Regional LEAN Leader

When joining PerkinElmer, you select an experienced and trusted leader in scientific solutions, with the support of a global service network and distribution centers, providing the right solution, at the right time, to meet critical customer needs. With over an 80+ year legacy of advancing science and a mission of innovating for a healthier world, our dedicated team collaborates closely with commercial, government, academic and healthcare customers to deliver our broad portfolio of analytical solutions, and OneSource services.

Job Title

Regional LEAN Leader

Location(s)

Singapore

Job Description

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.