Job Description Summary

This Sr. Growth Lean Leader will be part of the team responsible for the design, adoption, and execution of the enterprise-wide lean transformation within the USCAN Strategic Region Unit. They will be focused on and partnered with one (or more) of the leaders in the business for their scope of responsibility. The Lean Leader will possess hands-on experience applying Lean/driving results through continuous improvement and will be a contributing leader to the overall financials of the business unit they will partner with along with driving relevant improvements to the customer experience, the field sales and service coworker experience and the support team members experience. This role will focus on both our “strategic initiative” priorities (in some cases Hoshin Kanri) as well as supporting the team to achieve our annual operating plan targets.

GE HealthCare is a leading global medical technology and digital solutions innovator. Our mission is to improve lives in the moments that matter. Unlock your ambition, turn ideas into world-changing realities, and join an organization where every voice makes a difference, and every difference builds a healthier world.

Job Description

Responsibilities

Partnering with USCAN Senior Executive and their leadership teams, this leader will co-own and support development of the annual “Lean Road Map” and execution plan to drive business results. 

• Identify major processes, key performance indicators (KPIs) and process/KPI owners.

• Prioritized improvement opportunities, impact, approach, methods, tools and timing to maximize business impact and stakeholder participation.

• Utilize appropriate lean tools to execute the “Lean Road Map”- with a focus on the core tools: KPI Bowler, Action Plan, Problem Solving, Kaizen/Value Stream Mapping deployment and installations of Daily Management.

Utilize appropriate lean tools to execute the CI Plan:

• Development of the KPI bowler aligned with the annual operating plan and process improvement opportunities.

• Development of the action plans required to achieve the objectives for the year.

• Development and deployment of the “kaizen funnel” required to achieve the objectives for the year and/or as part of multi-year improvement strategies.

• Development and deployment of the “daily management” implementation funnel required to achieve the objectives for the year.

• Application of the Problem-Solving Process (PSP) for KPIs that off target.

• Establish and execute a roadmap to build, implement and measure Standard Work (SW) across all business partner’s processes

• Train and coach key team members to “build the muscle” of the organization to deploy these tools with decreasing reliance (over time) on the USCAN Lean Team for support.

• Co-own process health check-ins to assist and support leaders in the initial phases of change:  Improvements are sustained, and Leader is building a culture of continuous improvement, exposing new and impactful opportunities.

The Monthly Operating Review (MOR) is the capstone every month to our Daily Management; this needs to be a highly effective review of most important KPIs and our progress in their improvement.  The Lean Leader is the process owner for this review.

• Build and implement Daily Management from GEMBA to the MOR with a coherent set of KPIs tied to the above standard work

• Ensure proper training and coaching for effective daily management and a true “embrace the red” culture.

Support key Problem Solving efforts and drive team skill development on Problem Solving

• Lean Leader needs to be a highly effective coach at root cause problem solving

• Building good problem solving skills across the business is a high priority

• Ensure there is focus on follow-through of identified countermeasures.

Support Hoshin Kanri and “Big Rock” Improvement Priorities as necessary

• Coach and develop business partner and direct reports as lean leaders

• Build core skillsets

• Drive continuous improvement mindset

Qualifications

• BS or BA Degree

• Overall 9 years of professional experience, with 6 years of experience applying lean tools and systems to drive continuous improvement

• Strong preference for experience applying lean tools and systems specifically to “transactional process improvement” opportunities and/or commercial process improvements (i.e. improving the customer experience, lead generation process, sales process, field service process, etc.)

• Proven ability to coach/influence at senio