-solver when flow breaks down
• •Must be able to effectively align improvement initiatives with site targets for inventory turns, line-side waste reduction, and schedule attainment
• •Must be able to effectively redesign material delivery processes using Value Stream Mapping (VSM) to systematically eliminate non-value-added steps from dock to point of use
• •Must be able to effectively architect and implement Pull/Kanban systems — setting replenishment logic, sizing supermarkets, and configuring signals within the SAP/ERP environment
• •Must be able to effectively lead daily management routines for materials; serve as the first-call resource for material flow bottlenecks and schedule attainment issues
• •Must be able to effectively plan and deliver tactical initiatives including warehouse layout optimization, water-spider route design, and Heijunka (level loading) of material deliveries
• •Must be able to effectively coach and develop warehouse staff and production planners on lean material disciplines — building the capability and standard work needed to sustain gains long after the kaizen event ends
• •Must be able to effectively create synergy between materials planning and operations — this role is a critical integration point, not a purchasing function
• •Must be able to effectively execute the site's lean materials strategy, focusing specifically on increasing inventory turns and reducing line-side waste
• •Must be able to effectively drive the redesign of material delivery processes using Value Stream Mapping (VSM) to identify and eliminate non-value-added steps from the dock to the point of use
• •Must be able to effectively architect and implement end-to-end Pull/Kanban systems
• •Must be able to effectively set the logic, sizing the supermarkets, and managing the replenishment signals within our ERP/SAP environment
• •Must be able to effectively lead daily management routines for materials
• •Must be able to effectively serve as the point person for solving material flow bottlenecks and ensuring schedule attainment through standard work
• •Must be able to effectively plan and deliver tactical initiatives, including warehouse layout optimization, water-spider route implementation, and Heijunka (level loading) of material deliveries
• •Must be able to effectively provide hands-on coaching to warehouse staff and planners on lean material disciplines, ensuring that new processes are standardized and sustained
• •Must be able to effectively work shoulder-to-shoulder with materials planners, warehouse teams, and production operators
• •Must be able to effectively design and sustain the material flow systems that keep a high-complexity manufacturing floor running on schedule
• •Must be able to effectively own the lean materials roadmap for your COE
• •Must be able to effectively drive the bridge between materials planning and operations
• •Must be able to effectively serve as the primary problem-solver when flow breaks down
• •Must be able to effectively align improvement initiatives with site targets for inventory turns, line-side waste reduction, and schedule attainment
• •Must be able to effectively redesign material delivery processes using Value Stream Mapping (VSM) to systematically eliminate non-value-added steps from dock to point of use
• •Must be able to effectively architect and implement Pull/Kanban systems — setting replenishment logic, sizing supermarkets, and configuring signals within the SAP/ERP environment
• •Must be able to effectively lead daily management routines for materials; serve as the first-call resource for material flow bottlenecks and schedule attainment issues
• •Must be able to effectively plan and deliver tactical initiatives including warehouse layout optimization, water-spider route design, and Heijunka (level loading) of material deliveries
• •Must be able to effectively coach and develop warehouse staff and production planners on lean material disciplines — building the capability and standard work needed to sustain gains long after the kaizen event ends
• •Must be able to effectively create synergy between materials planning and operations — this role is a critical integration point, not a purchasing function
• •Must be able to effectively execute the site's lean materials strategy, focusing specifically on increasing inventory turns and reducing line-side waste
• •Must be able to effectively drive the redesign of material delivery processes using Value Stream Mapping (VSM) to identify and eliminate non-value-added steps from the dock to the point of use
• •Must be able to effectively architect and implement end-to-end Pull/Kanban systems
• •Must be able to effectively set the logic, sizing the supermarkets, and managing the replenishment signals within our ERP/SAP environment
• •Must be able to effectively lead daily management routines for materials
• •Must be able to effectively serve as the point person for solving material flow bottlenecks and ensuring schedule attainment through standard work
