Manager, Operational Excellence Transformation

ASTEC; Chattanooga (TN); On-site; USD 120,000 - 165,000; Full time

Job summary

ASTEC is seeking a hands-on Transformation Manager to lead enterprise OpEx deployment across its facilities and functions. You will convert priorities into executable improvement plans, drive kaizen workshops, and ensure sustained gains through structured follow-up and governance.

The role emphasizes flow, pull systems, and end-to-end value streams across plants. You will coach site managers, enable replication of proven improvements, and partner with leaders to deliver measurable productivity

Qualifications

• Bachelor’s degree in industrial engineering, operations, or a related field.
• 7+ years leading Lean transformations in manufacturing.
• Proven experience with kaizen events and sustainable implementations.

Responsibilities

• Lead enterprise deployment of OpEx transformations across plants.
• Own kaizen funnel, workshops, and implementation projects.
• Ensure post-event follow-through and measurable PQVC impact.
• Develop flow, pull systems, and internal logistics improvements.
• Coach site OpEx managers and broaden internal capability.

Skills

Lean transformation

Kaizen events

Facilitation

Value stream mapping

Change management

Cross-site rollout

Project portfolio

Education

Bachelor’s degree in industrial engineering or related field

Tools

Dashboarding tools

Digital project tracking

Job description

We are looking for a hands‑on transformation leader who can convert priorities into execution, improve flow, strengthen implementation discipline, and deliver measurable operating and financial results across plants and business functions.

LOCATION: Jerome Avenue

About The Position

The Manager, Operations Excellence Transformation is responsible for leading enterprise transformation deployment across Astec Infrastructure Solutions by converting Operations Excellence priorities into executable, measurable, and sustainable improvements. This role operates within the IS Group’s Double Manufacturing Velocity (DMV) transformation program — a multi‑year initiative targeting breakthrough improvements across the PQVC pillars (People, Quality Assurance, Efficiency, Variance Control, and Focused Growth). Reporting to the Director, Operations Excellence, this role owns the enterprise kaizen funnel, transformation workshops, implementation discipline, replication process, flow and pull‑system deployment support, and targeted site support across plants and selected business functions.

This role owns the enterprise transformation engine — moving priority work from opportunity identification to implementation and sustainment. This includes structured kaizen deployment, value‑stream and future‑state design support, pull‑system and internal logistics deployment support, built‑in‑quality and abnormality‑response methods, and cross‑site replication of proven improvements.

This role does not replace site leadership accountability and does not function as permanent staff augmentation. Site leaders remain accountable for local results, and site Operations Excellence managers remain responsible for plant‑level coaching and daily execution.

Deliverables & Responsibilities

• Enterprise Transformation Deployment
  • Lead enterprise deployment of Operations Excellence transformation priorities across plants and selected business functions.
  • Convert business needs and performance gaps into executable improvement plans with clear owners, timing, and measurable targets.
  • Support plant recovery, performance stabilization, and breakthrough improvement efforts.
  • Maintain a structured transformation model that balances urgency, impact, plant readiness, and available resources.
• Kaizen Funnel and Workshop Governance
  • Own the enterprise funnel for focus kaizens, transformation workshops, and implementation projects. Partner with OpEx site managers to ensure WIN (Workplace Improvement Now) submissions at each site are triaged, assigned, and advanced through the L0–L5 lifecycle in alignment with enterprise priorities.
  • Establish standard definitions for intake, scoping, prioritization, approval, execution, follow‑up, and closure.
  • Maintain visibility to opportunity size, business case, resource requirements, expected timing, and actual results.
  • Facilitate high‑impact kaizens and workshops across plants and business functions.
  • Ensure events end with clear implementation ownership, due dates, and expected PQVC impact.
• Implementation
  • Drive post‑event implementation facilitation, ensuring action items are completed, barriers are escalated, and gains are sustained.
  • Apply standardized 30-, 60-, and 90‑day follow‑up methods where appropriate.
  • Prevent event closure without confirmed execution follow‑through
  • Strengthen the business’ ability to move from identified opportunities to implemented results.
• Value Stream, Flow, and Pull System Support
  • Support value‑stream mapping, future‑state design, and major flow improvement work across plants and selected support functions.
  • Help plants and functional teams move from isolated local improvements to end‑to‑end flow thinking.
  • Support design and deployment of pull systems, supermarkets, pacemaker processes, replenishment loops, and material presentation methods.
  • Support internal logistics, water spider concepts, route‑based replenishment, and point‑of‑use material strategies where appropriate.
  • Improve the connection between schedule stability, material flow, staffing, and process flow.
• Heijunka and Production Stabilization Support
  • Supporting deployment of leveled scheduling and production stabilization practices where practical for the business model.
  • Help identify production instability, schedule swings, and batching behavior that negatively affect flow, labor efficiency, and delivery.
  • Partner with plant and supply chain leadership on realistic approaches to level loading, mix management, and flow improvement.
  • Ensure production‑control improvements are tied to measurable business impact and plant constraints.
• Built‑in Quality, Abnormality Response, and Andon
  • Support deployment of built‑in‑quality methods that improve visibility and response to abnormal conditions.
  • Help plants establish clear abnormal response methods for safety, quality, material, and equipment issues.
  • Support Andon‑style escalation, stop‑to‑fix behaviors where appropriate, containment routines, and rapid‑response discipline.
  • Reinforce the expectation that process abnormalities should be seen, escalated, and addressed quickly.
  • Partner with TPM and site Operations Excellence teams where equipment or process instability contributes to defects or recurring interruptions.
• Replication and Yokoten
  • Identify successful improvements that should be scaled across sites and functions.
  • Coordinate documentation, standardization, handoff, support, and follow‑up for replication.
  • Build a repeatable Yokoten process that reduces the time from pilot success to broader adoption.
• Coaching and Network Development
  • Coach site Operations Excellence managers and functional leaders on kaizen execution, facilitation, implementation discipline, value‑stream thinking, and transformation leadership.
  • Help strengthen the enterprise Operations Excellence network by sharing tools, methods, and lessons learned.
  • Build internal capability so the organization becomes less dependent on corporate support for basic facilitation and rollout overtime.
  • Partner with the Manager, Operations Excellence Capability and Systems on capability gaps observed during transformation work.
• Governance and Business Impact
  • Ensure transformation work is tied to measurable business value, including productivity, cost, quality, flow, working capital, and service improvement.
  • Maintain transformation reporting for leadership review, including funnel health, event output, closure discipline, and validated benefit realization.
  • Partner with the Manager, Business Strategy to ensure transformation work aligns to Hoshin priorities and enterprise review cadence.
  • Partner with the Analyst, Artificial Intelligence and Data Systems to improve visibility, reporting automation, and digital support for transformation tracking and execution.

