Regional Lean Leader

Player-coach leader of the lean transformation across PerkinElmer’s three manufacturing sites in China, Malaysia, and Singapore. Owns the multi-year lean roadmap, program governance, and validated results, while simultaneously serving as the region’s senior technical authority on the Toyota Production System — setting the methodology standard, coaching plant leadership, and building belt capability at every site. Leads and develops a team of three site-based Lean Practitioners. Based in Singapore with regular presence at all three plants. Responsibilities: • Define and own the multi-year lean transformation roadmap for the three plants, aligned to annual policy deployment (hoshin kanri) and site P&L priorities. • Run program governance: monthly steering reviews with the three Plant General Managers and quarterly reviews with the Vice President, Operations, including a finance-validated savings pipeline. • Directly manage, coach, and develop three site-based Lean Practitioners (solid line), including project allocation, standard work for the lean team, and belt certification progression. • Own the regional lean methodology standard: value stream mapping, kaizen, standard work, 5S and visual management, SMED, TPM fundamentals, heijunka/leveling, and tiered daily management. • Personally lead the most complex, cross-site improvement initiatives — e.g., first-pass yield in instrument test, test cycle-time reduction, and changeover reduction in high-mix / low-volume assembly. • Design and deploy the tiered daily management system (SQDIP boards, tiered meetings, gemba walks, leader standard work) and coach Plant General Managers and their staff in its daily use. • Build site capability: train, coach, and certify Green Belts and Yellow Belts among plant engineers, supervisors, and line leaders; own the regional belt development plan. • Establish and maintain the project selection and chartering process; ensure every project has a baseline, target, owner, timeline, and finance-validated benefit • Standardize and replicate proven improvements across the three sites (yokoten); maintain the regional best-practice library. • Partner with Quality, Supply Chain, and NPI functions to extend lean thinking beyond the shop floor. • Report program metrics — savings, project throughput, belt certifications, and daily management maturity — monthly to the Vice President, Operations. • Safeguard practitioner effectiveness: manage site demands through the project portfolio so embedded practitioners are developed as improvement leaders rather than absorbed into daily firefighting. Requirements: • Bachelor’s degree in Engineering, Operations Management, or a related technical field. • 10+years of manufacturing operations experience, including 5+ years in a dedicated lean / continuous improvement leadership role. • Certified Master Black Belt, Lean Master, or equivalent recognized certification, with a documented record of site-level lean transformations delivering quantified, sustained results. • Demonstrated experience training, coaching, and certifying Green Belts and Yellow Belts. • Direct people-leadership experience, including managing remote or multi-site direct reports. • Hands-on mastery of TPS methods: value stream mapping, kaizen facilitation, standard work, SMED, TPM, heijunka, and tiered daily management. • Experience operating across multiple manufacturing sites in Asia; able to travel up to 40–50% within the region (China, Malaysia, Singapore) • Fluent business English, written and spoken. Preferred Characteristics: • Experience in high-mix / low-volume electronics, analytical instruments, medical devices, or similar regulated discrete manufacturing. • Experience facilitating hoshin kanri / policy deployment at site or regional level. • Exposure to TWI (Job Instruction / Job Relations), the Shingo model, or Toyota-lineage sensei coaching. • Experience leading a “model line” transformation used as the template for broader site roll out. • Formal change management training or practical experience leading culture change in manufacturing plants.