Project Manager II, Continuous Improvement

We are Lennar Lennar is one of the nation's leading homebuilders, dedicated to making an impact and creating an extraordinary experience for their Homeowners, Communities, and Associates by building quality homes and providing exceptional customer service, giving back to the communities in which we work and live in, and fostering a culture of opportunity and growth for our Associates throughout their career.

Lennar has been recognized as a Fortune 500® company and consistently ranked among the top homebuilders in the United States.

Join a Company that Empowers you to Build your Future At Lennar, we are focused on continuously improving how we deliver technology solutions, operational excellence, and enterprise value across the organization.

The Project Manager II, Continuous Improvement is part of the Operational Excellence (OpEx) team and will play a critical role within Lennar Technology Group (LTG), partnering closely with leadership and cross-functional teams to identify, drive, and sustain process improvement initiatives that increase efficiency, scalability, transparency, and delivery effectiveness. The goal of the OpEx team is to solve real process problems quickly while building a repeatable, standing capability.

The Project Manager II, Continuous Improvement is a cross-trained member of this team who rotates across three disciplines:
Process & Lean, Performance & CI, and Standards & Sustainment. Every improvement cycle uses all three, so each win is diagnosed, measured, and standardized rather than only delivered.

Facilitate process-mapping sessions, Kaizen bursts, and workshops with process owners and cross-functional teams (business, technology, architecture, PMO, testing, and vendors). Document current-state and future-state workflows and finalize the future-state process. Identify operational inefficiencies, bottlenecks, and dependencies that affect delivery outcomes.

Pull and analyze operational data to establish baselines, run root-cause analysis, and prioritize fixes. Tag candidate savings as hard cost, cost avoidance, or capacity so results can be validated by Finance; flag metrics with no data source and instrument a proxy or reclassify as qualitative. Validate gains with before/after data, and define measurement strategy and dashboard requirements that support leadership decisions, partnering with BI resources on executive-level views.

Turn validated improvements into SOPs and publish them to the Process Governance & Standards library. Train process owners and drive adoption of new processes and tools; schedule and run sustainment reviews. Own and maintain the CI team repository, including templates, playbooks, engagement artifacts, and institutional knowledge, to support team scalability and continuity.

Rotate through all three lead roles and cross-train teammates so no one person is a single point of failure. Document and refine the cycle method after each engagement so the next one runs faster. Manage day-to-day relationships with process owners and SMEs within a cycle; elevate to the OpEx Manager for a missing or unwilling process owner, unresolved cross-functional conflict, decisions beyond team authority, or stakeholder sessions that keep slipping.

Support the OpEx Manager with wins communication, visibility, and intake by contributing results, findings, and recommendations that inform leadership prioritization of the backlog. Identify Digitize or Automate needs and route them to the Long-Term Project framework. Balance cycle work with business-as-usual responsibilities within the team’s protected-time commitments. Contribute to longer-term enablement,…