Global Head of Operational Excellence

It takes the brightest minds to be a technology leader. It takes imagination to create green energy for the generations to come. At Siemens Gamesa we make real what matters, join our global team.

Siemens Gamesa is part of Siemens Energy, a global leader in energy technology with a rich legacy of innovation spanning over 150 years. Together, we are committed to making sustainable, reliable, and affordable energy a reality by pushing the boundaries of what is possible. As a leading player in the wind industry and manufacturer of wind turbines, we are passionate about driving the energy transition and providing innovative solutions that meet the growing energy demand of the global community. At Siemens Gamesa, we are constantly seeking talented individuals to join our team and support our focus on energy transformation.

Find out how you can make a difference at Siemens Gamesa: Working with us.  

We are looking for the Global Head of Operational Excellence&Systems.

As the Global Head of Operational Excellence & Systems (OES), your main role is to manage the team and ensure that the team is aligned with the overall company strategies and ensure that the link to Siemens Energy (SE) is intact and continuously embedded into the Global OES strategy.

How to contribute to our vision

Global Operational Excellence operates in two main pillars, with special focus on Operational Support and Lean Structures & Systems.

To fulfill the role as Global Head of Operational Excellence, it is recommended that you possess significant expertise and experience within Lean and have several years of experience running Lean improvement projects and an extensive understanding of Lean tools.

It is also recommended that you have significant operational experience and general holistic operational understanding and a general understanding of the technical challenges across the segments. 

Today, Global Operational Excellence & Systems focus on the following topics:

• Ensuring the continued maintenance of the Siemens Gamesa operational foundation – Siemens Gamesa Manufacturing System (SGMS). This entails yearly SGMS target setting, quarterly SGMS maturity assessments, SGMS alignments and SMGS content reviews – to ensure we have a continuous and relevant understanding of the organization’s operational maturity. This also entails yearly SGMS assessment auditing.
• Global and Local Lean Strategies – tied mainly to SMGS assessments and Value Stream Mapping (VSM’s) and Bottleneck analysis.
• Shopfloor Management (SFM) structure embedded across all segments and all plants, supported with Takt Trainings and SFM Coaching structure.
• Global standardization programs (Operational PlayBook), including Shopfloor Management, 5S, Kaizen, Takt, Line balancing, VSM approach, etc., to ensure standardized tools and approaches across all plants.
• Training governance & development of our Lean Trainings, including our Basic, Practitioner, and Expert Lean learning programs.
• Being the Global link towards the Local Operational Excellence Managers and teams, as well as supporting the Operational Excellence Community across the individual plants.
• Ensuring continuous alignment sessions, with particular Nacelles, to ensure consistency in the tools and approaches applied across Blades and Nacelles
• Quarterly Capacity Constraints / Bottleneck Analysis (BNA) across the organization, engaging in bottom-up discussions with the plants, and towards Global Planning.
• Data analysis and Benchmarking initiatives, including Best Practice identification, and Best Practice sharing across the organization.
• Operational support where/when needed, supporting the plants in optimization initiatives.
• Coordinating and facilitating the SCM B global functions Hoshin Kanri
• Coordinating the Global Material Waste Management Program
• Routing ownership
• Digital solutions within the current OES framework

What you need to make a difference

It is recommended that you possess strong communication skills and are a proficient communicator across all levels of the organization – from COO, across Plant Directors, Operations Managers, individual operators as well as the broader technical organization. Much of the communication outside of your own OES organization can be perceived as “sales” to ensure costumer commitment.

As a person you are preferably outgoing, and able to engage with many different kinds of people and cultures. It is therefore important that you possess a bit of patience, as the interaction with various organizations and cultures in some cases can be a challenge – but a challenge Global Operational Excellence & Systems are