Regional LEAN Leader

PerkinElmer; Singapore; On-site; SGD 180,000 - 240,000; Full time

Job summary

PerkinElmer is seeking a player-coach Lean Leader based in Singapore to drive a multi-site lean transformation across China, Malaysia, and Singapore. You will own the three-plant roadmap, govern programs, and serve as the regional TPS authority, coaching plant leadership and developing belt capability at every site.

You will lead complex cross-site improvements, build a tiered daily management system, and ensure validated savings through structured projects while partnering with Quality, Supply

Qualifications

• Extensive experience leading lean transformations across multiple sites.
• Proven track record in achieving cost savings and productivity gains.
• Strong coaching skills with belt certification progression.

Responsibilities

• Own multi-site lean roadmap and governance.
• Coach site leadership and certify belts across three sites.
• Lead cross-site improvement initiatives and standardize best practices.
• Report program metrics to senior operations leadership.

Skills

Lean leadership

Toyota Production System

Continuous improvement

Value stream mapping

Kaizen

5S

SMED

Heijunka

Gemba coaching

Team development

Education

Bachelor's degree in Engineering

Tools

Microsoft Excel

Microsoft Visio

Minitab

Job description

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.

Define and own the multi-year lean transformation roadmap for the three plants in Singapore, Malaysia and China, 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.