Value stream manager jobs

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Value stream manager jobs

Value Stream Manager

 United States of America Location: Building 02 Windsor Locks One Hamilton Road, Windsor Locks, CT, USA The Value Stream Manager is the responsible point of contact for the ship-set of products within the assigned Value Stream(s) for production planning 

Manager, Value Stream Management

 extensive working relationships/networks internally and externally. External customer contacts are typically higher level program management, engineering, maintenance and procurement agent managers. Has commanding understanding of systems engineering concepts, 

Value Stream Manager

 Systems, and Hygienic & Environmental solutions.   Job Description Position Summary Reporting to the Plant Manager, the Value Stream Manager, oversees the daily operation of a cross functional team on multiple product lines with responsibility for safety, 

Value Stream Manager

 Role You Will Play Are you an experienced operations leader, ready to step into the role of a change agent? If so, this Value Stream Manager position might be a great next step for your career! In this role, you will lead a three-shift operation with five direct 

Value Stream Manager

 Our partner is looking for a Value Stream Manager in Simpsonville, SC. Relocation assistance offered for qualified candidates. The main focus for this critical management role is to drive performance in the manufacturing processes through continuous improvement to 

Manager, Value Stream Management

Manager, Value Stream ManagementCollins Aerospace •  West Palm Beach, Florida, United States Position Type: Permanent ShareJob Description:At Collins Aerospace, we’re 

Value Stream Manager

 healthier world for all. Throughout our global locations, our values guide us as we create innovative solutions for the world’s  healthy work/life balance. We have an opportunity for a Value Stream Manager to join our Hanover Park, IL team. You will coordinate and 

Value Stream Manager

 visit  Knoll.com/Community .   POSITION PROFILE Leads people, implements manufacturing strategy, manages process and performance within a given value stream Ownership over all operational performance metrics within a given value stream; Safety, Quality, Delivery 

Value Stream Manager

 of our diverse product lines.  This position is a second level manager with direct reports that include production Supervisors, Mfg  KEY RESPONSIBILITIES: Own the day to day operations of value stream including Safety, Quality, Delivery, Productivity and Inventory 

Value Stream Manager

Value Stream Manager-MON Description BOMBARDIER Bombardier is a global leader, creating innovative and game-changing planes. Our products and services provide world-class transportation experiences that set new standards in passenger comfort, energy efficeincy 

Canada

Value Stream Operations Strategy Manager

 operations by developing action plans regarding cell performance and productivity, while maintaining quality. The Value Stream Operations Strategy Manager will be well versed in multiple Operations disciplines, and will be responsible for significant continuous improvements 

Value Stream Manager

 Leggett & Platt is seeking a Value Stream Manager for our Precision Hydraulic Cylinders location in Beulaville, North Carolina. For over 45 years, Precision Hydraulic Cylinders, has built a reputation as a world-class hydraulic cylinder manufacturer through our superior 

Value Stream Leader

 responsible for leading the operations strategy within the assigned Value Stream with influence and direct authority for the safety, quality,  quality to achieve the overall goals of the Value Stream. # Manages the manufacturing process of the Value Stream within the 

Principal Product Manager - Promoted Streams

 esports to anime marathons, music, and art streams. Twitch also hosts TwitchCon, where we  About The Role As a Principal Product Manager, you will establish the strategy and roadmap  opportunities drive the most strategic value for the business. You will not be limited 

Account Excellence Manager/Value Stream Manager

 Position Summary: The Value Stream Manager (VSM) is responsible for all activities related to customer support communications and supply chains of assigned accounts. The successful candidate will be held accountable for the daily execution, problem solving, and continuous 

Value Stream Lead

 encouraging initiative at all levels, the Systems Integration Center manages customer commitments through quality, cost and schedule  providing consistently reliable products. Job Summary: The Value Stream Lead (VSL) is responsible for all manufacturing related 

Value Stream Leader

 Assembly (CCA) manufacturing facility in Andover, Massachusetts. We have a high visibility opportunity for a Value Stream Leader in our CCA factory. Take on full management accountability for the safety, quality, schedule, and cost performance of a multi-cell/multi-shift 

Value Stream Leader

 In person on site interviews will be conducted with our Hiring Managers in our State of the Art Manufacturing Facility. We are making  work environment. BAE Systems is looking for a Final Factory Value Stream Leader for their Wayne NJ facility. The VSL role is 