• •Must be able to effectively plan and deliver tactical initiatives, including warehouse layout optimization, water-spider route implementation, and Heijunka (level loading) of material deliveries
• •Must be able to effectively provide hands-on coaching to warehouse staff and planners on lean material disciplines, ensuring that new processes are standardized and sustained
• •Must be able to effectively work shoulder-to-shoulder with materials planners, warehouse teams, and production operators
• •Must be able to effectively design and sustain the material flow systems that keep a high-complexity manufacturing floor running on schedule
• •Must be able to effectively own the lean materials roadmap for your COE
• •Must be able to effectively drive the bridge between materials planning and operations
• •Must be able to effectively serve as the primary problem-solver when flow breaks down
• •Must be able to effectively align improvement initiatives with site targets for inventory turns, line-side waste reduction, and schedule attainment
• •Must be able to effectively redesign material delivery processes using Value Stream Mapping (VSM) to systematically eliminate non-value-added steps from dock to point of use
• •Must be able to effectively architect and implement Pull/Kanban systems — setting replenishment logic, sizing supermarkets, and configuring signals within the SAP/ERP environment
• •Must be able to effectively lead daily management routines for materials; serve as the first-call resource for material flow bottlenecks and schedule attainment issues
• •Must be able to effectively plan and deliver tactical initiatives including warehouse layout optimization, water-spider route design, and Heijunka (level loading) of material deliveries
• •Must be able to effectively coach and develop warehouse staff and production planners on lean material disciplines — building the capability and standard work needed to sustain gains long after the kaizen event ends
• •Must be able to effectively create synergy between materials planning and operations — this role is a critical integration point, not a purchasing function
• •Must be able to effectively execute the site's lean materials strategy, focusing specifically on increasing inventory turns and reducing line-side waste
• •Must be able to effectively drive the redesign of material delivery processes using Value Stream Mapping (VSM) to identify and eliminate non-value-added steps from the dock to the point of use
• •Must be able to effectively architect and implement end-to-end Pull/Kanban systems
• •Must be able to effectively set the logic, sizing the supermarkets, and managing the replenishment signals within our ERP/SAP environment
• •Must be able to effectively lead daily management routines for materials
• •Must be able to effectively serve as the point person for solving material flow bottlenecks and ensuring schedule attainment through standard work
• •Must be able to effectively plan and deliver tactical initiatives, including warehouse layout optimization, water-spider route implementation, and Heijunka (level loading) of material deliveries
• •Must be able to effectively provide hands-on coaching to warehouse staff and planners on lean material disciplines, ensuring that new processes are standardized and sustained
• •Must be able to effectively work shoulder-to-shoulder with materials planners, warehouse teams, and production operators
• •Must be able to effectively design and sustain the material flow systems that keep a high-complexity manufacturing floor running on schedule
• •Must be able to effectively own the lean materials roadmap for your COE
• •Must be able to effectively drive the bridge between materials planning and operations
• •Must be able to effectively serve as the primary problem-solver when flow breaks down
• •Must be able to effectively align improvement initiatives with site targets for inventory turns, line-side waste reduction, and schedule attainment
• •Must be able to effectively redesign material delivery processes using Value Stream Mapping (VSM) to systematically eliminate non-value-added steps from dock to point of use
• •Must be able to effectively architect and implement Pull/Kanban systems — setting replenishment logic, sizing supermarkets, and configuring signals within the SAP/ERP environment
• •Must be able to effectively lead daily management routines for materials; serve as the first-call resource for material flow bottlenecks and schedule attainment issues
• •Must be able to effectively plan and deliver tactical initiatives including warehouse layout optimization, water-spider route design, and Heijunka (level loading) of material deliveries
• •Must be able to effectively coach and develop warehouse staff and production planners on lean material disciplines — building the capability and standard work needed to sustain gains long after the kaizen event ends
• •Must be able to effectively create synergy between materials planning and operations — this role is a critical integration point, not a purchasing function