Manager, Production

Our Story

Dover Food Retail (DFR) is a leading manufacturer of Display Cases, Specialty Products, Refrigeration Systems, Power Systems and Comprehensive Services; and l eading our industry by Innovating What's Next in glass doors and intelligent merchandising technologies that keep food safe under brands such as Hill Phoenix and Anthony.

DFR is part of the Climate & Sustainability Technologies segment of the Dover Corporation (NYSE: DOV). Dover is a diversified global manufacturer with annual revenues in excess of $7 billion.

DFR is built on creativity and customer-centric innovation delivered by people invigorated by a strong sense of responsibility to help our customers win in their marketplaces. The relationships we build with our customers are as important to our success as the products we manufacture. This collaborative environment delivers FRESH THINKING, reassuring our customers that they choose the best when they choose to work with the people of Dover Food Retail.

The Manager, Production owns the execution, efficiency, and continuous improvement of our manufacturing operations. This critical leadership role manages a multi-shift operational footprint consisting of 5 Production Supervisors and a total workforce of approximately 280 team members. The primary focus of this position is ensuring Safety First non-negotiable approach and strict adherence to the production schedule while optimizing labor efficiency. Because demand varies across our different assembly and manufacturing zones, the ideal candidate must be a master of dynamic resource allocation-successfully monitoring headcount, flexing labor between lines, and maintaining a high-performance, safety-first culture.

• Lead by Visible Example: Actively champion a Safety First, Production Second mind set. Conduct regular, high-visibility floor walks and Job Safety Audits (JSA) alongside the production supervisors to model correct safety behaviors and PPE.
• De-stigmatize reporting: Foster a psychological safety culture where team members feel empowered to report near-misses, hazards, and minor injuries immediately without the fear of retaliation or blame.
• Operationalize Daily Safety: Embed safety into the daily production rhythm. Ensure that shift handovers and Tier 1/Tier 2 huddles always lead with safety metrics and hazard callouts before discussing production targets or headcount.

• Own the
  
  Schedule:
  
  Coordinate daily and weekly manufacturing schedules to ensure 100% on-time delivery to customers.
• Cross-Functional Alignment: Collaborate closely with Supply Chain, Planning, and Logistics to anticipate material bottlenecks and adjust production flow accordingly.
• KPI Accountability: Drive and report on core manufacturing metrics, including Efficiency, Scrap Rate, First-Time Yield, and Plan vs. Actual output.

• Dynamic Labor Flexing: Monitor headcount in real-time across various assembly and fabrication areas. Strategically shift/flex personnel to high-priority or bottleneck zones to optimize labor utilization.
• Supervisory Leadership: Directly manage, mentor, and develop 5 Production Supervisors. Hold them accountable for shift handovers, daily tier meetings, and floor-level performance.
• Labor Planning: Oversee standard work hours, overtime tracking, absenteeism, and seasonal or demand-driven staffing adjustments for the 260-person team.

• Lean Deployment:Co-lead, and sustainment of the company's Operational Excellence (OpEx) model, specifically focusing on Standard Work (SW),Leader Standard Work (LSW), andTier Accountability Processes in areas of responsibility.
• Kaizen Leadership:Own and execute targeted Kaizen events and rapid improvement projects to eliminate waste, improve quality, and reduce manufacturing cycle time in collaboration of the OpEx Leader and Manufacturing Engineering Team.
• Area Transformation:Collaborate in major layout and process reconfigurations necessary for plant restructuring or new product introductions, ensuring a safe and efficient work environment assuring.
• Establish a  Stop-and-Fix  Culture (Jidoka and Build in Quality): Cultivate an environment across all team members where quality is owned at the individual workstation rather than relying on final inspections. Empower operators to stop the line immediately upon detecting a defect to prevent passing non-conforming material downstream (I do not accept, produce or pass defects rule).

• Bachelor's degree in engineering (Industrial, Mechanical, Manufacturing), Operations Management, Business Administration, or a related field. Equivalent hands-on manufacturing leadership experience (10+ years) will be considered in lieu of a degree.
• Leadership Experience minimum of 5-7 years of progressive leadership experience in a…