Process Lean Design Leader

The Process Lean Design Leader ensures Lean and 3P (Production Process Preparation) principles, and flexibility requirements are embedded upstream, at the earliest stages of product and production process design, before CAPEX commitment. This is a global Lean design, arbitration, and transformation role, not a support function. The leader also defines a plan to address flexibility driven by our manufacturing regionalization, based on 3P principles. The role has the leadership and credibility to challenge, process design based on product, manufacturing location competencies and growth plan over complexity and over-automation. The role develops the competencies of industrialization team on the Lean design approach. Key Objectives Structurally reduce product and industrial cost Radically simplify production lines and architectures Improve performance, robustness, and flexibility Shorten time-to-market while limiting CAPEX and risk Build and lead a global network of Lean Process / 3P leaders Scope All process types and BUs: Assembly (manual & automated), ETO, PCBA .. What will you do? 3P Methodology Ownership Define, deploy, and continuously improve the 3P methodology Lead or coach redesign initiatives to eliminate non-value-added automation Improve flow, footprint, maintainability, and ramp-up based on Takt Time, Single piece flow, SMED principles Build and drive the plant to integrate 3P integration in OLM and Upstream Design & CAPEX Arbitration Ensure industrial solutions are defined before CAPEX engagement, based on: 1) Systematic 3P Methodology 2) Receiving manufacturing plant expectations, competencies and technologies choices 3) Demand scenarios, flexibility needs, speed-to-market constraints and 4) Fact-based trade-offs Flexibility Increase the flexibility of our industrial processes, for long tail SKUs, localization or ramp-up phase to minimize Capex per SKUs. With Electrifier, Indus, external benchmark line vendors, build new referential that allows for flexibility and fast go to market with a x10 improvement on product cost at ramp-up Direct Leadership & Governance Build and drive the schedule for 3P applications based on rolling next 24 months industrialization project, for NPI, Duplication, renovation, Personally lead selected 3P projects Translate learnings into scalable design rules. Challenge legacy standards and architecture Track key KPIs (CAPEX, surface, cost, OEE, SUR) Interface & Role evolution Develop the role into an Industrialization Performance System role, with 3P as core Engage with Industrialization Assembly, PCBA, Technologies, line vendors to improve our process design, selection principles, investment principles and be 3P compliant by default Interface with the production process design SMDP, our standards management for industrialization, to develop flexibility principles Who will you report to? VP, Global Industrialization Qualifications Education Bachelor’s Degree in Industrial Engineering, Manufacturing / Mechanical Engineering or Process Engineering; Preferred: Master’s Degree; and Advanced training in: Lean / TPS / Operations excellence Experience 10–15+ years in industrial environments with progressive responsibility across Industrialization, Manufacturing or process engineering Proven hands‑on leadership of real industrial deployments: New line design and ramp-up; Line duplication or major engineering Exposure to Lean / TPS-based transformations, ideally applied upstream during product process design Experience working in global, multi-regional industrial environments Knowledge of TPS principles and Lean tools (VSM, takt time, Single piece flow, Standard Work, SMED etc) Knowledge of product-process design principles, design for manufacturing, flow and quality (PFMEA, CTQ, CTP etc.) Knowledge of line and equipment design, specifications, capacity to assess technical solutions Standards management, training International travel up to 40 to 50% Success Within 12 months, 3P applied across all BUs and GSC Industrialization teams, with proven engagement models between Industrialization and manufacturing sites Measure CSC improvement, Capex efficiency, SKUs/line, time to market Direct contributions to products CSC, through Capex optimization and line efficiency at ramp-up Schneider Electric aspires to be the most inclusive and caring company in the world, by providing equitable opportunities to everyone, everywhere, and ensuring all employees feel uniquely valued and safe to contribute their best. 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