Associate Director, Operational Excellence – Productivity is responsible for driving enterprise-wide productivity, efficiency, and performance improvement across the manufacturing and laboratory network. This leader embeds a culture of continuous improvement, standardizes best practices, and ensures delivery of measurable financial and operational outcomes (e.g., COGS reduction, capacity unlock, reliability improvements, and lab throughput gains).

This role has a strong emphasis on deploying and maturing Lean Labs across QC, Stability, Raw Materials, and other laboratory environments – leveling demand, establishing standard work and flow, and building tiered management and problem-solving discipline to deliver consistent, predictable, and continuously improving lab performance (SQDC+P).

This role operates at the intersection of operations, quality/laboratory, finance, supply chain, and digital, translating strategy into site-level and lab-level execution. Partner/Support Fusion team Aim Points for Cash Flow, Zero Disruptions, Revenue Acceleration, and Decision Making.

The Operational Excellence role creates enterprise value across four key dimensions:

a. Financial Impact (Hard Value)

• Reduction in COGS through yield improvement, waste reduction, material cost (PPV)/negotiation/rebates, supply chain/landed cost, product design, and labor productivity/automation
• Increase in capacity utilization, delaying or eliminating capital investments – including unlocking hidden lab capacity through demand leveling
• Improved inventory turns and working capital efficiency

b. Operational Performance

• Increased OEE (typically +5–15 points across network)
• Reduced deviations, batch failures, and right-first-time (RFT) losses
• Shorter cycle times and improved throughput, including lab turnaround/lead-time consistency
• Improved analyst productivity of 10–15%+ through demand leveling, standard work, and flow in laboratories

c. Reliability & Supply Assurance

• Improved service levels (OTIF) and reduced supply disruptions
• Faster and more predictable product release timelines, driven by leveled lab demand and defined sample flow (rhythm wheels, trains, or defined days)
• Stronger resilience through standardized processes

d. Capability Building & Culture

• Institutionalization of a continuous improvement (CI) mindset, including Lean Labs foundational and advanced elements
• Development of site-level CI leaders and problem-solving capability, including lab tiered management and Gemba practice
• Scalable deployment of best practices across the network
• Build/coach financial acumen for site OpEx

1. Network Performance & Value Delivery

• Design and partner with BI&T to build network-level dashboards and reporting KPIs: OEE, yield, cycle time, COGS/unit, and lab metrics (% RFT, % roles/on-time, capacity utilization)
• Build a transparent performance management system across sites and laboratories
• Identify quantified savings and productivity improvements (annual targets)
• Attend budget reviews and align on productivity goals and delivery
• Identify network-wide resource needs to deliver business results

2. Lean Labs & Focused Improvement System Deployment

• Establish and scale Lean / Six Sigma methodologies across manufacturing and laboratory operations
• Lead deployment of the Lean Labs sub-system: analyze demand variability (Coefficient of Variation) and select the appropriate leveling strategy (queue-based, mixed workstream, staggered planting, forced combination, or planned hours leveling)
• Establish standard work and defined analyst roles (Role Cards, Work Combination Sheets) that support repeatable, balanced, and productive workloads
• Design and implement flow mechanisms (rhythm wheels, test trains, or defined days) to reduce sample throughput time and work-in-progress
• Deploy and coach tiered, visually managed performance boards (daily huddles, KPI/KBI trackers, issue/action logs) to drive short-interval control and root-cause problem solving
• Lead structured problem-solving and root cause elimination (A3, DMAIC/PDCA) across labs and manufacturing
• Drive right-first-time and deviation reduction initiatives
• Advance labs along the maturity curve (Reactive 12 Proactive 12 Integrating 12 Excellent) using the Lean Labs maturity assessment grid

3. Standardization & Best Practice Scaling

• Identify high-performing sites/labs and codify best practices
• Rapidly deploy proven improvements, including Lean Labs foundational and advanced elements, across the network
• Reduce process variability and performance gaps

4. Capacity & Asset Optimization

• Unlock hidden capacity in manufacturing and laboratories (debottlenecking, scheduling optimization, leveled demand modeling)
• Improve asset utilization and labor/analyst productivity
• Deploy and maintain skills matrices to identify training gaps, target minimum headcount by skill, and prioritize training investment
• Reduce the need for capital expenditures through efficiency gains

5. Digital & Data-Driven Manufacturing and Labs

• Partner with IT/Data to deploy MES, advanced analytics, and automation
• Use predictive insights to improve throughput, quality, and maintenance
• Establish, with support from the OpEx team and BI&T, network-wide digital dashboards for key KPIs (e.g., OEE, lab RFT, capacity utilization) and ensure integration with business unit reviews
• Partner on the interaction between digital lean lab tools (e.g., Smart QC scheduling/capacity planning) and the Lean Labs sub-system to optimize scheduling, resource requirements, and throughput

