Sr. Manager, Operational Excellence

Vulcan Elements is manufacturing American rare-earth permanent magnets for a secure, resilient future. With a focus on national security and economic resiliency, we serve critical industries such as defense, aerospace, and automotive powering a high-technology future. Vulcan Elements is building a team of ambitious professionals committed to Mission Focus, Technical Excellence and Transparency.

The Director of Operational Excellence is accountable for how this plant is organized, how it runs, and how it holds itself to a standard. The roleestablishesthe site’s integrated management system and ISO framework, designs and deploys the plant operating system, builds the training and certification architecture for operators and engineers alike, and leads the continuous improvement program that converts capability into measurable performance.

• Establish the site’s integrated management system architecture and the ISO framework itoperatesunder, beginning with ISO 9001 and sequencing ISO 14001 and ISO 45001 as the site matures.
• Define the documentation hierarchy — policy, procedure, work instruction,formand record — and own the document control and change governance model that every function writes into.
• Build and lead the internal audit program: audit schedule, auditor qualification and training, finding classification, corrective and preventive action (CAPA) workflow, and closure verification.
• Designthe management review cadence and the evidence that feeds it so reviews drive decisions rather than restate metrics.
• Ensure the management system interlocks cleanly with PSM elements — management of change, pre-startup safety review, and operational discipline — rather than running as a parallel structure.
• Prepare and lead the site through certification audits, surveillance audits and customer or regulatory assessments.
• Own the site continuous improvement strategy,portfolio and governance: idea capture, prioritization against business impact, execution discipline, and independent verification of realized benefit.
• Deploy a common structured problem-solving method (DMAIC and A3 or equivalent), train the organization in it, andestablishit as the expected response to any significant deviation,defector loss.
• Lead value stream mapping across the three process areas and the material flow between them; convert current-state findings into a sequenced improvement roadmap with named owners and committed dates.
• Establish the standard work, 5S, visual management and waste-elimination practices that make improvement sustainable rather than episodic.
• Drive measurable results in yield, first-pass quality, OEE, changeover time, scrap and conversion cost, and report benefit realization to site and executive leadership.
• Build and run the internal belt program — Yellow, Green and Black Belt — including project selection, coaching, tollgatereviewand certification, developing improvement capability inside the workforce rather than relying on external resources.
• Facilitate kaizen events and rapid improvementworkshops, andcoach area leadership to run them independently over time.

Training and certificationisa core deliverable of this role, not an administrative adjunct. The site is hiringthe large majority ofits workforce from outside the industry, into a process technology with few local analogues. Capability must be built deliberately.

• Operator and technician qualification. Own the site skills and qualification matrix across all production,maintenance and warehouse roles — definingproficiencylevels, certification requirements, requalificationintervalsand the evidencerequiredto signoffeach level.
• Structured onboarding and OJT. Build the onboarding architecture and…