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Continuous Improvement Manager Resume Samples
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0-5 years of experience
Lead the manufacturing, continuous improvement, productivity improvement teams. Drive improvements via performance measurement, 5S, visual mgmt, mistake proofing, QCO, standard work, TPM, QCPC, 6 sigma, and other relevant tools. Develop monthly labor and production forecasts with input from production planning. 475 total reports, $50 million operating budget.
- Evaluate production bottlenecks and develop action plans to resolve. Set and monitor performance goals.
- Developed VSMs for 10 value streams within building with 8 to 10 kaizens identified for each, prioritized kaizens
- Implement multiple pull systems with visual replenishment signals in stamping, molding, and plating area
- Achieved year end productivity improvement of 3.6%, on time delivery of 86%, TRIR improvement of 60% to 0.60.
0-5 years of experience
Organize and design all lean activities within location that will impact business initiatives.
- Plan, deploy, and lead all lean activities that will produce significant cost savings though productivity, quality, waste reduction improvements, and improving business processes.
- Conducted 14 kaizen events in 2011 which resulted in over $850,000 in profit improvement savings based on improved productivity, improved quality and in waste reduction.
- Designed, trained, and implemented a 5S auditing system to improve plant organization and housekeeping.
- Provide mentoring and support to all production leads, managers and supervisors to bring about the necessary cultural change within the company.
- Create and communicate project reports to management to provide visibility for the lean initiative.
- Shown ability to generate results through thoughtful process change and thoroughly leading people to deliver sustained results.
- Documented and Audited Standard Work throughout the plant thus maintaining process control.
0-5 years of experience
Led the Lean culture via associate training and conducting Kaizen events.
- Designed a manufacturing Cell that reduced Work-In-Process by 95%.
- Developed an Electronic Kanban system to manage inventory of chemicals that reduced the Raw Material Chemical Inventory by 46% for a four week period.
- Created a Kanban Card Pull System for 30 Finished Good and Work-In-Process SKU’s, thereby creating a visual replenishment environment which resulted in reduced Raw Materials inventories by 67% and Finished Goods Inventories over 65% for seven product lines over a four week period.
- Instituted Visual Management boards that provided production transparency and reduced set up time by 50% for each setup.
- Reduced changeover time by 50%+ by building and storing “changeover carts” that contained all tools and change parts at point of use.
- Created a Changeover Matrix that provided instant information regarding liquid fill line equipment parts requirements that reduced set up time by 35%.
- Modified an assembly line using Poka Yoke (Mistake Proofing) that improved quality and improved productivity on the assembly line by 43%.
6-10 years of experience
Provided leadership and support to distribution operations as the company continues to implement continuous improvement and production excellence initiatives. Oversaw all Kaizen team-building events at Vermeer dealerships and Vermeer Customers, developed new processes, improved communication, empowered employees, improved efficiencies, created standard work and monitored processes. Directed Value Stream Mapping events at dealerships focusing on parts, service, sales and rental processes to create the ideal future state and growth of the dealership. Trained and coached team members in the use and implementation of continuous improvement initiatives/principles. Directed process team efforts to develop and execute process improvement initiatives.
- Experienced at the “getting dirty” concept of “get it done” during kaizen continuous improvement events.
- Directed 149 Kaizen team-building events which increased revenue to $34M at Vermeer Dealerships and customers.
- Eliminated $1,908,000 in obsolescent parts from the Parts department at dealership.
- Established standard work for inbound freight recovery due to losses of $120,000 over a nine month period.
0-5 years of experience
Trained and engaged employees in 5S, quality, and Lean projects throughout the plant
- Started weekly 1 day Kaizen events (Completed 50+ during 2012-2013 improving throughput and reducing touch points)
- Created a Kan Ban system at two plants in multiple areas (Increasing OEE 30% in cutting while reducing material wait time 50% in assembly)
- Developed training and trained key employees on Lean methodology (VSM, one piece flow, JIT, TPS)
0-5 years of experience
Utilizes production and continuous improvement skills to facilitate and lead improvement events
- Coordinates with manufacturing team to identify improvement opportunities and eliminate waste
- Designed and delivered 23 leadership skills enhancement training modules
- Implemented 5S and waste walk programs and instituted audits to ensure sustainment
- Reduced part shortages on assembly line by 75%. Used KPIs and gathered data to identifyopportunity. Assembled team to map process, identified80 percent solution, and implemented action.