6. Governance & Execution Discipline

• Monitor, evaluate, and coach tiered accountability and performance routines across manufacturing and labs
• Lead monthly/quarterly performance reviews with site and lab leaders
• Ensure sustainability of improvements (not one-time gains)
• Ensure sites are following the COMPASS Focused Improvement Element and Lean Labs playbook standards

7. Capability Building

• Develop site CI leaders and Green/Black Belt programs
• Build problem-solving capability at all levels, including lab analysts, team leaders, and site QC leadership
• Act as coach/mentor to Sponsors and Business Teams during Lean Labs assessment, design, and implementation phases
• Foster a culture of accountability and continuous improvement
• Coach and hold accountable procurement team for negotiation, rebates

• Bachelor19s degree in Engineering, Science, Business, Operations Management, or a related technical field required; advanced degree (MS/MBA) preferred
• 8+ years in pharma/biotech manufacturing, Quality Control laboratories, operational excellence, or supply chain
• Minimum 2 years directly managing or leading a team, with demonstrated mentoring, coaching, and people development capability
• Proven track record delivering measurable productivity gains (510%+ enterprise-wide; 1015%+ typical in leveled/standard-work labs)
• Lean Six Sigma Black Belt certification with 4+ years applying DMAIC/lean methods, with practical, hands-on project experience required
• Direct experience deploying Lean Labs (or an equivalent lab-leveling/standard-work/tiered-management system) in a commercial GMP laboratory setting 19 including demand-variability analysis, leveling strategy selection, standard work design, and flow/rhythm-wheel implementation
• Experience implementing Smart Factory / Smart QC concepts and/or using Digital/AI solutions to optimize lab and manufacturing scheduling, capacity, and throughput
• Experience leading multi-site/global manufacturing and/or laboratory networks
• Strong executive presence and ability to influence without authority
• Strong financial acumen with deep experience quantifying savings, avoidance, and value
• Deep experience with business case development and leadership engagement
• Familiarity with GMP, regulatory, and quality systems
• Experience as an Operational Excellence trainer/facilitator, including deployment of skills matrices and structured training roadmaps, is a plus

If you come across a role that intrigues you but doesn19t perfectly line up with your resume, we encourage you to apply anyway. You could be one step away from work that will transform your life and career.

The starting compensation range(s) for this role are listed above for a full-time employee (FTE) basis. Additional incentive cash and stock opportunities (based on eligibility) may be available. The starting pay rate takes into account characteristics of the job, such as required skills, where the job is performed, the employee19s work schedule, job-related knowledge, and experience. Final, individual compensation will be decided based on demonstrated experience. 

Eligibility for specific benefits listed on our careers site may vary based on the job and location. For more on benefits, please visit
 

Benefit offerings are subject to the terms and conditions of the applicable plans in effect at the time and may require enrollment. Our benefits include:

• Health Coverage: Medical, pharmacy, dental, and vision care.

• Wellbeing Support: Programs such as BMS Well-Being Account, BMS Living Life Better, and Employee Assistance Programs (EAP).

• Financial Well-being and Protection: 401(k) plan, short- and long-term disability, life insurance, accident insurance, supplemental health insurance, business travel protection, personal liability protection, identity theft benefit, legal support, and survivor support.

03Work-life benefits include:

Paid Time Off

• US Exempt Employees: flexible time off (unlimited, with manager approval, 11 paid national holidays (not applicable to employees in Phoenix, AZ, Puerto Rico or Rayzebio employees)

• Phoenix, AZ, Puerto Rico and Rayzebio Exempt, Non-Exempt, Hourly Employees: 160 hours annual paid vacation for new hires with manager approval, 11 national holidays, and 3 optional holidays

Based on eligibility*, additional time off for employees may include unlimited paid sick time, up to 2 paid volunteer days per year, summer hours flexibility, leaves of absence for medical, personal, parental, caregiver, bereavement, and military needs and an annual Global Shutdown between Christmas and New Years Day.

All global employees full and part-time who are actively employed at and paid directly by BMS at the end of the calendar year are eligible to take advantage of the Global Shutdown.

*Eligibility Disclosure: The summer hours program is for United States (U.S.) office-based employees due to the unique nature of their work. Summer hours are generally not available for field sales and manufacturing operations and may also be limited for the capability centers. Employees in remote-by-design or lab-based roles may be eligible for summer hours, depending on the nature of their work, and should discuss eligibility with their manager. Employees covered under a collective bargaining agreement should consult that document to determine if they are eligible. Contracto