Senior Project Manager, Continuous Improvement & Lean Manufacturing

Select how often (in days) to receive an alert:
Create Alert

Department:Continuous Improvement & Lean Manufacturing
Referral Bonus:$500.00

USD

Leads and accelerates Enerflex’s Lean and Continuous Improvement (CI) journey across manufacturing, engineering, supply chain, project execution, quality, and supporting business processes. The role combines Lean leadership, structured problem solving, project/portfolio management, change leadership, data analysis, and hands‑on Gemba engagement.

The purpose of the role is not to “do Lean” for the organization, but to build leaders and teams who identify and solve problems themselves
. The Senior Project Manager teaches, demonstrates, facilitates, and coaches Lean practices — including structured Kaizen — while progressively transferring ownership so improvements are standardized, sustained, and continue after direct CI support is withdrawn.

Lean Transformation

• Deploy the Enerflex CI/Lean roadmap across sites and functions, shifting CI from projects to a daily management system.
• Lead cross‑functional improvement projects in fabrication, assembly, material flow, engineering, procurement, quality/NCR, schedule, COPQ and margin.
• Own charters, a prioritized project pipeline, benefit verification and executive status reporting.
• Build and coach SQDC tiered huddles, visual management, Leader Standard Work, Gemba walks, escalation and layered audits.
• Teach, coach, and facilitate structured Kaizen events and value stream assessments, developing leaders and employees to independently plan, lead, execute, and sustain Kaizen with implemented, measured results.
• Build leader ownership of Lean by coaching leaders to identify problems at Gemba, develop people through structured problem solving, remove systemic barriers and reinforce standards through daily leadership routines.
• Lock every gain into standard work, visual controls, clear ownership and audits, verified at 30/60/90 days.

Capability Building & Change Leadership

• Coach leaders, develop internal CI coaches, and deliver practical, learn‑by‑doing Lean training and projects.
• Develop Kaizen capability at all levels by teaching a repeatable event method: scoping and preparation, current‑state observation, waste identification, root‑cause analysis, countermeasures, rapid implementation, standardization, follow‑up, and sustainment.
• Transfer capability progressively: demonstrate the method, co‑lead events, coach leaders as they lead, and hand ownership to the operating organization.
• Coach PDCA, A3, 5 Why, RCA, Pareto and VSM; apply DMAIC/FMEA where appropriate.
• Build stakeholder alignment and employee ownership; recognize and communicate successes.
• Set baselines and track SQDC outcomes (FPY, NCRs, COPQ, on‑time delivery, labor hours, margin) and CI system‑health measures.

Success Measures

• SQDC, daily management, Gemba and Leader Standard Work embedded in site routines.
• A3/PDCA is the default for complex problems;
  Kaizen results captured in standard work and sustained through follow‑up.
• Site and functional leaders independently sponsor, lead, and sustain Kaizen events, with CI operating as coach rather than event owner.
• Internal CI coaches and leaders teach and reinforce Lean problem solving and Kaizen within their own areas.
• Measurable KPI improvement, with gains holding after CI support is withdrawn.

Education

• Required: Bachelor’s degree in Engineering (Industrial/Manufacturing preferred), Operations, Supply Chain, Business, or related discipline.
• Preferred: Master’s degree in Engineering, Operations Management, or MBA.

Experience

• 10+ years of progressive experience in manufacturing, operations, engineering,…