Value Stream Lead

The Uncrewed Space Systems value stream is searching for a Value Stream Lead (VSL) to be a part of the Space Launch System (SLS) program  and highly developed technical expertise in Program Management. The role includes development of program plans, schedules, and 

Value Stream Director I

 Job Summary: The Value Stream Director I will lead, develop, and manage 7E & 9E Outage Planning, Execution and Close Out for a Value Stream with global application, partnering with Lean for Field Services and Value Stream Project teams to deploy regionally. The value 

Sours: https://jooble.org/jobs-value-stream-manager

The Value Stream Manager

Objectives of This Paper:
The Lean Enterprise Institute receives many questions about how to select the right person to be the value-stream manager. In some cases we are getting calls from newly appointed value- stream managers that have been given the job, but are unsure as to what they are supposed to do. These issues can be resolved by understanding ahead of time what makes a good value-stream manager, and what they are expected to achieve. This paper

  1. Identifies what a value-stream manager is.
  2. Identifies what a value-stream manager does.
  3. Discusses how to select a value-stream manager.
  4. Discusses how to evaluate a value-stream manager’s performance.

The objective of this paper is not to provide a checklist for an executive conducting a staffing exercise; rather it is to highlight some of the key issues to address when considering the right person for the job. The paper considers a value-stream manager’s role within an organization. It does not deal with lean enterprise issues ­ where a value-stream manager would have to manage a value stream across several firms or organizations.

Introduction:

The following is a quote from the book “Learning to See“ by Mike Rother and John Shook …

“You may have already noticed that tracing the value stream for a product family will take you across organizational boundaries in your company. Because companies tend to be organized by departments and functions, instead of by the flow of value-creating steps for product families, you often find that ­ surprise ­ no one is responsible for the value stream perspective. (It’s no wonder we have focused too heavily on process-level kaizen!)1 It is astoundingly rare to visit a facility and find one person who knows the entire material and information flow for a product (all processes and how each is scheduled). Yet without this, parts of the flow will be left to chance – meaning that individual processing areas will operate in a way that is optimum from their perspective, not the value stream’s perspective.

To get away from the isolated islands of functionality you need one person with lead responsibility for understanding a product family’s value stream and improving it. We call this person a value-stream manager, and suggest that in this capacity they report to the top person at your site. This way they will have the power necessary to help change happen.”

Definition:

A value-stream manager is a person that is responsible for increasing the ratio of value2 to non-value, and eliminating waste in the overall supply chain from start to finish, for a defined product family; and for ensuring that the value stream meets or exceeds customer requirements.

Primary Responsibilities:

When we consider the scope of responsibility for a value-stream manager, at least two levels come to mind. First is there is the plant-level value-stream manager that looks basically after the value stream between the four walls of the plant; and perhaps takes into consideration the inbound and outbound logistics to/from that plant. But there is a second level that considers the value stream at the enterprise-level. Not much has been written on this to date. At the enterprise-level, the value-stream manager is responsible for eliminating waste throughout the whole value stream, often spanning several independent organizations. This can be very difficult as there are huge issues regarding trust, privacy, transparency, etc. in each organization involved.3 

The value-stream manager is responsible for the following activities:

  1. Defining the product family by conducting product routing analysis4 and appropriate groupings.
  2. Ensuring that a current state value stream map is created of the end-to-end value stream(s).
  3. Conducting fact-based analysis of the current state map(s).
  4. Preparing an ideal state map showing what the value stream could look like in the long term.
  5. Preparing a future state map that uses lean techniques to eliminate waste and improve process value in the short to mid-term.
  6. Creating a plan to achieve the future state.
  7. Leading the implementation of the plan.
  8. Leading and mobilizing the people inside and outside of the value stream to enable the required changes. (Including customers and suppliers)
  9. Leading the day-to-day activities within the value stream to ensure that current commitments are achieved while improvements are being made.

Personal Attributes:

The value-stream manager must be able to step back and view the value stream from a broad perspective. Are they able to understand the key system constraints, and be able to quickly spot critical process issues? They should have a good level of knowledge about lean thinking, or alternatively be willing to work closely with a sensei5 to get this knowledge. The value-stream manager must not focus on sub-optimizing the parts of the supply chain, ­ but must concentrate on improving the value created by the whole system.

This person should have exemplary leadership abilities,­ and be able to motivate individuals in the value stream to change – even if their individual areas do not personally receive the benefits. Does she/he make decisions based on data, not opinion? They must be open to ideas from employees for improvement and understand the working culture within the value stream. They should be able to create and manage a value stream plan. It is also important to be able to communicate with senior executives to achieve buy-on to major changes. Can they highlight or create the right levers (or crisis) to show why urgent change is required? They must have the ability to interact with customers and suppliers to ensure that win-win changes are made, while increasing value.

