Vice President of Berry Operating System (BOS) - Military Veterans

Overview

Berry is a Fortune 500 global manufacturer and markers of plastic packaging products. We create innovative packaging and engineered products that we believe make life better for people and the planet. We do this every day by leveraging our unmatched global capabilities, sustainability leadership, and deep innovation expertise to serve customers of all sizes around the world.

Berry products serve a large variety of markets within the plastics industry. Our markets include but are not limited to beauty & personal care, beverage, building & construction, foodservice, shipping & transportation, and many others. With more than 250 facilities around the globe we are strategically located to meet the local and global needs of our customers.

Locations: Remote workplace: preferable USA based.

REPORTING STRUCTURE Reports to: EVP of BOS (whom reports to the CEO)

Role & Responsibility:

The VP of BOS will be responsible for the development of the Berry Operating System. Elevating Berry Global from the current state Continuous Improvement focus to a more robust TPS - Lean & 6 Sigma methodology. The VP of BOS serves as a change agent charged with driving process improvements intended to increase business value and optimize performance. This is to be executed through (1) the development of a Road Map based on proven Lean methodology, (2) the creation of adult educational Lean tools, and (3) the sequential implementation of Lean & 6 Sigma in accordance with the Road Map.

In this role, the VP of BOS is expected to align with cross-functional business leaders to achieve 4% ~ 6% in savings annually. Maintain accountability for establishing and reporting on key performance indicators (KPIs) and ensuring that performance meets company and customer strategies, requirements, and policies. As well as identify and harmonize "best practice" standards to reduce variation and waste, improve safety, quality, and service.

In addition, the "hands-on" manufacturing leader will foster change in a manner that ensures sustainability of Lean initiatives, including governance process to modify or update process improvements overtime and maintain active ongoing accountability regarding measurement of outcomes and reporting on KPIs. To improve in overall performance, BOS will educate the global stakeholders on key differentiators in the Lean & 6 Sigma space such that the organization can more effectively share Berry's approach to Operational Excellence.

The purpose is to build and lead a global Lean & 6 Sigma team with newly approved leadership skills and capabilities necessary to execute on the mission stated above via cross functional collaboration and effective influence to drive change and deliver improved results. Deploy organizational structure to support transformation and ongoing activities. Provide transformational leadership and maintain responsibility for overall operational excellence across Berry Global footprint, to give Berry Global a competitive advantage. Lead and manage global the team in accordance with company policies, standard operating procedures, business operating plan, over-arching corporate growth and strategy. Drive training and development of Lean & 6 Sigma practices throughout the global direct & indirect organization. And at all times, continuous to advance and advocate Berry Global Culture (values, beliefs, best practices, and world class balanced scorecard performance), and embrace and exemplify the guiding principles of leadership and leadership fundamental in the performance of responsibilities.

Responsibilities

The BOS OFFICE RESPONSIBILITIES inclue the following:

• Define and develop a COE organization, including implementing new organization structure, creating transparent and standardized manufacturing and quality improvement KPIs, optimizing the global operations footprint, and driving and monitoring operational improvements.
• Provide operating expertise in translating financial targets into operational actions, priorities, and activities to achieve P&L, cash flow and investment ratio targets; identify opportunities for significant step change improvements; and actively seek out avenues and actionable levers to drive manufacturing and quality improvements.
• Perform "operational audit" to measure manufacturing efficiency and manufacturing quality levels of the company.
• Actively seek out opportunities to optimize current footprint of manufacturing and logistics and analyze impact of organic changes to the footprint and opportunities to optimize.
• Define direction, focus and priorities for the global enterprise and create, enhance, and teach the systematic approach to driving sustainable results.
• Provide governance and develop and ensure management practice leaders are in place and communities of practice are operating effectively throughout the Enterprise.
• Develop additional operating model management practices, skills and tools as needs are identified.
• Support the Enterprise in the application of operating model methodologies and tools through active training and coaching.
• Benchmark with other companies to find best practices in operating model design, implementation, and execution; propose and promote best practices throughout the enterprise.
• Enhance the organization's Lean skills, including training, coaching and development opportunities.
• Implement the Operating Model in newly acquired companies, including the management overview, the implementation plan and appropriate staffing to support.

SUPERVISORY RESPONSIBILITIES: (TBD)

Directly manage a team of five to six Operations and Lean practitioners and indirectly manage manufacturing, quality and Lean leaders and practitioners across the enterprise.

Qualifications

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  Master's degree or equivalent level of experience:
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  Held multiple senior level operating roles (including P&L responsibility) in global manufacturing organizations:
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  Pedigree Lean training and experience:
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  Demonstrated deep experience in leading a global Lean transformation:
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  Strong, demonstrable experience and ability to improve KPIs by using LEAN Principles.
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  Practitioner in LEAN Tools (Daily Management, Std. Work, SMED, TPM, Kanban, Kaizen, Strategy Deployment, Etc....)
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  Strong leadership style coupled with a collaborative nature, very good interpersonal relationship, and trainer's skills: