Regional LEAN Leader

Player-coach leader of the lean transformation across PerkinElmer’s three manufacturing sites in China, Malaysia, and Singapore. Owns the multi-year lean roadmap, program governance, and validated results, while simultaneously serving as the region’s senior technical authority on the Toyota Production System — setting the methodology standard, coaching plant leadership, and building belt capability at every site. Leads and develops a team of three site-based Lean Practitioners. Based in Singapore with regular presence at all three plants.

Define and own the multi-year lean transformation roadmap for the three plants in Singapore, Malaysia and China, aligned to annual policy deployment (hoshin kanri) and site P&L priorities.

• Run program governance: monthly steering reviews with the three Plant General Managers and quarterly reviews with the Vice President, Operations, including a finance-validated savings pipeline.
• Directly manage, coach, and develop three site-based Lean Practitioners (solid line), including project allocation, standard work for the lean team, and belt certification progression.
• Own the regional lean methodology standard: value stream mapping, kaizen, standard work, 5S and visual management, SMED, TPM fundamentals, heijunka/leveling, and tiered daily management.
• Personally lead the most complex, cross-site improvement initiatives — e.g., first-pass yield in instrument test, test cycle-time reduction, and changeover reduction in high-mix / low-volume assembly.
• Design and deploy the tiered daily management system (SQDIP boards, tiered meetings, gemba walks, leader standard work) and coach Plant General Managers and their staff in its daily use.
• Build site capability: train, coach, and certify Green Belts and Yellow Belts among plant engineers, supervisors, and line leaders; own the regional belt development plan.
• Establish and maintain the project selection and chartering process; ensure every project has a baseline, target, owner, timeline, and finance-validated benefit.
• Standardize and replicate proven improvements across the three sites (yokoten); maintain the regional best-practice library.
• Partner with Quality, Supply Chain, and NPI functions to extend lean thinking beyond the shop floor.
• Report program metrics — savings, project throughput, belt certifications, and daily management maturity — monthly to the Vice President, Operations.
• Safeguard practitioner effectiveness: manage site demands through the project portfolio so embedded practitioners are developed as improvement leaders rather than absorbed into daily firefighting.