Job highlights

- Expertise in Lean, Six Sigma, and Operational Excellence with hands-on deployment in large-scale operations

- Lead OPEX culture building, deliver training and coaching on A3 Problem Solving, Kaizen, Visual Management, and Value Stream Mapping; drive end-to-end value stream improvements and sustainment

Job Summary The CI COE - OPEX Culture Capability Building Lead is accountable for strengthening Operational Excellence capability, problem solving discipline, and system thinking across GSC through the deployment of Opex, Lean practices, and structured capability building interventions. This role acts as a Centre of Excellence capability leader, working in partnership with GSC functions, CI teams, LD, and business leaders to embed OPEX ways of working into daily management routines, leadership cadences, and value stream performance improvement. The role is responsible for enabling the shift from silo optimisation to end-to-end value stream thinking by building practitioner capability, coaching CI colleagues, strengthening Operating System (Governance) discipline, and ensuring learning is applied on real business problems linked to Dashboard reds, value stream gaps, and enterprise priorities.

The role directly supports the development of self-sufficient teams that can diagnose performance gaps, run structured A3 problem solving, deploy Visual Management, facilitate Kaizen and VSM interventions, and sustain improvements beyond initial deployment, underpinned by data-driven tracking of capability maturity and adoption.

Key Responsibilities

- Drive OPEX culture and system thinking across GSC by enabling the shift from silo-based improvement to end-to-end value stream thinking across CX, Finance, Operations, and other GSC value streams.

- Embed structured problem solving into daily ways of working by strengthening the use of A3 Problem Solving, and performance gap ownership.

- Design and deploy structured capability journeys covering OPEX elements, A3 Problem Solving, Daily Management, Kaizen, Action Planning, Lean concepts, Value Stream Mapping, Waste Identification, and Standard Work principles.

- Lead training and facilitation for OPEX capability building across GSC locations through classroom training, virtual sessions, refresher sessions, QA forums,



leadership awareness sessions, and applied coaching interventions.

- Enable the Train the Practitioner model for CI deployment by coaching CI colleagues to independently deploy OPEX work packages across L3 processes, including A3 Problem Solving, Value Stream Mapping workshops, Kaizen events, Visual Management, and structured action planning.

- Build internal faculty and practitioner capability to scale OPEX deployment across GSC processes, ensuring CI colleagues are equipped to facilitate, coach, assess maturity, and sustain adoption across functions and locations.

- Strengthen Operating System and Daily Management discipline by improving linkage between performance gaps, VMS boards, daily and weekly review cadences, A3 pipeline, and structured countermeasure tracking.

- Support deployment of OPEX practices across GSC, including Visual Management, Performance Dashboards, Daily Management Boards, A3 Problem Solving, Kaizen, Action Planning, and leadership routines linked to business outcomes.

- Partner with business leaders and CI teams to ensure OPEX capability building is linked to real business problems, persistent KPI reds, customer pain points, operational reliability gaps, rework, escalations, cost-to-serve opportunities, and value stream performance.

- Partner with LD to strengthen behavioural enablers required for sustainable OPEX adoption, including leader standard work mindset, coaching capability, system thinking, problem ownership behaviour, and learning application.

- Define and track adoption and maturity signals such as trained practitioner penetration, quality of A3 problem statements, VSM coverage, A3 throughput, sustainment effectiveness, and CI practitioner-led deployment across L3 processes, leveraging capability dashboards, maturity models, and capability health metrics available to consume in the organisation ecosystem.





- Actively participate in and contribute to the GSC Continuous Improvement community by sharing current positive practices, standardising deployment approaches, improving tools and templates, and supporting enterprise-level OPEX maturity building.

- Lead change leadership and adoption management by influencing behaviours, building ownership of new OPEX ways of working, constructively addressing resistance, and sustaining improvements beyond initial deployment.

Required Skills and Experience

- Must have Skills: Strong Continuous Improvement, Lean, and Operational Excellence mindset with hands-on deployment experience in large-scale operations or shared services environments.

- Practical experience in building OPEX culture, capability journeys, and structured problem-solving discipline across business teams.

- Strong knowledge of Six Sigma Lean methods including A3 Problem Solving, Root Cause Analysis, Kaizen, Visual Management, Value Stream Mapping, Waste Identification, Standard Work, and Daily Management.

- Ability to translate enterprise priorities into capability building interventions, deployment roadmaps, coaching plans, and measurable adoption outcomes.

- Strong facilitation and training capability, with experience delivering classroom and virtual learning interventions for leaders, managers, CI practitioners, and frontline teams.

- Strong coaching capability to support CI practitioners, leaders, and teams in applying OPEX methods on real business problems.

- Ability to work across a complex matrix organisation and influence stakeholders across functions, locations, and leadership levels.

- Strong analytical and structured problem-solving skills with the ability to connect KPIs, performance gaps, process issues, root causes, and countermeasures.

- Strong stakeholder management skills with the ability to partner with CI teams, business leaders, LD, site teams, and global functional stakeholders.

- Strong communication skills with fluency in English, including the ability to create leadership-ready narratives, training material, one-pagers, playbooks, and governance updates.

- Ability to manage multiple capability building initiatives, training calendars, deployment plans, and stakeholder expectations in parallel.

📌 Continuous Improvement Excellence Lead (Airoli)
🏢 A.P. Moller - Maersk
📍 Airoli