Job Description Summary

Senior Leader of a P&L. Not functional specific. (eg.: CEO, COO). Interprets simple internal and external business challenges and recommends best practices to improve products, processes or services. Stays informed of industry trends that may influence work.

Job Description

This Commercial Lean Leader USCAN will be part of the team responsible for the design, adoption, and execution of the enterprise-wide lean transformation of the Pharmaceutical Diagnostics (PDx) business in the United States and Canada (USCAN). They will be focused on and partnered with one (or more) of the leaders in the business for their scope of responsibility. The Commercial Lean Leader will possess hands-on experience applying Lean principles and driving results through continuous improvement.  They will also be a contributing leader to the overall financial performance of the business unit and drive relevant improvements to the customer experience, as well as to the experience of our field sales and commercial support colleagues.

Job Description

With business partner(s), co-own and support development of the annual “Lean Road Map” and execution plan to drive business results.  Roadmap will identify:

• 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 design and execute the PDx USCAN “Growth Road Map”- with a focus on the lean tools:, Problem Solving, Daily Management, Funnel management and Kaizen events. 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 PDx 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 Growth Leader is the process owner for this meeting.

• 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 Growth Leader needs to be a highly effective coach at root cause problem solving in a transactional and commercial environment
• 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

Required Qualifications

• BS or BA Degree
• Overall minimum 7 years of professional experience, with 3-5 years of experience applying lean tools and systems to drive continuous improvement with a 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 senior leadership levels and cross-functional teams (including field-based teams)
• Led many Kaizen events from Pre-work to Event to Closure
• Coached teams thru the Kaizen/PDCA approach
• Proficient in Problem Solving, Daily Management, Standard Work & Facilitation skills in a commercial /