Senior Continuous Improvement Manager

• Experienced Lean and continuous improvement practitioner who connects strategy, Kaizen activity, and measurable results.
• Skillful facilitator able to prepare for and lead multiple complex Kaizens concurrently without compromising quality or sustainment.
• Influential leader who creates alignment and followership across functions and organizational levels.
• Versatile coach and mentor who connects with L2 leaders, functional leaders, continuous improvement practitioners, FBSLs, and team members closest to FHS products and customers.
• Structured problem solver with exposure to product, commercial, service, or customer-facing work and an aptitude for AI-enabled and digital tools.

Key Responsibilities Strategic Business Partnership

• Serve as the FBS partner for assigned functions, sites, or priorities and understand their customers, processes, performance, and capability needs.
• Translate strategic priorities and performance gaps into focused improvement plans, clear measures, actions, and operating cadences.
• Constructively challenge assumptions, build stakeholder alignment, and communicate progress, results, risks, and support needs.

Kaizen Preparation, Facilitation, and Sustainment

• Partner with leaders on complex Kaizens from scoping and prework through facilitation, implementation, and sustainment across operational, transactional, commercial, product, service, and customer-facing environments.
• Prepare for and lead multiple Kaizens concurrently while maintaining planning quality, sponsor alignment, engagement, execution, and sustainment.
• Provides leadership for large-scale President’s Kaizen and Shingijutsu events by orchestrating stakeholder alignment, event selection, logistics, executive engagement, and governance activities to deliver measurable business results and a high-impact participant experience.
• Partner with sponsors and process owners to define the problem, scope, objectives, team, measures, customer outcomes, roles, risks, milestones, and expected results.
• Engage team members closest to FHS customers, products, services, and processes, so their knowledge informs problem definition and solutions.
• Guide teams through root-cause analysis, decisions, and countermeasure development while driving ownership and accountability.
• Translate outcomes into implementation plans with clear ownership, and escalation expectations while monitoring their sustainment.
• Facilitate effectively in virtual, hybrid, and in-person settings.

Problem Solving, Performance, and FBS Leadership

• Lead structured problem solving using facts, process data, customer information, and a broad cross-functional perspective.
• Select and apply the appropriate FBS approach rather than defaulting to a manufacturing-oriented solution.
• Connect improvement work to strategic, financial, operational, commercial, quality, and customer KPIs.
• Demonstrate advanced proficiency in multiple FBS tools and serve as a technical resource to leaders and practitioners.
• Support policy deployment, daily management, business operations reviews, and improvement funnels so they drive decisions and action.

Coaching, Influence, and Capability Building

• Coach individuals at all levels, from team members closest to FHS products and customers through L2 leaders, adapting style to the audience and situation.
• Coach leaders in using FBS to set priorities, review performance, remove barriers, solve problems, and lead change.
• Develop Champions and Practitioners through training, application, observation, feedback, and progressively greater ownership.
• Set the standard for what good looks like for FBSLs in business partnership, prework, facilitation, sponsor engagement, problem solving, implementation, and sustainment.
• Create followership through credibility, business understanding, candid communication, and consistent follow-through.
• Transfer ownership to leaders and process owners rather than creating dependency on the FBS team.

Adaptability, Virtual Leadership, and Digital Improvement

• Lead change through ambiguity and shifting priorities while maintaining focus on business outcomes.
• Build productive relationships across functions, sites, cultures, and time zones using virtual collaboration and visual management.
• Apply AI, automation, analytics, and digital tools responsibly to defined business needs and share practical learning.