Specialist, Continuous Improvement

Responsibilities and Philosophy

• Operator Development and Empowerment:
  Facilitates CI Trainings empowering operators about internal CI learning opportunities (5S, Idea Management, 8D, RCA’s, Process Mapping, Kaizens, Gemba, Lean Essentials, Lean Six Sigma) included but not limited to Samuel Connect learning journeys to promote personal and professional growth.
• Active Gemba and Process Robustness:
  Support lead hands, operators and transactional support groups in recovery and preventive actions for rework, setup, and changeovers;
  Application of Lean Six Sigma Methodologies (DMAIC, DMADV);
  Provide lean tools and guidance;
  Reinforce 5S, Idea Management, Time Studies, Space optimization, Kaizen, Kanban, Hoshin Kanri, Poka‑Yoke, SIPOC, SMED, Obeya, Leader Standard Work, Gemba, Value Stream Mapping;
  Collaborate with management to prioritize improvement efforts based on data, impact, and feasibility.
• Behavioral and Process Analysis:
  Use pain point logs, cause‑and‑effect diagrams, 5 Whys, and other Lean Six Sigma tools to identify root causes at the real place (Gemba);
  Facilitation of Project Drilldown Analysis, Project Charters, 8D, A3, Kaizen.
• Analytical and Technical Responsibilities:
  Collaborate with Management, Quality Assurance, Engineering, and other departments to execute and sustain improvements;
  Must be proficient in applications used for documentation and data analysis including Excel, Word, PowerPoint, Visio, Power BI, SQL, Tableau, Python, AutoCAD, Solid Works;
  Must know how to use and navigate through JDE systems.
• Benchmarking & Standardization Framework:
  Internal Benchmark – observe and assist operators to identify real issues, wastes, constraints and root causes;
  Functional Benchmark – research operational excellence across similar or divergent industries.
• Collaboration and Cross‑Departmental Integration:
  Partner with Process Engineering, Maintenance, VSM to ensure equipment robustness and reduce operator struggles;
  Collaborate with Management and HR for alignment, morale, and training;
  Support aerospace expansion by improving employee engagement, process capability, compliance, and reducing Cost of Poor Quality (COPQ).
• Apply Frameworks for Lean Quick Wins:
  Empower operators to stop the process when issues occur;
  Build quality at the source by reacting immediately to defects instead of passing them downstream;
  Foster an environment where learning, feedback, and small daily improvements are celebrated;
  Encourage continuous experimentation and adaptation;
  Simplify complex concepts by explaining them in clear, everyday language;
  Use this method to teach operators and teams, ensuring true understanding.
• Reinforce 5S (Sort, Set, Shine, Standardize, Sustain):
  Spearhead the 5S Program as the foundation of Lean discipline;
  Update the 5S ATC Procedure, 5S Physical and Digital Boards, 5S Annual Program;
  Lead the 5S Big Clean‑Up Activities of the VSM’s and Functional Support Groups;
  Facilitate 5S Training for VSM and Functional Support Groups;
  Facilitate a monthly meeting with the 5S Steering Committee;
  Conduct a bi‑weekly 5S Gemba walks;
  Create 5S visual guidelines, hybrid marketing, standardization, benchmarking and ownership systems;
  Ensure that the 5S Quarterly Audit is facilitated and the audit results is released as a baseline;
  Lead the 5S Quarterly Rewards & Recognition for the VSM &
  
  Functional Area
  
  s.

• Communicate with the Value Stream Managers, operators, lead hands, and QA/QC to understand ongoing issues and goals;
  Engage in the ATC TIBS Meeting and challenge the team on the OFI’s in the metrices in the TIBS relative to Safety, Quality, Delivery and Cost;
  Conduct Gemba walks to observe operations, identify wastes, and record improvement opportunities;
  Act on Lean Quick Wins opportunities that are low cost, low effort but high impact improvements;
  Reinforce 5S standards at workstations;
  Provide operators with proper tools and supplies;
  Engage operators in quick 5–10 minute micro‑learning moments to reinforce Lean principles;
  Provide support to maintenance when equipment issues impact robustness or productivity;
  Communicate improvement progress and status to management and relevant…