Selecting a Value-Stream Manager:

Do I select the current manufacturing manager? The logistics manager? The human resources manager? How do I select the right person?

First and foremost in the decision are the personality aspects of the individual. The technical parts can be learned later if the right attitude and personality are there already. The person involved must be the type that sees the big picture. The value-stream manager must have an extreme desire to improve -­ what was done before is never good enough for the future. Do they have the ability to convince and motivate other individuals to make change for the better of the company – ­ even perhaps to the detriment of their own sub-processes? The individual must understand that the core value on the work floor is not the technology ­ it’s the people. Therefore the value-stream manager is the type that goes out of their way to enable change, and treat people as valued assets. They should be good communicators, and be able to communicate the improvement process; and then gain personal credibility by sticking to the process. They must build and maintain the trust of the employees and executives. Are they the type of person who will be tolerant of calculated risk taking ­ and the mistakes that sometimes occur as a result?

Next in importance is knowledge of lean techniques. Preferably this knowledge is grounded in actual experience in another company or in a sister value stream6 within the same company. Without this knowledge and experience, the value-stream manager must be able to work closely with and learn from an advisor with the required knowledge, background, and experience. Without detailed knowledge, a greater frequency of mistakes and errors will be made. Progress will be slower.

Lastly, the person should be very knowledgeable regarding the material and information flows in the value stream that they will be responsible for. Also, they must have access to the people who are experts in these flows. And this is not just knowledge of the manufacturing processes and techniques. They have to be aware of the logistics processes, including both inbound and outbound materials. Real estate issues often enter the picture.7 They need to be in regular touch with marketing and sales so that they know what the sales plans and future demand requirements are. Do they know what satisfies their customers? This industry knowledge should be recognized to be both a good and a bad thing. A detailed knowledge of the processes involved is very beneficial ­ but beware of the person who says that “we’ve already tried that before, and it won’t work”.

The Role of the Executive:

Once a value-stream manager has been selected, the executive should realize that in the beginning this person will need a high level of senior support to be successful. Individual process managers within the value stream need to know that the value-stream manager has the authority and responsibility to make changes within the value stream. These individual process managers have to participate for the whole thing to work. The senior executive can help in this regard by visibly supporting the direction, and providing the tools that will be needed to ensure success. They can also help in the conversion or removal of anchor-draggers at the process level.

A second role of the executive is to provide air cover during major changes. The value-stream manager has enough “on the go” without having to worry about where they are going to get broad-sided from next. Old-style measures may slip, or be ineffective while change is underway. For example, what would happen in your organization if point velocity8 was suddenly reduced due to a kaizen in the area (even though system lead-time was improved)? The executive must run interference with the CEO, Board of Directors, or any higher level that can interfere with progress. Once this is underway, the value-stream manager must stay in close touch with the executives, and take frequent pulse readings. Then she/he can take on the role of providing air cover to associates on the work floor.

This is not to say that the executive should sit back and not expect results. The executive should be impatient for bottom line results, while understanding that change sometimes means one step back for two steps forward. The executive should not dissuade the value-stream manager from taking calculated risks. Remember that perfection is not achieved on the first try!

Evaluating Performance:

The value-stream manager should be evaluated on the achievement of their plan. Right at the start of the year, and periodically throughout the year, the senior executive should review the value stream plan with the manager to assess progress. Of course this can’t be accomplished if the current state, future state and implementation loops9 haven’t been properly documented. The senior executive should recognize that all plans are fluid, and can change over time as better ways are found. Therefore, there should be some flexibility shown. The value-stream manager should also be evaluated on softer issues, such as their leadership style, their support of employee’s suggestions, their plans for dealing with excess labor, etc. They also need to develop succession plans and developmental assignments for their subordinates in today’s flatter organizations.

One of the key questions facing companies that are appointing value-stream managers is how to take a value stream organizational approach, while still building functional expertise. Moving people back and forth between functional careers and value stream management every few years sometimes solves this issue. For example, a person from engineering might be selected to become a value-stream manager, and then three years later move back into the engineering department in a more senior position to upgrade their engineering skills. This should be a definite item of concern in performance and development planning.

