Manufacturing Plant Manager

Overhead Door; Mount Hope (OH); On-site; USD 120,000 - 200,000; Full time

Job summary

Overhead Door in Ohio seeks a Plant Manager to lead safety, quality, on-time delivery, cost control and people development across the facility. You will build a capable leadership team, implement standardized work and the D.O.O.R.

Performance System, and partner with functions to meet customer needs and improve capital efficiency. This role requires a proven track record in manufacturing leadership, strong safety and environmental compliance, and the ability to translate strategy into daily

Responsibilities

• Lead safety-focused operations to meet the plant's performance targets across Safety, Quality, Delivery, Cost, Cash and People.
• Develop the plant leadership team and enforce standards and governance across value streams.
• Translate annual operating plans into capacity, labor, maintenance, materials and capital actions.
• Deploy the DOOR Performance System to drive daily management and problem solving at the gemba.
• Drive continuous improvement to reduce waste, improve flow and working capital.

Job description

The Plant Manager is the senior operating leader for the facility and is accountable for predictable performance across Safety, Quality, Delivery, Cost, Cash and People. The role converts business priorities into daily execution, develops the plant leadership team, and builds the operating discipline needed to serve customers reliably while improving cost, capacity and working capital.

The Plant Manager leads through value stream and functional leaders and is accountable for integrated site results regardless of reporting line. Functional leaders establish standards and governance; the Plant Manager ensures those standards are executed in the plant and resolves conflicts that prevent performance

Core Accountabilities Safety Environmental and Regulatory Leadership

• Set the expectation that work stops when conditions are unsafe or product integrity is at risk. Lead visible safety routines, incident reviews and verification of corrective actions.
• Ensure compliance with OSHA, EPA and applicable state and local requirements, including required permits, training, recordkeeping and emergency response readiness.
• Integrate ergonomics, industrial hygiene, environmental performance and risk reduction into operating plans and capital priorities.
• Hold every leader accountable for safe work, timely hazard correction and consistent use of the Safety Golden Rules.

Customer Quality and Delivery

• Own the plant's service and delivery performance for external customers and intercompany transfers, including schedule attainment, backlog recovery, complete orders and dependable promise dates.
• Build quality into the process through standard work, quality control plans, layered process audits, first-piece and in-process controls, and disciplined containment when a defect is found.
• Lead cross-functional response to significant customer issues and recurring defects. Require verified root cause, corrective action, effectiveness checks and horizontal deployment where the risk exists elsewhere.
• Partner with Quality, Product Engineering and Customer Care to reduce claims, warranty cost, rework, scrap and cost of poor quality while protecting the customer during recovery.

Operating Plan and Financial Performance

• Translate the annual operating plan into capacity, labor, maintenance, materials, productivity and capital plans for each value stream.
• Own the plant operating budget, conversion cost, productivity, overtime, spending, inventory and working-capital performance within delegated authority.
• Review demand, capacity, constraints and material readiness routinely. Escalate structural gaps early and present fact-based options for load balancing, sourcing, capital or customer commitments.
• Maintain accurate operating data and forecasts. Use common definitions and source systems so plant decisions and enterprise reporting rely on one version of performance.

DOOR Performance System

• Deploy the D.O.O.R. Performance System as the plant's management system, not as a separate improvement program. Connect annual priorities, daily management, leader standard work and problem solving from the value stream to the plant level.
• Lead tiered accountability using visual management, clear targets, timely escalation and documented countermeasures. Confirm actions at the gemba rather than relying only on meeting-room reports.
• Build problem-solving capability through PDCA, Coaching Kata, standard work and structured root-cause methods. Leaders must develop people to solve problems instead of becoming the permanent problem solver.
• Use value-stream thinking to improve flow, reduce waste and shorten lead time. Sponsor focused kaizen activity only when it addresses a defined performance gap and has an owner and sustainment plan.

Materials Flow and Asset Reliability

• Ensure disciplined planning, scheduling, inventory control, material presentation, warehousing and shipping so production can meet the committed schedule with minimal expediting.
• Establish clear ownership for preventive maintenance, constraint management and downtime reduction. Review equipment losses and require permanent countermeasures for chronic failures.
• Improve overall equipment effectiveness where it is a valid constraint measure, with separate visibility to availability, performance and quality losses.
• Maintain site business-continuity plans for critical equipment, utilities, suppliers, systems and weather-related risks.

People Leadership and Organization Capability

• Select, coach and hold accountable a multi-layer leadership team. Set clear expectations, provide direct feedback and address persistent performance or conduct issues promptly and consistently.
• Build succession depth for critical plant roles and maintain development plans for high-potential leaders, front-line supervisors and technical talent.
• Ensure appropriate spans of control, clear role ownership and leader coverage across all shifts. Adjust the organization as volum