- Guided team of managers, engineers, and buyers to reduce quote time from 3 weeks to 5 days.
- Trained frontline supervisors on continuous improvement and leadership skills.Developed program to utilize improvement projects as catalyst to train supervisor on leadership skills.
0-5 years of experience
Delivered several successful Kaizen, Process and Value Stream Mapping events w/ estimated annual savings of $1.5MM across supply chain network
- Optimized Freight-in improving use of available truck capacity to deliver estimated annual savings of $700K
- Improved the output by reducing scrap for Durex Custom Packing with estimated annual savings of $500K
- Delivered annual savings of $250K for 3oz Candle by reducing COGs via Squeeze and X-trim
- Improved Edelweiss batching time 50% to respond to 50% increase in demand to avoid $400K Capex
- Reduced order delivery lead time from 7 calendar days to 3 for the 2nd biggest customer in Ontario, Canada
- Improved the PFR for ZMX via successful VSM by identifying issues and developing resolution action plan
- Performed benchmark for BM & Derby Aerosol Lines; identified key areas to improve operational efficiencies
- Led Durex supply chain improvement initiative which improved service levels and reduced lead time a month
- Lead Customer Deductions Improvement Initiative, achieved $1M reduction in customer deductions in year
0-5 years of experience
Served as TRACC facilitator and site manager overseeing the re-engineering of manufacturing processes according to lean methodologies.
Charged with process assessment and analysis. Analyzed processes to determine areas for improvement, increased efficiency and cost
reduction. Streamlined operations by introducing state-of-the-art continuous improvement methodologies.
- Implemented production process improvement leading to a reduced line headcount from 8 employees to 5
- Improved OEE by 10% or greater per line
- Facilitated multi departmental projects to streamline processes leading to a savings of $1.6M in 2013
- Conducted Kaizen events in support of ongoing facility growth
- Managed improvement review process, implementation and transition control plans
- Analyzed processes to determine areas for improvement, increased efficiency and cost reduction
0-5 years of experience
Accountable for implementing all new standards with customer retention and P&L Performance
- Improved Customer Retention by 5% by using best practices and standard processes
- Drives higher employee retention through higher training standards, moved employee retention from 57% to 68%
- Drives higher profitable through controlling cost and implementing best measured practices, reduced the delta between the 1st and 4th quartile branches by 25%
- Project manager on phone installation/Customer Service regionalization project, installed phones in 192 branches and regionalized the customer service function while utilizing the new phone technology.
6-10 years of experience
Manage and facilitate continuous improvement projects by defining and communicating scope, objectives and direction to team members, and management to ensure correct technology fit and appropriate strategies are implemented. Championed and lead corporate lean initiatives at the plant level by utilizing the company’s strategic plan. Facilitate and train team members on the standards of lean principles, techniques, and methodologies: Value Stream Mapping, 5-S, TPM, KANBAN Pull Systems, Quick Changeover, Six Sigma Quality, Design for Lean, One-piece flow, Inventory reduction, and Visual management/Site tracking centers.
- Reduced cycle and throughput time by 40%.
- Increased productivity level by 35%
- 50% reduction in manufacturing floor space.
- Day’s supply of inventory reduced from 240 days to 80 DSI.
- Implemented Quality programs throughout the manufacturing facility.
- Implemented a new rewards and recognition programs that raised morale and provided continuous feedback.