New measurements may be required to ensure that progress is made in areas that support the strategy. Old measures should be scrutinized closely to ensure that they don’t reinforce behavior that is contrary to the goals of the organization. (E.g., is point velocity the key target for individual departments?)

At the start of their assignment, the value-stream manager might use a great deal of time to firefight and deal with daily production issues. The percentage of time used on daily issues should drop, and the focus must definitely shift to longer-term value stream improvement as processes are improved and become more reliable. The executive should expect to see a declining daily firefighting trend in the value-stream manager’s routine. This should be a consideration in the staffing process. Sometimes the best firefighters enjoy what they do and get a great deal of satisfaction from solving daily problems. They can sometimes also be the arsonists! This trait will not make a good value-stream manager.

Conclusion:

Staffing a good value-stream manager is not an easy thing to do. There are many things to consider. If you can find a person with a great personality and leadership style, plus the knowledge of lean techniques and work floor processes, then you have a good chance of success. It is the right thing to do. Without someone responsible for the end-to-end value stream, you can expect to see isolated pockets of improvement. System-wide value improvement will be elusive indeed! In this paper, we have discussed the issues around staffing a value-stream manager position within an organization. The next challenge is for us to consider how we would appoint a value-stream manager in a lean enterprise that spans several firms or organizations. The enterprise value-stream manager will require an additional set of skills including global expertise, and cross-firm negotiations experience.

Further Reading:

  1. Learning to See by Mike Rother and John Shook.
  2. Lean Thinking by James Womack and Daniel Jones.

Notes:

1. There are traditionally two types of kaizen, first is individual process kaizen where the team in the work unit improves individual processes within the unit, and the second is flow kaizen where strategic processes are improved in the value stream to give an overall system improvement. (back to text)

2.Value in lean thinking refers to a transformation of the product or service in a way in which the customer would be willing to pay for. (back to text)

3. Please see Lean Thinking by James Womack and Daniel Jones, page for a discussion on the principles of a lean enterprise. (back to text)

4. Product routing analysis is sometimes completed using a product family matrix. See Learning to See page 6 ­ version (back to text)

5. A sensei is a teacher in Japan. In this case a sensei is an expert in the application of lean techniques. A learning instructor is called a sempai ­ a term traditionally used in karate for students that have nearly achieved their black belt status. (back to text)

6. Many companies implement lean techniques on one model line first ­ then move to the next product family. (back to text)

7. One of the benefits is usually a reduced requirement for floor space. What will we do with the freed-up space to reduce our operating costs? (back to text)

8. Point velocity is the speed through one process or machine. Often the achievement of a target point velocity is rewarded, while inventory is built up in front of the next downstream process. What we really want to achieve is overall system velocity. (back to text)

9. For a detailed description of value-stream loops please refer to Learning to See version page (back to text)

Sours: https://www.lean.org/the-lean-post/articles/the-value-stream-manager/
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Value Stream Manager - Principal Industrial Engineer

Powered by endlessly curious people with an unwavering mission focus, Ball Aerospace pioneers discoveries that enable our customers to perform beyond expectation and protect what matters most.


We create innovative space solutions, enable more accurate weather forecasts, drive insightful observations of our planet, deliver actionable data and intelligence, and ensure those who defend our freedom go forward bravely and return home safely. For more information, visit Ball Aerospace Career Site or connect with us on LinkedIn, Facebook, Twitter or Instagram.


The Operations Strategic Support Unit plays a fundamental role in enabling efficient business and program execution – from technologies and investments to supply chain, manufacturing and test operations, facilities management, and information technology services.


Value Stream Leader – Principal Industrial Engineer


At Ball Aerospace’s Westminster Colorado location, we develop and manufacture state of the art RF & sensor technologies that are integrated onto tactical missile and aircraft platforms. If you’d like to join our rapidly growing operations team in a mission to help the warfighter, this could be an ideal role for you.


The Value Stream Leader will support activities within our Aerospace Manufacturing Center located in Westminster, CO. This is a challenging and dynamic role that requires a strong and proven operational leader who is well versed in Lean Manufacturing and Lean Product and Process Development principles and execution. The ideal candidate will develop a strong relationship with the internal customer, define value for both development and manufacturing value streams, identify the current condition and drive target conditions through the application of Lean thinking and methods. This role will initially require a heavy focus on tactics to understand the current condition of operations and drive the development of “Lean” processes. Over time it will evolve into a larger leadership / Lean coaching position focused more on the development of people.

