FirstBank Jobs

Job Description:Continuous Improvement LeaderCollaborate with Innovative 3Mers Around the WorldChoosing where to start and grow your career has a major impact on your professional and personal life, so its equally important you know that the company that you choose to work at, and its leaders, will support and guide you. With a diversity of people, global locations, technologies and products, 3M is a place where you can collaborate with other curious, creative 3Mers.This position provides an opportunity to transition from other private, public, government or military experience to a 3M career.The Impact Youll Make in this RoleAs a Global Continuous Improvement Leader, you will have the opportunity to tap into your curiosity and collaborate with some of the most innovative and diverse people around the world. Here, you will make an impact by:Working with business groups, area operations, divisions, Plant Operations VPs, Plant Directors, global support centers (GSC)/enterprise customer operation (ECO) and finance leadership teams in understanding short and long-term strategic direction, operating plans and improvement objectives and ensuring alignment/development of Continuous Improvement (CI) methodologies/approaches, driving operational and financial improvement, supporting development of learning materials and methods, and building Case Studies and steering Deep Dives. To both improve performance (direct hands on leadership), but also to leverage-scale-spread lessons learned to accelerate velocity of improvement across the organization.Developing/coordinating site, multi-site improvements plans and division/Area/BG level strategies, and making sure that CI is integrated into the Area Plant Operations Operating System.Ensuring implementation/application of appropriate CI principles/standards for 3M CI program.Building upon existing Improvement processes, plant operating system, training, applying systems thinking and capabilities to ensure integration of all improvement methodologies into an effective CI approach. Leverage and deploy the Kaizen Workshop approach as the primary driver of Improvement and CI Skills building; including owning, leading and steering Shingijutsu Kaizen events, global Continuous Improvement Kaizen events, guiding local kaizen events, and ensuring effective Daily Management for Improvement in our operations, to ensure CI continues beyond the Kaizen workshop.Develop CI skills across all levels of the organization by creating and steering leaders along a specific learning journey for CI capabilities. Primarily through experienced based learning, structured reflection, habit building, and building learning back into leadership standard work that specifically drives Continuous Improvement. For example, ensuring leaders learn through experience how to see opportunity (Business Case and link between the performance KPIs and financials), learning how to shape an Improvement Approach, learning how to leverage standard work as a foundation for accelerated and sustained CI.Responsible for:Leading breakthrough Global CI Kaizen Events (business, manufacturing, transactional, finance and supply chain) to drive (10-30%) improvements (ref Labor productivity (output/labor hr), Yield, manufacturing expense, Inventory, lead time, OEE) and ensuring improvements are operationalized and flow into income statement, ledger and balance sheet level improvementsBuilding CI skills and capabilities across all levels of the organization primarily through experiential learning (learning by doing; engaging every level to be active in Kaizen)Documenting Best-in-3M improvements/performance into internal 3M Case Studies and Deep DivesLeveraging Best-in-3M case studies to accelerate improvement and learning across 3MSupporting 3M wide CI cohort strategy(ies) whose deliverables include effectiveness of cohorts, quality of engagement of participants and acceleration of knowledge transfer.Improving understanding/use/effectiveness of ERP s stems for planning, procurement, materials management, order fulfillment, etc.Introducing 'Operating Mechanism' thinking/approach, to guide proper tier meetings (i.e. idea generation) as part of 3M Continuous Improvement processEnsuring appropriate use of CI improvement methods (projects, kaizen events, daily management, problem solving, etc to drive the desired business case improvementBuilding the brand of 3M Continuous Improvement through the quantity of high quality, high impact solutions implemented and documented (Case Studies and Deep Dives)Establishing partnerships with leadership teams to accelerate performance improvement and improve organization wide improvement capabilities:Integrate Manufacturing Technology and Digital teams into the CI processExpand financial acumen of CI leaders at all levels, improving alignment of CI with financial metrics and supporting finance in their development/application of CIPartner with HR to leverage corporate initiatives improving the capabilities fundamental to Continuous Improvement (e.g. Growth Mindset, Science of Decision Making, Speed of Trust).Understanding connection of (and driving improvement through connection of):Information flows with material flows, across office and production environments, (connected) facilities/operations and Operations vs Business vs Division to drive performance improvement.Operational improvements (e.g. service, speed, capacity, yield, machine productivity, labor productivity, safety, quality, OEE, etc) and financials (Revenue, Cost, Cash)Strategy, financial metrics, operational metrics, projects and daily management.Leading from the front:Uses real examples, case...Equal Opportunity Employer - minorities/females/veterans/individuals with disabilities/sexual orientation/gender identity