Lean Six Sigma Senior Black Belt

Location: Northamptonshire
Posted: about 5 years ago
Contract Type: Permanent
Industry: Operations and Technology Management, People, Process and Technology Change Management, Strategic Management, Leadership and Growth , Logistics and Supply Chain , Technology and Media
Contact Name: Mark Edward Atkinson
Contact Email:

Job Description

Forerunners in the building and construction market, but there’s a lot more to this client than just bricks and mortar or nuts and bolts. 

With over 20 different businesses this PLC covers all sectors of the building, construction and home improvement industries.

They spend a lot of their time also thinking about how they can improve things like the future of the environment and how they can get increasingly involved with local communities.

Role Purpose
1) Responsible for ensuring all processes are documented and communicated to required levels including relevant operational principles, controls, interdepencies, gaps, and clear business measures and metrics.

2) In coordination with the core system change manager and the relevant workstream lead, define the change management approach and deployment strategy that should be adopted through each part of the business.

Principal Accountabilities

1) To ensure the processes employed within and using the new system(s) are designed in a manner to maximise performance, minimise waste and mitigate any risk around gaps across the workstreams or overall target operating model

2) To ensure that appropriate control systems (including metric definition, build, rollout and use) are included within the build and deployment of core systems and the associated change and learning programme in a manner that supports and enhances the overall target operating model (not least customer and shareholder satisfaction)

3) Ensure that the change management approaches to be utilised with regard to the launch of processes or sets of processes are designed and conducted in a manner that drives processadoption, including stakeholder management at the appropriate level where problems arise and require escalation.

4) When we are conducting dual running activities, to coordinate the data collection, collation and analysis that is necessary to identify, analyse and manage areas of disparity (including across workstreams where relevant)

5) When we are conducting pilot activities, to coordinate all activities around determining the measures of success, assist/manage the running of the pilot, capture and analyse performance, identify and amplement improvements as a result of the pilot across brands and workstreams.

Understanding and representing the operational processes and challenges within their area.

1) Determining the aspects of current operation that need to be retained and those that need to change. Sufficiently challenging the status quo without damaging the aspects that are most beneficial to the organisation and our customers.

2) Managing expectations and impact with regard to what is possible, probable and optimal for the organisation within their scope. Managing the stakeholder impact in the inevitable areas where compromise is required.

3) Within their organisation, to ensure all change management is conducted in an effective, coordinated manner that ensures colleague support and understanding.

4) Work under significant time and financial pressure to deliver key business outcomes.

5) Prioritisation of conflicting demands and expectations between stakeholder groups.

6) Managing governance around all aspects of BPI activity within the program and ensure consistency of approach, delivering the workstream leader(s) vision and challenging on potential improvement areas and consolidation across the group.

7) To ensure the needs of their organisation are understood and accommodated in the vendorselection, system build/configuration and implementation processes. Ensuring a consistency of thinking and alignment of core operating principles across all workstreams.

8) To understand the process level detail behind what we do. To translate this into new in system processing with a view of what can be achieved using the vanilla system and where prioritisation of configuration/development is required. Ensuring that appropriate change control around configuration is utilised to minimise risks to other process both within our outside of core systems.

9) To ensure the change is landed in a manner that engages with employees and leaders and ensures the short and long term buyin and adoption of the system and new ways of working.

10) Managing resistance to change and conflicts between stakeholder expectations.

11) Ensuring an adequate control system is deployed as part of the system release to drive process adoption and control and that this system is aligned to group target operating modelrequirements.

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