VP, Operational Excellence

Enterprise Wide -Relentless Continuous Improvement (RCI): · Daily Management: Implement/support daily management at all business sites ensuring visual boards standards are in place for Safety, Quality, Delivery, Cost (SQDC) and Inventory driving actions, KPI improvement and prioritization for the business and related work centers. Visual boards including run the business and pacing boards drive actions for operations, supply base, resource deployment, and key proactive decisions supporting customer requirements. · Pipeline: Encourage a pipeline of active RCI and productivity cost improvement projects to drive hard and soft savings that improve systems and processes with the operating units inclusive of VAVE operational and product dress down efforts. · Process Improvement: Develop and support continuous improvement strategies utilizing Lean, Six Sigma, and other methodologies. Identify areas for process improvement within the businesses / operating unit and develop actionable project plans using problem-solving tools like A3’s, 5S, etc. to address root causes and implement improvements. · Best Practices: Develop and share best practices across the businesses / operating unit to increase adoption rates across the supply chain operations network. Create a checklist forum to review and implement best practices as they are proposed and approved. · 80/20 Tool Set & KPIs: Implement the 80/20 tools to focus on the high impact activities. Use /enhance key performance indicators (KPIs) to monitor and drive operational excellence for overall businesses, operating units, and overall JBT Marel using the JBT Marel Business System. Manufacturing Transformations: · Site Consolidation & Expansion: In working with our operating units, develop and support execution plans and strategies for business site rooftop consolidation and or expansion to optimize the global footprint. Support the cross divisional focus for use of operations and migrate to lower cost operations for select products to support the overall footprint strategy. Navigate the key objective to implement an assembly, test, and ship model for food processing businesses as a type 3 operation. · Product Transfers and Outsourcing: Establish business cases to transfer select products to other business sites and / or outsource manufacturing or assembly processes. Guide/Support the operating units in implementing these business cases to ensure minimal disruption driving overall cost, quality, and delivery efficiency in ever changing geopolitical environments with active tariffs. · Site Center of Excellence (COE): Guide/support the profitable growth of targeted JBT Marel manufacturing and warehouse distribution facilities increasing business volume from multiple businesses/ operating unit targeting a 75% capacity utilization rate. Support COE’s for machining and fabrications for quick turn service components. · Asset Management and Advanced manufacturing: Develop and implement asset management strategies to ensure optimal utilization and maintenance of equipment across the JBT Marel rooftop business footprint. This will also involve publishing JBT Marel equipment across the supply chain /operations network and dispositioning on the use of selected equipment and selling it for maximum value. Review and propose implementing or migrating to advanced manufacturing technologies and methodologies to enhance production efficiency, quality and begin the equipment standardization journey where applicable. · Sales and Service Footprint: Drive key footprint changes based on a fact-pack of JBT Marel combined sales and service footprint to achieve yearly synergy targets inclusive of facility consolidation, better use of offices, selling of owned property, and reducing risk for facility leasing obligations and mitigating dilapidation challenges. · Make Buy: Support Make Buy strategies with the sourcing teams to ena…

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