Lean Manufacturing Engineer

This role is located in Carrollton, TX.

Position Summary: Lean Manufacturing Engineer will help accelerate the deployment of Lean Manufacturing across our operations. This role is for a practical, floor-driven improvement leader who can work directly with production, packaging, quality, maintenance, warehouse, and planning teams to improve flow, reduce waste, increase throughput, and build a disciplined daily improvement culture. This is not a theoretical Lean role. This person must be able to observe the process, identify waste, engage the team, build practical countermeasures, and help deliver measurable operational results.

Essential Duties and Responsibilities:

Key Responsibilities

Lean Deployment and Shop-Floor Improvement

• Create the Lean deployment Roadmap, with specific timelines to achieve both operational and financial results through Llean implementation.
• Support the deployment of Lean Manufacturing principles, systems, and behaviors across production areas.
• Lead hands-on improvement activities in all Value-Stream areas such as packaging, warehouse, and support operations.
• Work directly with supervisors, operators, technicians, maintenance, quality, and planning teams to identify and eliminate waste.
• Facilitate kaizen events and rapid improvement activities focused on flow, quality, productivity, changeover reduction, and schedule adherence.
• Help build a culture of daily problem solving, visual management, standard work, and accountability.

Mixed-Model Value Stream Design

• Analyze current-state value streams and identify opportunities to improve flow, reduce waiting, eliminate bottlenecks, and improve schedule stability.
• Design improved future-state value streams for mixed-product, mixed-volume manufacturing environments.
• Support value stream mapping, material flow design, line balancing, work sequencing, supermarket/pull concepts, and flow improvement.
• Help connect upstream processes, such as material readiness, pre-weight, and compounding, with downstream packaging execution.
• Identify constraints and support actions to increase throughput through the end-to-end value stream.

5S and Visual Workplace

• Lead practical 5S implementation in production, warehouse, tooling, staging, changeover, and support areas.
• Develop visual standards that make abnormal conditions easy to see.
• Create and sustain workplace organization standards for tools, parts, documents, materials, and equipment.
• Coach supervisors and operators on 5S ownership, audit routines, and sustainment behaviors.

SMED and Changeover Reduction

• Lead SMED/changeover improvement activities across packaging and manufacturing processes.
• Separate internal and external changeover work.
• Improve changeover preparation, staging, tooling readiness, line clearance, cleaning, setup, verification, and start-up.
• Develop changeover standard work, checklists, readiness boards, and adherence tracking.
• Partner with maintenance, quality, warehouse, and production to reduce waiting, searching, rework, and approval delays during changeovers.

Standard Work and Daily Management

• Develop and implement standard work for operators, team leads, supervisors, and support functions.
• Support the design and use of Tier 1 and Tier 2 daily management boards.
• Help teams use plan-vs-actual thinking, gap identification, countermeasures, and escalation discipline.
• Coach leaders and teams to solve problems at the source instead of relying on firefighting.
• Build practical visual controls for performance, safety, quality, delivery, productivity, and action follow-up.

Data, Metrics, and Results

• Analyze operational performance data to identify losses, trends, bottlenecks, and improvement priorities.
• Track and report improvement results related to throughput, downtime, changeover time, labor productivity, quality, safety, and schedule adherence.
• Convert observations into actionable improvement plans with owners, timing, expected impact, and follow-up.
• Support root-cause analysis and corrective action for recurring operational problems.