Continuous Improvement Manager

Prysmian is the global leader in energy and telecom cable systems. Each year we manufacture thousands of miles of underground and submarine cables and systems for power transmission and distribution, plus medium- and low-voltage products for construction and infrastructure. We also deliver a full suite of optical fiber, copper cable, and connectivity solutions for voice, video, and data across the telecommunications sector. With nearly 29,000 colleagues in 52 countries, your work here shapes how the world is powered and connected. Make Your Mark at Prysmian.A day in this roleMorning starts at the gemba: walking the floor with the Site Director, looking at flow, constraints, and customer demand. You reference the site’s Hoshin X-matrix to confirm priorities, then coach supervisors on daily management routines and visual systems. Midday is a focused Kaizen on a high-revenue value stream—reducing changeover with SMED and resetting standard work. Afternoon is about results: validating improvements with real data (throughput, lead time, cost) and locking in gains through accountability systems. Before you leave, you develop tomorrow’s leaders—teaching not just tools, but how to think.What you will leadOwn the site-wide Lean roadmap aligned to business strategy using Hoshin Kanri.Partner directly with the Site Director to prioritize the highest-impact opportunities.Drive measurable improvement in Safety, Quality, Delivery, Cost, and Growth—no vanity metrics.Facilitate high-impact Kaizen focused on flow, constraint removal, and cost transformation.Target high-volume, high-revenue value streams and insist on hard, tracked results.Embed Lean in daily decisions through standard work, visual management, and daily accountability.Challenge and influence senior leaders—even without formal authority—bringing them along the journey.Build capability at every level: operators, supervisors, and leaders become disciplined problem solvers.This environment is built for real transformationDirect line to the Site Director and leadership team.Authority to shape what gets worked on—and what doesn’t.A mandate to deliver sustained business outcomes, not activities.If you’ve been frustrated by leadership that “talks Lean” but won’t commit, events that don’t stick, or CI roles with no influence—this is different.What you bringExperienced Lean Black Belt / CI leader from a manufacturing setting with a track record of measurable gains (cost, throughput, lead time, etc.).Depth in Value Stream Transformation; Flow and Pull systems; Hoshin Kanri; SMED, TPM, and Standard Work; Daily Management and Visual Systems.Proven ability to influence leaders beyond your span of control and to change behaviors—not just processes.Bias for impact over activity.Strong differentiatorsLean systems pedigree (e.g., TPS, Danaher Business System).Advanced analytics and problem solving: SPC, regression, hypothesis testing.Change leadership credentials (PROSCI, Agile, etc.).RequirementsRequired competencies, education, and experienceBachelor’s degree in engineering (industrial engineering strongly preferred).3–5 years in manufacturing with leadership in Kaizen and Continuous Improvement.Proficiency in Gemba Kaizen, Value Stream Analysis, Visual & Daily Management, Hoshin Kanri, SMED, TPM, Standard Work Development, and 3P layout.Ability to facilitate Kaizen events and identify and mentor future Lean leaders.Experience leading cost reduction and process flow improvement initiatives.Hands-on with Kaizen tools: 3P, TAKT time, Standard Work Combination Sheets, Standard WIP, and Kaizen Newspaper.Capable of prioritizing multiple initiatives and meeting deadlines in a fast-paced environment.Demonstrated leadership and strategic direction as part of a site leadership team.Preferred qualificationsLean Master on TPS or Danaher Business System certification.Project management experience delivering to plan or adapting to hit goals.Agile certification such as SCALE.Change management certification such as PROSCI.Strong analytical foundation: SPC, hypothesis testing, regression, correlation.Structured problem solving: 5-Whys, 8D, Shainin, etc.The bottom lineOwn a transformation—not just participate. Build something that lasts. Operate as a true strategic partner to the business and make your impact felt where it matters most. #J-18808-Ljbffr