Value Stream Manager

Role Purpose
The Value Stream Manager is accountable for:
Owning end-to-end SQDIP performance for the value stream, carrying out root cause analysis and taking corrective action where targets are at risk
Leading and developing supervisors and frontline leaders to build stable, capable execution and a strong safety and quality culture
Setting and running disciplined daily management (Tier 2/Tier 3), ensuring issues are surfaced, owned, escalated and closed with clear countermeasures
Driving continuous improvement and waste elimination and ensuring sustainment of gains
Managing value stream resources (people, materials, equipment) to meet demand, improve flow and control cost, inventory and working capital
Owning financial and operational performance for the value stream, partnering with Finance on budget and delivery of commitments
Decision & Escalation Scope
The Value Stream Manager is expected to:
Decide: required staffing levels for the value stream; line changeovers; and line stoppages where safety, quality, delivery or equipment integrity is at risk
Decide: hiring of Supervisors; approval of Process Change Requests (PCRs); and spend within delegation of authority (including in-budget and out-of-budget thresholds)
Consult: Director of Operations on reactive people needs, line and project prioritization, performance issues, and CI opportunity prioritization; Director of Operations/HR on shift pattern changes, adding shifts or adding lines
Consult: Master Production Scheduling on the production plan; Buyer/Planner on inventory needs and production planning; SIOP on lead-time requests and demand/supply actions; Engineering on work instruction changes; CI on standard work and SWIP changes; Quality on interpretation of quality standards; Finance/Operations leadership on budget and major trade-offs
Inform / Escalate: Escalate barriers to Mission Control / Tier 3; inform Finance on missed goals; inform Mission Control and support functions of planned overtime; inform Director of Operations of people, maintenance, planning/material shortages, safety and quality issues; inform VP Operations of near misses and reportable incidents
Boundaries: Does not hire or fire direct labor (delegated to Supervisor), does not direct other value streams, does not set/waive quality standards, and does not change product/process requirements without following the formal approval/change process
Key Accountabilities
End-to-End Delivery & Flow
Own and deliver the production plan for the value stream, maintaining predictable output and strong schedule adherence across shifts
Use visual daily management to review SQDIP, highlight gaps, and drive countermeasures with clear owners and due dates
Grasp the current state of the value stream; this is the foundation to working out where the next improvement steps.
Identify constraints across materials, labor, equipment and information flow; remove bottlenecks and stabilize processes to reduce variation
Ensure safe processes and quality controls are designed into the value stream and consistently followed (no compromised standards)
Partner with Maintenance to prevent unplanned downtime through TPR priorities, escalation and follow-through
Lead readiness for new products and changes ensuring documentation, training, capacity and material plans are in place to launch without disruption
Tiered Management, Reporting & Escalation
Create and maintain a clear escalation process/matrix for the value stream; ensure issues are escalated at the right time and level
Build and present performance reporting for Tier 3, including trends, root causes, countermeasures and support required
Ensure disciplined problem solving at Tier 2 and Tier 3, removing blockers and holding owners accountable to closure
Interface with Mission Control and support functions to protect priorities, manage planned overtime, and align on constraints, shortages and customer risks
People, Leadership & Culture
Establish a high-performing value stream team through regular feedback, coaching, clear expectations and effective accountability
Set required staffing levels and capability plans; coach supervisors to manage attendance, training, skills coverage and shift resilience
Lead from the floor through regular gemba, coaching to standard work and reinforcing safe, respectful and effective leadership routines
Build strong relationships across functions (HR, Engineering, Quality, Supply Chain, Finance) to improve decision speed and execution
Support hiring of supervisors (in partnership with HR) and ensure role clarity and effective standard work for frontline leadership roles
Create an environment where problems are surfaced early, conflict is handled constructively, and improvements are sustained over time
Continuous Improvement, Quality, Cost & Inventory
Set and execute CI initiatives aligned to company OKRs; lead Kaizens and ensure closeout and sustainment of actions
Drive quality improvement through disciplined problem solving, leading CAR/PCA as required, and active participation in MRB to prevent recurrence
Actively manage inventory levels and supply: drive SIOP actions, maintain PFEP discipline, and manage SWIP to appropriate levels
Partner with Finance on budget creation and delivery; manage spend within delegation of authority and pursue margin improvement opportunities
Required Minimum Qualifications
High school diploma/GED required; degree or relevant certification preferred.
Demonstrated experience and success in a Value Stream leadership role, with proven ability to deliver SQDIP improvements.
5+ years’ experience in manufacturing leadership roles with Lean expertise.
Demonstrated leadership ability with prior supervisory experience, including multi-shift operations.
Proficient computer skills (MS Excel, MS Word, ERP systems).
Exceptional communication skills: Ability to present effectively at a high level to senior executives, communicate clearly and motivate production team members, and adapt communication style to all organizational levels.
Strong verbal communication skills and flexibility to adapt in a fast-paced environment.
Capabilities & Skills
Strong operational leadership with the ability to align cross-functional teams to end-to-end flow and customer outcomes
Commercial and financial acumen: can translate performance into cost, cash and margin impact, and make clear resource trade-offs
Ability to lead structured problem solving at scale (Tier 2/3), using data to priorities, drive root cause and sustain countermeasures
Excellent communication and stakeholder management, able to present clearly at Tier 3/senior level and drive alignment across functions
Systems thinking and operational discipline builds standard work, visual management and stable routines that reduce firefighting
What Success Looks Like
Within 6–18 months, success in the role will be evidenced by:
SQDIP is consistently on track with clear leading indicators, disciplined Tier routines, and fewer repeated issues
Material reductions in scrap, rework and unplanned downtime through sustained CI and strong process control
Predictable delivery performance with improved flow (shorter lead times, stabilized constraints, better plan adherence)
Inventory is actively managed to agreed levels with visible SWIP control and improved working capital performance
Supervisors and frontline leaders operate with high ownership and capability, reducing reliance on firefighting and constant escalation
Leadership Behaviours – FIERCE
The Value Stream Manager is expected to be FIERCE about:
Safety & Quality – Holds teams accountable for sustained safety and quality improvement
Teamwork –
Builds trust and relationships across the organisation
Resolves conflict constructively and promotes inclusive dialogue
Creates a psychologically safe environment
Builds cross functional collaboration
Removes barriers to teamwork
Develops others
Coaches others in personal growth and mentors future leaders
Sets clear expectations and challenges poor behaviour constructively
Delivery
Owns daily performance and follows through on commitments
Develops a tier structure that empowers people to resolve issues, solves Tier 1 issues at the Value Stream level and ensures issues are quickly escalated to higher tiers where necessary
Drive for Results
Holds self and others accountable for meeting commitments
Faces up to people problems quickly and directly
Communication – Ensures clear, timely and accurate information reaches the right people
Improvement
Leads process improvement.
Prioritises improvement initiatives.
Shapes long term strategy for the value stream based on emerging trends.
Resilience & Reliability
Retains composure and recovers quickly from set backs
Sets the standard for attendance and discipline

Performance Metrics
On-time Delivery: >98%
Scrap Reduction: 40% YoY
Productivity Improvement: 10% YoY
Inventory Turns: >10
What We Offer:
Flexible Schedule
Competitive Compensation Package
Medical, Dental, Vision Insurance
401k Matching
Tuition Reimbursement
Learning and Development Initiatives