Manager, Operational Excellence Transformation

We are looking for a hands-on transformation leader who can convert priorities into execution, improve flow, strengthen implementation discipline, and deliver measurable operating and financial results across plants and business functions.

LOCATION:

Jerome Avenue

The Manager, Operations Excellence Transformation is responsible for leading enterprise transformation deployment across Astec Infrastructure Solutions by converting Operations Excellence priorities into executable, measurable, and sustainable improvements. This roleoperateswithin the IS Group’s Double Manufacturing Velocity (DMV) transformation program — a multi-year initiative targeting breakthrough improvements across the PQVC pillars (People, Quality Assurance, Efficiency, Variance Control, and Focused Growth). Reporting to the Director, Operations Excellence, this role owns the enterprise kaizen funnel, transformation workshops, implementation discipline, replication process, flow and pull-system deployment support, and targeted site support across plants and selected business functions.

This role owns the enterprise transformation engine — moving priority work from opportunity identification to implementation and sustainment. This includes structured kaizen deployment, value-stream and future-state design support, pull-system and internallogisticsdeployment support, built-in-quality and abnormality-response methods, and cross-site replication of proven improvements.

This role does not replace site leadership accountability and does not function as permanentstaffaugmentation. Site leadersremainaccountable for local results, and site Operations Excellence managersremainresponsible for plant-level coaching and daily execution.

• Enterprise Transformation Deployment
  • Lead enterprise deployment of Operations Excellence transformation priorities across plants and selected business functions.
  • Convert business needs and performance gaps into executable improvement plans with clear owners, timing, and measurable targets.
  • Support plant recovery, performance stabilization, and breakthrough improvement efforts.
  • Maintain a structured transformation model that balances urgency, impact, plant readiness, and available resources.
• Kaizen Funnel and Workshop Governance
  • Own the enterprise funnel for focus kaizens, transformation workshops, and implementation projects. Partner with
    
    OpExsite managers to ensure WIN (Workplace Improvement Now) submissions at each site are triaged, assigned, and advanced through the L0–L5 lifecycle in alignment with enterprise priorities.
  • Establish standard definitions for intake, scoping, prioritization, approval, execution, follow-up, and closure.
  • Maintain visibility to opportunity size, business case, resource requirements, expected timing, and actual results.
  • Facilitate high-impact kaizens and workshops across plants and business functions.
  • Ensure events end with clearimplementationownership, due dates, and expected PQVC impact.
• Implementation
  • Drive post-event implementation facilitation, ensuring action items are completed, barriers are escalated, and gains are sustained.
  • Apply standardized 30-, 60-, and 90-day follow-up methods where appropriate.
  • Prevent event closure without confirmed execution follow-through
  • Strengthen the business’ ability to move fromidentifiedopportunities to implemented results.
• Value Stream, Flow, and Pull System Support
  • Support value-stream mapping, future-state design, and major flow improvement work across plants and selected support functions.
  • Help plants and functional teams move from isolated local improvements to end-to-end flow thinking.
  • Support design and deployment of pull systems, supermarkets, pacemaker processes, replenishment loops, and material presentation methods.
  • Support internal logistics, water spider concepts, route-based replenishment, and point-of-use material strategies where appropriate.
  • Improve the connection between schedule stability, material flow, staffing, and process flow.
• Heijunkaand Production Stabilization Support
  • Supporting deployment of leveled scheduling and production stabilization practices where practical for the business model.
  • Helpide…