Manufacturing Plant Manager
Overhead Door · Mount Hope, OH
- Level
- Manager
- Team
- Production
- Experience asked
- 12+ years
- Industry
- Industrial
- Posted
- 24 days ago
The role in 30 seconds
A management production role at Overhead Door (industrial) in Mount Hope, OH.
- They ask for
- 12+ years
- Tools it names
- Kaizen, Value stream mapping, Root cause, Control plans, Automation, Tooling
Read from the posting. The full description is below.
From the plant jobs report · week of November 2, 2026
Production Engineer roles in Ohio: typical posted base $111k–$151k.
Median of the low and high ends of 5 live postings that list pay, out of 62 production engineer openings in Ohio, read from manufacturers' own careers sites.
Ohio plant jobs report →Pay by team and state →What moves pay →
How this role compares
Against 61 other live production postings in Ohio.
- Base pay
- Not listed in this posting
- Experience asked
- More than usual (12+ vs 7+)
Typical $111k–$151k, from 5 postings that list pay.
Similar roles usually ask 7+ years.
Skills these teams ask for most
- Lean 58%
- ✓ Team leadership 55%
- ✓ EHS / safety 44%
- Six Sigma 27%
- ✓ Root cause 23%
✓ = this posting asks for it too. % = share of similar postings that mention it.
Stands out: this posting asks for Kaizen, Value stream mapping, Control plans, Tooling, which few similar roles mention. If you have it, lead with it.
At a glance
Pulled from the posting text. If it's not listed here, the posting didn't say.
How to get in at this plant
Five moves over a week or two. The first one takes ten minutes.
- 1
Pick 2–3 people on the Production team at Overhead Door
Engineers who joined in the last year or two reply the most. Use the team search on this page to find them.
- 2
Send a short, curious note
One real question about their work. No favors yet. Each person gets a different note, written for this role.
- 3
Turn a reply into a short call
Questions worth asking about this team:
- What does a normal week look like on your team?
- How did you land the job? What stood out in your interviews?
- 4
Apply with someone vouching for you
If the call went well, ask whether they’d pass your résumé to the hiring manager. Send your résumé link, apply that day, and let them know.
- 5
Bring proof to the interview
One page of before-and-after numbers from projects you led: scrap, OEE, cycle time, cost. Plant managers hire on results.
This plant: Overhead Door in Mount Hope
1 other open role at this site.
- Industrial Engineer · Industrial
Manufacturing Plant Manager at Overhead Door in other locations
Overhead Door lists this title in 2 places. Pick the plant you can get to.
Full description from Overhead DoorAs posted on their careers site.ShowHide
The Plant Manager is the senior operating leader for the facility and is accountable for predictable performance across Safety, Quality, Delivery, Cost, Cash and People. The role converts business priorities into daily execution, develops the plant leadership team, and builds the operating discipline needed to serve customers reliably while improving cost, capacity and working capital.
The Plant Manager leads through value stream and functional leaders and is accountable for integrated site results regardless of reporting line. Functional leaders establish standards and governance; the Plant Manager ensures those standards are executed in the plant and resolves conflicts that prevent performance
Core Accountabilities Safety Environmental and Regulatory Leadership
- •Set the expectation that work stops when conditions are unsafe or product integrity is at risk. Lead visible safety routines, incident reviews and verification of corrective actions.
- •Ensure compliance with OSHA, EPA and applicable state and local requirements, including required permits, training, recordkeeping and emergency response readiness.
- •Integrate ergonomics, industrial hygiene, environmental performance and risk reduction into operating plans and capital priorities.
- •Hold every leader accountable for safe work, timely hazard correction and consistent use of the Safety Golden Rules.
Customer Quality and Delivery
- •Own the plant's service and delivery performance for external customers and intercompany transfers, including schedule attainment, backlog recovery, complete orders and dependable promise dates.
- •Build quality into the process through standard work, quality control plans, layered process audits, first-piece and in-process controls, and disciplined containment when a defect is found.
- •Lead cross-functional response to significant customer issues and recurring defects. Require verified root cause, corrective action, effectiveness checks and horizontal deployment where the risk exists elsewhere.
- •Partner with Quality, Product Engineering and Customer Care to reduce claims, warranty cost, rework, scrap and cost of poor quality while protecting the customer during recovery.
Show full description ↓Show less ↑
Operating Plan and Financial Performance
- •Translate the annual operating plan into capacity, labor, maintenance, materials, productivity and capital plans for each value stream.
- •Own the plant operating budget, conversion cost, productivity, overtime, spending, inventory and working-capital performance within delegated authority.
- •Review demand, capacity, constraints and material readiness routinely. Escalate structural gaps early and present fact-based options for load balancing, sourcing, capital or customer commitments.
- •Maintain accurate operating data and forecasts. Use common definitions and source systems so plant decisions and enterprise reporting rely on one version of performance.
DOOR Performance System
- •Deploy the D.O.O.R. Performance System as the plant's management system, not as a separate improvement program. Connect annual priorities, daily management, leader standard work and problem solving from the value stream to the plant level.
- •Lead tiered accountability using visual management, clear targets, timely escalation and documented countermeasures. Confirm actions at the gemba rather than relying only on meeting-room reports.
- •Build problem-solving capability through PDCA, Coaching Kata, standard work and structured root-cause methods. Leaders must develop people to solve problems instead of becoming the permanent problem solver.
- •Use value-stream thinking to improve flow, reduce waste and shorten lead time. Sponsor focused kaizen activity only when it addresses a defined performance gap and has an owner and sustainment plan.
Materials Flow and Asset Reliability
- •Ensure disciplined planning, scheduling, inventory control, material presentation, warehousing and shipping so production can meet the committed schedule with minimal expediting.
- •Establish clear ownership for preventive maintenance, constraint management and downtime reduction. Review equipment losses and require permanent countermeasures for chronic failures.
- •Improve overall equipment effectiveness where it is a valid constraint measure, with separate visibility to availability, performance and quality losses.
- •Maintain site business-continuity plans for critical equipment, utilities, suppliers, systems and weather-related risks.
People Leadership and Organization Capability
- •Select, coach and hold accountable a multi-layer leadership team. Set clear expectations, provide direct feedback and address persistent performance or conduct issues promptly and consistently.
- •Build succession depth for critical plant roles and maintain development plans for high-potential leaders, front-line supervisors and technical talent.
- •Ensure appropriate spans of control, clear role ownership and leader coverage across all shifts. Adjust the organization as volume, mix and technology change.
- •Partner with Human Resources on workforce planning, attendance, retention, employee relations, labor strategy where applicable, and consistent policy administration.
- •Communicate plant priorities and performance regularly through shift meetings, town halls and direct engagement at the gemba. Create an environment where employees can raise problems without delay.
Engineering Capital and Change Execution
- •Partner with Manufacturing Engineering and Product Engineering to ensure design for manufacturability, process capability, tooling, staffing, quality controls and training are ready before launch or transfer.
- •Own site readiness for new products, ERP and system changes, automation, line moves and major process changes. Use formal risk review, commissioning criteria and post-launch stabilization plans.
- •Prioritize capital using safety, customer, capacity, quality, cost and cash impact. Deliver approved projects to scope, schedule and financial comm