0-5 years of experience
Managed (5) direct reports and (9) indirect reports
- Managed the process/performance improvement projects for the campus
- Managed the Manufacturing and Lean Engineering team to meet all strategy deployment A3 goals, Lean transformation plan objectives as well as achieve all gross profit initiatives; while supporting and sustaining current operation’s processes to ensure business continuity
- Developed, implemented and sustained the PIMS Lean training program for (200) hourly and salary employees
- Provided root cause/countermeasure, PDCA and A3 Training to management staff and second tier staff
- Led kaizen events resulting in $150k cost reductions, material flow improvements, delivery improvements and productivity gains
- Reduced external complaints by 14% via MDI and RCCM at the operator level
- Successfully launched (7) new products within a (6) month period, including NSF and WQA approval, with zero complaints or customer returns
- Led a RCCM scrap reduction team resulting in $270M in scrap savings in (7) months versus annual plan of $150M
0-5 years of experience
Manage continuous improvement in all operational areas of a $35M operating budget Plant, Resin Plant, Latex Resin Plant and two Distribution Service Centers.
- Exceeded 2011 annual goal of $1.5MM of verified savings by 164% ($2.5 MM in savings).
- Exceeded 2012 annual goal of $2.3MM of verified savings by 173% ($4.1 MM in savings).
- Responsible for training and managing the site’s lean, transactional lean, SMED, and 6 sigma efforts in all five site operations.
- Completed courses in Kepner Tregoe, Accelerated Root Cause, 6 Sigma Green Belt, Lean Manufacturing, and 6 Sigma Champion training.
6-10 years of experience
Directed business and process improvement projects for the largest supplier of US specification military footwear.
- Deployed Lean Manufacturing techniques throughout manufacturing
- Implemented inventory control system that improved product flow increasing
- Initiated visual manufacturing controls throughout facility
- Lowered labor costs by 10% by eliminating Non-Value Added process steps
- Reduced insole material usage by 16%
- Authored and Implemented Quality Inspection Manual
0-5 years of experience
Actively worked with both the directors and the hourly employees to help identify improvement opportunities.
- Managed the Value-Improvement-Projects system to assign owners and resources to ensure timely and effective completion.
- Met weekly with directorship to review status of current projects as well as identify new opportunities.
- Created monthly training programs for all employees, both hourly and exempt.
- Presented training to all employees across all three shifts and departments.
- Daily walks on the shop floor to talk with employees about on-going projects and their ideas and challenges.
- Reduced changeover time on four production lines. Two of them from 2 hours down to 45 minutes. And the other two from 1 hour and 45 minutes down to 20 minutes.
- Redesigned 2 production cells from static line to u shaped cell. Increased productivity %15 and reduced ergonomic risk factors from 4 to 0.
- Created an expandable cell for a new product line. Built new ergonomic work benches that were moveable when not needed and easy to add when volume increased.
0-5 years of experience
Introduced and led the integration of Lean Six Sigma philosophy
- Instituted kaizen workshops as a primary strategy for cost saving initiatives & employee engagement – more than 30 participants for a saving of $3 million
- Developed a roadmap strategy for the company towards operational excellence. Two other sister companies are using the same roadmap as a benchmark tool
- Optimized the yield variance and labor efficiency in the chill system, smoke houses, press, slice floor, warehouse and distribution centers
- Trained Superintendents & Supervisors on Management for daily improvement MDI
- Developed a standardization program & control plans to sustain financial gains
- Ensured the Lean Six Sigma team members operate within regulatory requirements by following cGMPs, SQF and other appropriate requirements
Continuous Improvement Manager Duties and Responsibilities
While a continuous improvement manager’s tasks depend on where they work, there are several core responsibilities associated with this role. Based on our analysis of job listings, these include:
Analyze Business Processes Before continuous improvement managers can drive change across the organization, they first analyze existing business processes using various methods such as gap analysis or PDCA (Plan-Do-Check-Act). This allows them to find opportunities for improvement as well as losses, which they troubleshoot further to determine root causes.
Develop Strategies Continuous improvement managers act as internal consultants, developing short- and long-term strategies for the organization and incorporating Six Sigma, Agile, and other practices. Their goal is to facilitate progress and reduce costs, both in terms of sales and workflow inefficiencies.
