Director of Manufacturing Technology

Description: At UMC, we don’t just make products - we innovate, solve problems, and build a better future. As a proud, privately owned second-generation manufacturer, we’ve earned our reputation as leaders in our industry by producing highly complex parts with precision and ingenuity. What sets us apart? Our people. We’re a passionate team that values collaboration, continuous learning, and going above and beyond. If this sounds like your kind of workplace, keep reading! Why UMC? Generous PTO: Start with 4 weeks of paid time off per year, with accrual from day one. Competitive Pay: Attractive base salary for day shift roles, with opportunities for growth. Comprehensive Benefits: Medical, dental, vision, short- and long-term disability, and paid holidays. 401k Match: Dollar-for-dollar matching up to 5%. Professional Growth: Tuition reimbursement for professional development. Work Schedule: Monday through Friday, 8:00 am – 4:30 pm, onsite in Monticello, MN. About the Role The Director of Manufacturing Technology owns the long-term roadmap and strategy for UMC's production equipment, facility, and automation. This role leads the managers and team leads responsible for Facilities & Maintenance, Project Management, Automation, and Applications Engineering. As UMC scales toward its growth targets, this role ensures new capacity and capability come online on time, aging equipment is identified before it becomes a risk, and reliability, uptime, and technology standards keep pace with the business. What You'll Do The primary duties and responsibilities of the Director of Manufacturing Technology consist of but are not limited to: Lead, Manage, and Hold Accountable Lead a team of managers and team leads. Set clear expectations, decision rights, and performance standards for each function. Work “on” the business by setting direction, building governance tools, and creating space for managers to own their functions. Build a culture of accountability that cascades through each manager to their teams. Capital and Equipment Planning Own the long-term equipment and capital plan, sized against the growth model, backlog, and lead times. Bring the plan and major purchases to the COO for approval; once approved, own execution. Work with the other directors to decide what equipment to add when capability or capacity constraints surface. Own equipment installs end to end as a single cross-functional project, from sourcing and procurement through install, commissioning, and hand-off to production, holding the Project Management team accountable for schedule and budget. Equipment Risk Management Build and maintain an equipment risk matrix covering all production equipment (not including quality and inspection equipment), identifying replacement targets and sequencing. Own the replace-while-expanding strategy, balancing equipment age and risk against the added-machine pace of the growth model. Partner with the Director of Operations on downtime trends, treating chronic downtime as an input to the risk matrix and capital plan. Facilities and Maintenance Set facility strategy, including floor space, utilities, and layout, keeping the building ahead of machine adds. Bring facility expansions and major projects to the COO for approval; once approved, own execution. Develop maintenance programs that ensure the reliability and uptime of manufacturing equipment, holding the Facilities & Maintenance Manager accountable for execution. Automation and Applications Engineering Set the automation strategy across equipment and digital automation, holding the Automation team accountable for execution. Bring major automation investments to the COO for approval; once approved, own execution. Partner with the other directors to automate decision processes where applicable. Set machine and cutting tool technology standards, holding the Applications Engineering leader accountable for tooling strategy, CNC programming standards, and ado…

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