**Org Marketing Statement** Meggitt's Querétaro facility in Mexico contributes around 80% of the Braking Systems' North American structural component capacity. Some 243,000 sq ft of manufacturing space is dedicated to painting wheels and building cylinder blocks and torque tubes for North American commercial applications. They are exported to our Danville facility in Kentucky, USA, for final assembly and distribution. The facility is located in the Parque Aeroespacial, 1 km from Querétaro's International Airport and 14km from the major export trade routes. In 2019, we celebrated our 10\-year anniversary Originally part of the Meggitt Aircraft Braking Systems, this facility was included in the Airframe Systems division under the 2019 new organisation structure. **Position Summary** * Lead the Lean Manufacturing strategy across all areas of the company and drive continuous improvement growth, applying all necessary Lean methodologies, plus High Performance Teams (HPT) and Win Strategy, with direct accountability for delivering measurable operational and financial results (productivity, quality, safety, and cost savings). Act as Leader, coach, and operational sponsor to ensure sustainability of change and development of team leaders. **Responsibilities** * Design and implement HPT deployment: select teams, define roles, facilitate training, and support performance cycles. * Lead and coach HPT teams on work methodologies (PDCA, A3, structured problem solving) and adoption of sustainable team habits. * Implement Win Strategy: translate corporate strategy into operational objectives, action plans, and metrics for plant/area; ensure alignment and tracking. * Plan and facilitate Kaizen events, Value Stream Mapping (VSM), SMED, 5S, problem-solving workshops, and on-site coaching sessions (gemba coaching). * Create and maintain visual management boards and KPIs linked to OEE, lead time, scrap, changeover times, Win Strategy initiative compliance, and HPT performance. * Train and certify leaders and employees on Lean tools, team leadership skills, and coaching techniques. * Support implementation of Kanban systems, work standardization, and layout improvements aligned with Win Strategy. * Diagnose critical processes and prioritize projects by economic and strategic impact; manage project pipeline and ensure closure with measurable outcomes. * Coordinate cross-functional actions with Maintenance, Quality, Engineering, Procurement, and HR; promote change management and sustainability of improvements. * Conduct periodic sustainability audits (5S, HPT health checks), document lessons learned, and escalate strategic impediments to management. * Report progress and results of Win Strategy and HPT performance to Management; prepare executive presentations and continuous improvement plans. **Qualifications** * Education: Industrial Engineering, Industrial Administration, or related field. * Experience: 4–7 years in continuous improvement / Lean Manufacturing leadership roles; proven experience implementing HPT and strategic deployments (Win Strategy or similar methodologies) in manufacturing environments. * Certifications and training: Lean (Green/Black Belt preferred), High Performance Teams training, leadership coaching or coaching certification (preferred); Six Sigma, TPM, SMED, VSM training. * Technical knowledge: Lean tools (5S, Kaizen, A3, VSM, PDCA, SMED, Kanban), plant metrics, advanced Excel; ERP/MES (e.g., SAP) experience preferred. * Interpersonal skills: team leadership, on-the-job coaching, effective communication, influence without authority, change management, facilitation skills. * Languages: advanced English * Personal competencies: results-oriented, analytical thinking, resilience, ability to operate effectively in production environments and across shifts. **Closing Statement** * Reports to: Plant Manager / Continuous Improvement Lead. * Hierarchical level: coordination / mid-level; cross-functional influence role with supervisors and middle management. * Team oversight: coordination and coaching of HPT teams and others; indirect responsibility for multiple operational teams. * Location: production plant (primarily on-site, operational area). * Work schedule: plant-based work with possible shift rotation and availability for activities across different shifts; standard working hours with occasional need for after-hours activities due to Kaizen events or project closures. * Travel: local/regional mobility as required (e.g., visits to other plants or suppliers). **Language Tags** Advanced English – conversation and grammar