To be successful in this role, your experience and competencies are:

• Bachelor’s degree in industrial engineering, Operations, Supply Chain, Business, or related field preferred
• Minimum of seven years of experience leading Lean transformation, continuous improvement, or multi‑site implementation in manufacturing environments
• Demonstrated success leading kaizen events and implementation efforts that deliver measurable operational and financial impact
• Strong knowledge of Lean principles and methods, including value‑stream mapping, flow, pull, visual management, standard work, problem‑solving, and sustainment
• Practical understanding of supermarkets, pacemaker processes, replenishment loops, internal logistics, and production‑flow improvement
• Strong facilitation and coaching skills across hourly, salaried, and leadership audiences
• Strong project and portfolio management discipline
• Strong business and financial acumen with the ability to connect improvement work to profit‑and‑loss impact
• Ability to influence leaders and teams from the shop floor to senior leadership
• Demonstrated ability to drive change in a decentralized, multi‑site environment without direct authority — including managing resistance, building credibility at site and senior leadership levels, and sustaining gains through leadership transitions.
• Proficiency with digital project tracking, dashboarding, or workflow tools to support execution discipline, funnel visibility, and transformation reporting.
• Willingness and ability to travel regularly to support plants, workshops, and major implementation efforts

Preferred Qualifications

• Experience supporting both plant and business‑function kaizens
• Experience improving material flow, replenishment, and production‑control methods
• Familiarity with Hoshin Kanri, TPM, and built‑in‑quality methods
• Lean or continuous improvement certification (Shingo Prize, SME Lean Bronze/Silver, or equivalent).
• Experience using digital project tracking, dashboarding, or workflow tools to improve execution discipline
• Experience operating in a multi‑site, decentralized manufacturing enterprise.

Supervisor and Leadership Expectations

• Leads transformation by turning priorities into lasting results.
• Owns implementation, ensuring real business outcomes with set accountability.
• Advocates flow and pull, improving material movement and replenishment.
• Supports quality, promoting visibility and quick responses to issues.
• Builds capability by coaching managers for greater local independence.
• Acts as a change agent, earning trust across all organizational levels.
• Stewards culture by upholding Astec values and continual improvement.

Travel Requirements: Approximately 40% to 60% travel to manufacturing plants, workshops, kaizen events, and transformation reviews.

Our Culture and Values

• Continuous devotion to meeting the needs of our customers.
• Honesty and integrity in all aspects of business
• Respect for all individuals
• Preserving entrepreneurial spirit and innovation
• Safety, quality, and productivity as a means to ensure success.

WORK ENVIRONMENT

Office

While performing the duties of this job, the employee is regularly exposed to risk of injury in an office environment and occasionally a manufacturing shop plant environment. Duties include a typical office setting, including extensive computer work, sitting, or standing. Reasonable accommodation may be made to enable individuals with disabilities to perform the essential functions.