The Continuous Improvement Manager

The Continuous Improvement Manager is Forza's technical authority and custodian for continuous improvement methodology across manufacturing. The role owns the common approach to value stream mapping, A3/PDCA, root cause analysis, FMEA, standard work, visual management, problem-solving governance and benefit validation.

The role will govern a prioritised portfolio of improvement activity aligned to the Manufacturing Excellence Strategy, the maturity framework, EOS Rocks and material business risks. It will work with named process owners to establish baselines, select the right method, deliver and embed controlled change, and validate sustained operational and financial benefit.

A central purpose is capability transfer. The CI Manager will coach leaders and teams, develop graduates and practitioners through repeated real-world application, and integrate learning into MIMS/IMS, controlled standards, training and competence evidence. The role enables operational ownership; it does not replace it.

Key Responsibilities

• Own and continuously improve Forza's common CI methodology, governance, templates, competence standards and benefit-validation rules.
• Translate the 2031 Manufacturing Excellence vision and maturity assessment into a prioritised CI portfolio focused on the highest-value operational constraints and risks.
• Establish a clear baseline, business case, process owner, milestones and sustainment plan for each material initiative before work begins.
• Lead and facilitate complex improvement activity using appropriate methods including value stream mapping, A3, PDCA, 5 Whys, root cause analysis, FMEA, standard work, visual management, SMED, error proofing and waste reduction.
• Strengthen daily management systems so that abnormalities, priorities, ownership and action status are visible and routinely controlled by line leaders.
• Improve manufacturing flow, WIP control, labour effectiveness, space utilisation, quality at source, equipment performance and schedule stability in partnership with operational owners.
• Coach Production Managers, supervisors, employees and graduates in disciplined problem solving and improvement leadership; observe application and provide constructive assurance.
• Develop CI capability using a repeatable learning cycle: demonstrate, practise with support, repeat, teach and own.
• Provide technical direction and supervised project opportunities for graduates and other developing practitioners without allowing them to become substitute operational resource.
• Ensure every completed initiative leaves a controlled standard, SOP/OPL or method; trained and competent users; a named owner; relevant scorecard measures; and reusable organisational learning.
• Work with SHEQ/Quality, Engineering, Business Systems, People and process owners to ensure changes update relevant standards, risk controls, FMEAs/control plans, training, competence and change records.
• Audit the quality of CI methods, action effectiveness, standard adherence, benefit realisation and sustainment; intervene where improvements have not become normal work.
• Build a balanced KPI stack that evolves with maturity from lagging outcomes towards process, behavioural, capability and predictive measures.
• Maintain transparent reporting on portfolio status, risks, resource, realised benefits and maturity evidence for the Production Director and relevant leadership forums.
• Promote a culture where problems are made visible early, knowledge is organisational property, standards are constructively challenged and prevention replaces firefighting.