Senior Project Manager, Continuous Improvement & Lean Manufacturing

Department: Continuous Improvement & Lean Manufacturing

Referral Bonus: $500.00 USD

Summary

Leads and accelerates Enerflex’s Lean and Continuous Improvement (CI) journey across manufacturing, engineering, supply chain, project execution, quality, and supporting business processes. The role combines Lean leadership, structured problem solving, project/portfolio management, change leadership, data analysis, and hands-on Gemba engagement.

The purpose of the role is not to “do Lean” for the organization, but to build leaders and teams who identify and solve problems themselves . The Senior Project Manager teaches, demonstrates, facilitates, and coaches Lean practices — including structured Kaizen — while progressively transferring ownership so improvements are standardized, sustained, and continue after direct CI support is withdrawn.

Principle

• •Deploy the Enerflex CI/Lean roadmap across sites and functions, shifting CI from projects to a daily management system.
• •Lead cross-functional improvement projects in fabrication, assembly, material flow, engineering, procurement, quality/NCR, schedule, COPQ and margin.
• •Own charters, a prioritized project pipeline, benefit verification and executive status reporting.
• •Build and coach SQDC tiered huddles, visual management, Leader Standard Work, Gemba walks, escalation and layered audits.
• •Teach, coach, and facilitate structured Kaizen events and value stream assessments, developing leaders and employees to independently plan, lead, execute, and sustain Kaizen with implemented, measured results.
• •Build leader ownership of Lean by coaching leaders to identify problems at Gemba, develop people through structured problem solving, remove systemic barriers, and reinforce standards through daily leadership routines.
• •Lock every gain into standard work, visual controls, clear ownership and audits, verified at 30/60/90 days.

• •Coach leaders, develop internal CI coaches, and deliver practical, learn-by-doing Lean training and projects.
• •Develop Kaizen capability at all levels by teaching a repeatable event method: scoping and preparation, current-state observation, waste identification, root-cause analysis, countermeasures, rapid implementation, standardization, follow-up, and sustainment.
• •Transfer capability progressively: demonstrate the method, co-lead events, coach leaders as they lead, and hand ownership to the operating organization.
• •Coach PDCA, A3, 5 Why, RCA, Pareto and VSM; apply DMAIC/FMEA where appropriate.
• •Build stakeholder alignment and employee ownership; recognize and communicate successes.
• •Set baselines and track SQDC outcomes (FPY, NCRs, COPQ, on-time delivery, labor hours, margin) and CI system-health measures.

• •SQDC, daily management, Gemba and Leader Standard Work embedded in site routines.
• •A3/PDCA is the default for complex problems; Kaizen results captured in standard work and sustained through follow-up.
• •Site and functional leaders independently sponsor, lead, and sustain Kaizen events, with CI operating as coach rather than event owner.
• •Internal CI coaches and leaders teach and reinforce Lean problem solving and Kaizen within their own areas.
• •Measurable KPI improvement, with gains holding after CI support is withdrawn.

• •Lean Six Sigma Black Belt (ASQ CSSBB or equivalent) preferred.
• •Lean certification from a recognized Lean organization, PMP, and/or Prosci (or equivalent) change-management training are a plus.

• •Strong practical command of Lean/TPS principles, PDCA, A3, Kaizen, VSM, 5S, visual and daily management, Leader Standard Work, Standard Work, Gemba, flow/pull/Kanban, setup reduction, error proofing, RCA/5 Why, Pareto, FMEA, Lean Six Sigma/DMAIC, and basic statistics.
• •Working mastery of the full Kaizen cycle: event selection and scoping, sponsor alignment, preparation, facilitation, implementation, standardization, benefit verification, and sustainment.

• •Leads without authority — influences through credibility, coaching, and results.
• •Works at every level — equally effective at a fabrication-bay Gemba and an executive review.
• •Develops people, not dependence — coaches others through problems rather than solving them.
• •Teaches and transfers capability — uses Kaizen and daily improvement to grow leaders and internal problem solvers, not just deliver project results.
• •Makes problems visible — uses facts, data, and visual management; challenges systems while respecting people.
• •Builds sustainable systems — an improvement is complete only when standardized, owned, and sustained.
• •Connects Lean to business results — ties CI activity to safety, quality, delivery, cost, and customer outcomes.

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