Head of Operations

Vintage Modern; Buford (GA); Sur place; USD 130 000 - 190 000; Plein temps

Résumé du poste

Vintage Modern is seeking a Head of Operations to lead all aspects of manufacturing operations in Buford, GA. You will own the master build schedule, manage headcount and allocation by station, and ensure all departments align with policy and expectations to deliver quality, on-time vehicles daily.

You will coach production managers and leaders, build a culture of accountability, implement process improvements, and drive safety, 5S, and continuous improvement across the plant.

Responsabilités

• Own the master build schedule and adherence to it.
• Own all manpower planning: headcount, staffing and allocation by station, line and department.
• Ensure every department under you is compliant with company policy and expectations.
• Coach the coaches and develop production managers, supervisors and group leads into accountable leaders.
• Set clear authority and measurable expectations at every level and ensure decisions are handled at the right level.
• Get the right people on the bus, across production, warehouse and procurement.
• Identify talent internally and with People and Culture on recruiting as the company scales.
• Build a succession plan for every key operations role.

Description du poste

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Head of Operations

All Full Time Buford, GA, US

2 days ago Requisition ID: 1004

Delivery and Build Quality

• Own production of all product lines, and the outcome: every vehicle built correctly, on time, every time, with world-class quality.
• Ensure every station, including pre-assembly, finishes on time every day, across every product line.
• Enforce that no defect passes its process and no vehicle moves to the next station with an open action. No defect is left open in iAuditor at the end of the day.
• Ensure the nonconformance process is followed every day, and that rework is coordinated, completed correctly and on time, and logged.
• Ensure vehicle shipments are scheduled to the day and every vehicle ships on time.
• Partner with Quality, Engineering and Program Management on new product launches, including the Fastback.
• Build quality into the process. Partner with Quality and Engineering to set clear acceptance criteria and checkpoints at every station, so no vehicle reaches final inspection with a defect and reliance on final inspection falls.

Planning and Scheduling

• Own the master build schedule, and adherence to it.
• Own all manpower planning: headcount, staffing and allocation by station, line and department, ahead of demand.
• Ensure every department under you is compliant with company policy and expectations.

Leadership, Talent and Succession

• Coach the coaches. Develop production managers, supervisors and group leads into leaders who drive accountability through their own teams.
• Set clear authority and measurable expectations at every level, so decisions and problems are handled at the right level, not escalated by default.
• Get the right people on the bus, the wrong people off the bus, and the right people in the right seats, across production, warehouse and procurement.
• Identify talent, internally and externally, and partner with People and Culture on recruiting as the company scales.
• Build a succession plan for every key operations role, so the organization never depends on one person.
• Create leverage through people: set extremely high expectations and build a team that meets them without you in the room.

Accountability and Operating System

• Own who owns what by when. Every operational priority, problem and commitment has a defined outcome, one accountable owner and a firm due date, and is tracked to verified completion.
• Maintain a clear, reliable view of priorities, owners, due dates and progress. Intervene early when results are at risk, and drive recovery plans to completion.
• Lead the operational transformation. Assess current performance, identify the constraints limiting results, and execute a prioritized improvement plan with measurable outcomes and firm milestones.
• Assess the existing operating systems, decide where they need to improve, and build the plan to level them up.
• Establish the processes and systems that create a safe, efficient, high-quality work environment, and make sure they are followed every single day.
• Serve as an expert-level problem solver at every level, from a single station to the whole operation. Find root causes, implement corrective actions, verify they worked, and build the lessons into processes and training so problems are solved permanently.
• Set the daily operating cadence: team lead reports reviewed daily, issues acted on and escalated properly, and drift caught in hours, not weeks.
• Ensure every employee is trained to their tasks and follows company SOPs and work instructions.

Safety, 5S and Continuous Improvement

• Own plant safety. PPE and safety standards are followed every day, without exception.
• Own organization and 5S: standards set, enforced and personally audited; every station has the tools it needs and only what it needs.
• Drive continuous improvement, efficiency and scalability across every station.
• Improve flow: remove bottlenecks, balance workloads across stations, improve how material is presented at the station, and eliminate wasted effort.
• Own vehicle protection standards and on-task discipline across the floor.

Warehouse, Inventory Storage and Procurement

• Own the warehouse and inventory storage, including inventory control, so material flows from receiving through delivery to the station without interruption.
• Hold the Warehouse Manager accountable for receiving, storage, inventory accuracy, controlled material transactions and reliable delivery of the correct parts to production.
• Hold the Procurement Manager accountable for purchasing execution, supplier delivery, lead-time management, cost control and fast resolution of material shortages, including supplier readiness for new product lines.
• Ensure procurement, warehouse and production work from one coordinated plan.
• Ensure inventory accuracy and that material shortages never stop a station.
• Identify supply chain risks early, from long-lead parts to single-source suppliers, and put mitigation in place before they become shortages.

Reporting and Metrics

• Report first pass yield, on-time delivery, scrap cost, safety and station efficiency.
• Maintain a capacity-versus-demand and resource allocation plan, with headcount and cost tracking, and show what is being done to maximize efficiency.
• Track planned versus actual labor and material performance to improve productivity and control costs.
• Give the COO accurate performance reporting, early visibility into risks and actionable recommendations, and know when and why to escape.
• Report monthly on team performance, including top performers, bottom performers and highest-risk employees.