 

What You’ll Do:


  • Develop and maintain strong customer relationships, establishing a deep understanding of their environment, and generating a clear understanding of the challenges they face.
  • Engage the value stream team members to clearly understand all value creating activities.
  • Create awareness and develop alignment regarding the Lean Manufacturing & LPPD principles.
  • Construct a sociotechnical strategy, using our operational True North as guidance, to apply PDCA cycles converting current conditions to target conditions.
  • Be accountable for developing and managing the VS operational strategy, using Hoshin Kanri, to effectively connect strategy with tactics.
  • Identify structural processes and/or systems that stand in the way of value creating activities. Conceptualize and drive countermeasures that improve the flow of information and hardware
  • Drive the creation and implementation of necessary process metrics to understand the health of operations while providing a baseline for continuous improvement.
  • Support the Industrial Operations team with forecasting and planning manufacturing growth including floorspace, equipment capacity, tooling, and labor required to meet quantities and schedules.
  • Perform and/or mentor junior staff on a broad range of analysis including Value Stream Mapping, queueing analysis, production planning and control, SMED, process flow diagrams, FMEA, quality function deployment, etc.
  • Drive the evolution of our 6S housekeeping effort as well as the development of our mixed model manufacturing work cell.
  • Engage and report to senior operational and engineering leaders, team members, and stakeholders to gain alignment on implementation plans and success metrics.
  • Maintain an intense focus and continuous presence where the work is performed. Take daily Gemba walks, go and see to gather the facts, and develop a deep and thorough understanding of the process.
  • Influence others with a Lean coaching approach (respect for people, “go and see” behavior, put problems first, and continuously intensify collaboration).
  • Be accountable, drive accountability within the organization, and put problems first with a sense of urgency.
  • Maintain a strong focus on safety, training, and the development of people.
  • Maintain a regular and predictable work schedule.
  • Establish and maintain effective working relationships within the department, the Strategic Business Units, Strategic Support Units and the Company. Interact appropriately with others in order to maintain a positive and productive work environment.
  • Perform other duties as necessary.

What You’ll Need:


  • BS/BA degree or higher in Engineering or a related field is required plus 12 or more years related experience.
  • Each higher-level degree, i.e., Master’s Degree or Ph.D., may substitute for two years of experience. Related technical experience may be considered in lieu of education. Degree must be from a university, college, or school which is accredited by an agency recognized by the US Secretary of Education, US Department of Education.
  • A proven Industrial Engineering skillset that demonstrates a strong aptitude for queueing analysis, value stream analysis, and project management.
  • Strong Lean Manufacturing knowledge and practical application experience.
  • A creative approach to problem solving and an appetite for experimentation.
  • A problem-solving endurance that persists in the wake of initial setbacks.
  • Experience aligning and influencing fellow employees without direct functional responsibilities.
  • Strong presentation skills to communicate with senior leadership.
  • An innate mentality that seeks dynamic gains over static optimizations.
  • A strong focus on the horizontal flow of value across several supporting organizations.
  • Demonstrated experience successfully leading projects and/or teams.
  • Demonstrated aptitude for collaboration, recognition of individuals strengths and areas for improvement, and an ability to manage misalignment between individuals and/or groups.

Working Conditions:


  • Work is performed in an office, laboratory, production floor, or cleanroom, outdoors or remote research environment.
  • May occasionally work in production work centers where use of protective equipment and gear is required.
  • May access other facilities in various weather conditions.
  • Travel and local commute between Ball campuses and other possible non-Ball locations may be required.

#LI-SW1

A current DoD clearance and/or SCI access with Polygraph is not required to be eligible for this position, however applicant must be willing and eligible for submission within days after an offer is accepted and must be able to maintain the applicable clearance/access. By applying to this position, you are agreeing to complete a National Security Clearance Pre-Screen Questionnaire to evaluate your general ability to obtain the required security clearance or government customer access associated with this position.


Relocation for this position is available.


Compensation & Benefits:


  • HIRING SALARY RANGE: $, - $, (Salary to be determined by the education, experience, knowledge, skills, and abilities of the applicant, internal equity, and alignment with market data.)
  • This position includes a competitive benefits package. For details, copy and paste https://bit.ly/3pNSnxv into your browser or visit our careers site.

US CITIZENSHIP IS REQUIRED


Ball Aerospace is an Equal Opportunity/Affirmative Action Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, pregnancy, sexual orientation, gender identity, national origin, age, protected veteran status, or disability status.

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Sours: https://www.builtincolorado.com/job/engineer/value-stream-manager-principal-industrial-engineer/

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