Operations Manager

You know how a great manufacturing operation should run. What if you finally got the chance to build one? And you're just as good with people as you are with operations. You know how to develop a team, raise expectations, and lead change without losing the people who know the business best. Maybe you've been an APU Manager. A Value Stream Manager. A Production Unit Manager. You've spent your career inside a sophisticated manufacturing company. You've learned the systems. The tools. The processes. The discipline. You know how capacity should be managed. How production should flow. How data should drive decisions. How Lean is supposed to work when it actually works. That's exactly the experience we're looking for. But here's where this opportunity gets interesting. Instead of running one piece of somebody else's operating system, you'll get the opportunity to build the one you believe should exist. You could be the Operations Manager for an established process manufacturing operation serving demanding, highly regulated customers in the aerospace industry. The company has strong products. Deep technical knowledge. Experienced employees who know those products extraordinarily well. And significant market opportunity. The company has big goals. But it can't reach them by operating the way it does today. That's Where You Come In You'll own essentially the entire operating side of the business, from customer order through delivery. Manufacturing. Supply Chain. Planning. Procurement. Customer Service. Maintenance. Logistics. HSE. Product Quality. Industrialization/NPI. There is real work to do. On-time delivery needs to improve dramatically. Planning and capacity management need to become much stronger. The operation needs to prepare for more volume. Packaging needs improvement and some smart semi-automation. New capabilities need to be introduced. The plant layout needs work. And the organization needs to learn how to use its ERP and operating data much more effectively. You're not walking into a finished operation. That's the point. And you're also not walking into a turnaround where everything is broken. You're inheriting people who know their products and their business. Your job is to bring the industrial experience they haven't had. Big-Company Experience Matters Here Not because we want someone to bring a giant-company bureaucracy into a smaller operation. Quite the opposite. We want someone who learned what great looks like inside a sophisticated industrial environment and can now decide which systems, disciplines, processes and tools actually matter. Then build them. Your way. For this operation. For these people. For where this business is going. This Could Be the Move You've Been Waiting For If you're currently running an APU, value stream, production unit or manufacturing organization and you're thinking: I'm ready for more. More ownership. More influence. More room to build. More ability to see the direct impact of the decisions I make. We should talk. Strong Tier 1/Tier 2 manufacturing experience from aerospace suppliers, automotive suppliers, electronics, medical devices, advanced materials, or other sophisticated process manufacturing environments would be highly relevant. You’re an engineer with real manufacturing depth. Industrial, mechanical or another relevant engineering discipline works. What matters is that you understand how manufacturing operations actually work and how to make them better. But youneed real manufacturing depth. You need to understand flow, capacity, ERP, data, Lean and operational performance. And you need to know how to bring people with you. Because building the system is only half the job. Getting people to believe in it, use it, and ultimately own it is the other half. If you've spent the last several years learning how great manufacturing works and you're ready to say: “Now it's my turn to build it.” We'd like her from you! #J-18808-Ljbffr Executives Network