Div Lean Mgr II, O-Ring

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The Division Lean Manager II is a Division Staff role reporting directly to the Division General Manager (GM). This role owns the strategy, prioritization, and execution of the Parker Lean System (PLS) that enhances customer satisfaction and drives the division’s business performance through collaboration and direction across the division. The role leads a team of Lean Practitioners and Specialists who oversee lean and continuous improvement processes within the division.

This role owns the lean performance in the division with direction from the General Manager and the Group Lean Director. This role creates relationships across all functions and levels in the Division to help educate and drive lean principles to drive sustainable transformation.

Strategy, Governance, and Alignment

• Owns, drives and ensures Parker Lean System (PLS) methodologies and principles are deployed at all sites within the division.
• Define and deploy the division’s Lean and Quality strategy aligned to business objectives and customer requirements; establish annual plans, priorities, and performance targets.
• Build and manage the improvement portfolio (policy deployment/hoshin) and governance cadence (SQDCI) to ensure focus, accountability, and benefits realization.
• Standardize and scale best practices across sites; ensure consistent application of PLS elements and quality systems.

• Ensure the Lean Analyst/Manager roles at the site to perform the PLS fundamental such as Genba (site time architecture and LPA management), Kaizen culture leadership, best in class lean transformation (own site and value stream transformation process), demand aligned capacity, lean before capital and continuously drive for process simplification and cost leadership.
• Process simplification focus for the division to improve output and performance. Ensure PEN facilitations, gaps assessments and closure plans are being utilized.
• Oversee implementation and sustainment of PLS across the division; coach site leaders on daily management, 10 step problem solving, leader standard work, and tiered accountability.
• Drive application of lean before capital such as karakuri and 3P facilitation.

• Collaborate with Operations, Engineering, Supply Chain, Sourcing, EH&S, Finance, and HR to align improvements with business needs and product roadmaps.
• Communicate effectively at executive, manager, and shop-floor levels; provide clear status, risk, and mitigation updates to the GM and Division Staff.
• Engage with customers and suppliers as needed to support significant improvement or quality initiatives and to ensure alignment on expectations.

• Own functional talent development and succession planning; hire, develop, and coach CI and quality professionals, including direct Supervisors/Managers at multi-site level.
• Build internal capability through training and certification pathways (e.g., PLS fundamentals, problem solving tools, Kaizen culture process and tools); mentor leaders to sustain results and culture.

• Establish metric dashboards and reviews to track project impact and operational performance.
• Drive cost leadership (cost, cash, growth) and adjust priorities based on data and customer feedback.
• Ensure compliance with company policies and applicable regulatory/industry standards; support readiness for internal and external audits.

• 12+ years of progressive, related experience spanning Lean leadership/Continuous Improvement Leadership.
• Proven success leading multi-site or matrixed organizations with measurable improvements in metrics.
• 6 or more years…