Lead Activities It’s the job of continuous improvement managers to coordinate and lead key projects for improvement across all levels of the organization. They may supervise several teams directly or collaborate with managers to re-engineer processes.
Monitor Progress A crucial aspect of the continuous improvement methodology is monitoring progress in order to check if changes yield desirable results. Continuous improvement managers establish measurable standards at the start of a project and then compare actual project results against these, regularly generating detailed update reports for management.
Provide Mentorship To get best results, organizations must make continuous improvement an integral part of their company culture. Continuous improvement managers serve as coaches who coordinate workshops and team trainings, openly sharing their guidance and technical expertise and ensuring that learning resources are widely available.
Continuous Improvement Manager Skills and Qualifications
Continuous improvement managers are highly analytical and experienced with project coordination, using their problem-solving skills to foresee obstacles and make strategic decisions. They are also excellent mentors who can clearly express complex ideas. Aside from a bachelor’s degree in engineering, management, or a related field, employers look for candidates with the following skills:
- Technical expertise – it’s essential for continuous improvement managers to have a firm understanding of process improvement techniques and experience applying these if they are to make organizational changes
- Organization skills – continuous improvement managers spearhead both the planning and implementation stages of multiple projects, so they must be organized and committed to meeting deadlines
- Leadership skills – more than supervisors, continuous improvement managers are coaches and company game-changers, inspiring other team members to give their best effort and setting the direction for many initiatives
- Analytical thinking – continuous improvement managers critically evaluate individual processes and projects, then synthesize their insights to arrive at a summary of overall organizational status
- Communication skills – being able to speak, listen, and write well is important, as continuous improvement managers often hold presentations, facilitate meetings and trainings, and create reports
Continuous Improvement Manager Education and Training
Candidates for continuous improvement manager positions typically hold a bachelor’s degree in engineering, business, or a related field. Aside from this, most employers require formal certifications in continuous improvement methodologies such as Six Sigma, Accelerated Root Cause, or Transactional Lean. Previous experience is also crucial, and candidates ideally have at least three years of supervising or process management experience.
Continuous Improvement Manager Salary and Outlook
Continuous improvement managers earn a median income of around $82,000 every year, according to PayScale. Those in the lowest 10 percent of earners make less than $55,000 annually, while those in the highest 10 percent make more than $110,000. The Bureau of Labor Statistics reports that management analysts, who perform many of the same job functions as continuous improvement managers, will experience a growth rate of 14 percent through 2026. Because of increasing market competition, companies are inclined to invest more in continuous improvement managers who can streamline existing processes and cut down losses.
Helpful Resources
Read through these resources to learn more about being a continuous improvement manager and break into the field:
The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed – Lean and Six Sigma can be overwhelming for beginning practitioners because of the number of available tools, but this guide gives a concise, easy-to-understand summary of each tool in addition to instructions and examples
Kaizen – owned by the founder of the Lean Six Sigma Group, this LinkedIn community of continuous improvement professionals has more than 21,000 members around the world. Knowledge sharing is its main asset, as members conduct frequent discussions and share resources from thought leaders
The Goal: A Process of Ongoing Improvement – required reading in many business schools and even for Amazon’s management team, this classic book uses thriller-style fiction to vividly demonstrate how solving bottlenecks maximizes productivity
Kaizen Institute – this company introduced kaizen to the business world, and its founder, Masaaki Imai, wrote the revolutionary book that explained the methodology. Its certification programs are thus the best in the industry, consisting of three challenging levels with a hands-on, project-based approach
Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation – value stream mapping is a lean management technique that analyzes process chains and pinpoints inefficiencies using flowcharts. This book thoroughly explores how to use it to design business strategies and plan for the future
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Last edited by: Gabriela Barcenas, CPRW, Content Writer II -
Gabriela Barcenas
CPRW, Content Writer IIGabriela is a Certified Professional Resume Writer (CPRW) and career adviser. With 10 years of digital media experience and five years of resume writing expertise, her publication history includes fashion, education, travel, social justice, equitable design and career advice.
