Director Lean Transforma

该职位来源于猎聘 Why this role matters

• Creates a repeatable regional system for productivity improvement, simplification and operational discipline.
• Translates value-stream insight into actions that improve lead time, flow, capacity, quality and delivery performance.
• Builds internal capability so Lean transformation is owned by the business rather than dependent on a central expert.
• Provides fact-based visibility to leadership on benefits, barriers, risks and resource needs. ACCOUNTABILITIES What the Director will own
• Regional Lean strategy and deployment
• Translate enterprise operations and growth priorities into a focused CHINA Lean transformation roadmap.
• Expand the Coherent Lean System within the region by continual deployment of standards, governance routines and maturity expectations.
• Prioritize value streams and improvement opportunities using customer demand, revenue contribution, cost, gross margin improvement, risk, lead time and capacity data.
• Align site leaders and functional partners on transformation milestones, owners, resources and expected value.
• Value-stream transformation and productivity
• Lead Kaien Projects focused on current-state and future-state value-stream mapping, including material, information and decision flows.
• Identify and remove the 8 wastes within the value streams such as defects, over production, waiting, non-utilized talent, transportation, excess inventory, excess motion, extra processing and other forms of waste.
• Scale flow, pull, line balancing, takt-based kanban planning, right-sized batch sizes, standard work and visual management.
• Build improvement portfolios that link operational actions to productivity, gross margin, working capital and customer outcomes.
• Capability building and change leadership
• Develop a regional network of Lean leaders, Kaizen facilitators, site champions and transformation practitioners.
• Design and deliver practical capability-building, including Lean fundamentals, problem solving, Kaizen, VSM and leader standard work.
• Coach leaders at all levels to sustain new behaviors through daily management, tiered accountability and transparent escalation.
• Build an inclusive transformation culture that engages frontline employees and respects local cultural and operating differences.
• Governance, benefits and communication
• Establish a consistent cadence for reviewing project status, realized benefits, risks, dependencies and decisions required.
• Create concise executive briefings and operating reviews that make performance, priorities and barriers visible.
• Ensure benefits are baselined, validated with Finance and tracked through realization rather than claimed at project launch.
• Share successful practices across CHINA and with global Lean communities to accelerate replication.
• Cross-functional integration
• Partner with Operations, Supply Chain, Quality, Engineering, EHS, Procurement, Finance, HR and IT to remove systemic barriers.
• Integrate Lean priorities with S&OP, capacity planning, quality improvement, digital enablement and site strategic planning.
• Support leadership decisions on organization, staffing, capital, technology and resource allocation required for transformation. SUCCESS PROFILE How performance will be assessed First 12–18 months: expected outcomes
• Establish the system — Launch a clear CHINA Lean deployment model, governance cadence, maturity baseline and prioritized regional roadmap.
• Deliver visible wins — Demonstrate measurable improvements in selected value streams, with documented impact on flow, lead time, productivity, quality, delivery or working capital.
• Build the network — Develop site leaders and facilitators who can independently lead Kaizen, VSM and daily-management routines.
• Scale what works — Replicate proven practices across sites and product families while adapting implementation to local conditions.
• Strengthen executive visibility — Provide leadership with clear, decision-ready reporting on value, barriers, risks and resource requirements. Core performance measures Measure category Illustrative indicators Business value Validated productivity, gross-margin contribution, cost avoidance, capacity release and working-capital improvement Flow and delivery Lead time, throughput, on-time delivery, queue time, batch size, schedule adherence and flow efficiency Quality and stability First-pass yield, defects, rework, corrective-action closure and process capability Capability and sustainability Certified facilitators, leader standard work, daily-management adoption, project sustainment and replication rate Culture Commitment Ensure adherence to company’s values (ICARE) in all aspects of your position at Coherent Corp.: Integrity – Create an Environment of Trust Collaboration – Innovate Through the Sharing of Ideas Accountability – Own the Process and the Outcome Respect – Recognize the Value in Everyone Enthusiasm – Find a Sense of Purpose in Work