Manager, Operational Excellence

Manager, OperationAL Excellence

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The Manager, Operational Excellence is the hands‑on delivery engine of the OE function within a defined site and team perimeter. The role is accountable for translating Evotec's CI methodology into practical, measurable improvement across manufacturing operations, laboratory environments, and the broader R&D processes within its assigned scope, moving from analysis and plan to verified operational and financial outcome. Reporting directly to the EVP, Global Head of Operational Excellence and working in close alignment with the Senior Manager, OE. This role implements the three pillars of the OE function at site level: deploying OE methodology & solutions with consistency and rigour, defining and planning priority improvement projects within the assigned perimeter, and building, coordinating and sustaining CI communities among the operational teams they work with day‑to‑day.
2. Key Accountabilities

1. CI Methodology & Tool Deployment

Implement Evotec's OE methodology and CI toolset consistently across the assigned site and team perimeter, deploying Loss & Waste Analysis, Value Stream Mapping, DMAIC, Kaizen, and standard work frameworks with practical rigour.
Lead focused Loss & Waste and VSM exercises within assigned scope: facilitating cross‑functional workshops, capturing current‑state data, mapping improvement opportunities, and translating findings into prioritised action plans.
Adapt methodology to the specific operational context, recognising that different operational teams require tailored deployment approaches while maintaining OE methodological consistency.
Identify, document and champion the implementation of best practices within the assigned perimeter, ensuring proven solutions are captured in a replicable format and shared through the CI community and with the Senior Director for broader network adoption.
Maintain a working knowledge of evolving CI tools and approaches, bringing new techniques to the EVP and Senior Director's attention where they offer material improvement potential within the assigned scope.
2. Priority Project Delivery within Assigned Perimeter

Take direct ownership of priority OE projects within the assigned segment and site perimeter, providing hands‑on support from scoping and planning through to implementation and verified benefit realisation.
Define project charters for each assigned initiative: scope, objectives, milestones, resource requirements, financial benefit targets, and governance cadence, in alignment with the framework set by the Senior Manager, OE.
Manage multiple concurrent improvement projects with pace and rigour, maintaining momentum, resolving operational blockers and escalating risks as required.
Ensure each project is delivered to outcome, tracking operational and financial benefit through implementation and holding the project team accountable for sustainable, verified results.
Document project learnings, solutions applied, and benefit realised in a structured format, contributing to the OE function's growing library of replicable best practices across the Evotec network.
3. CI Community Coordination & Development

Identify, recruit and develop CI champions within assigned sites and functions, providing ongoing coaching, technical guidance, and structured support that builds their capability to lead improvement locally.
Facilitate community forums, improvement reviews, and problem‑solving sessions, creating practical, energising engagements that reinforce CI habits and maintain momentum between projects.
Connect CI community members across the assigned perimeter, fostering peer learning, shared problem‑solving and the horizontal spread of successful practices without relying on top‑down instruction.
Monitor the health and engagement of CI communities within the perimeter, identifying declining participation or sustainability risks early and intervening with targeted support before momentum is lost.
4. Training, Adoption & Sustainment

Deliver OE training and capability‑building programmes within the assigned perimeter, covering CI tools, structured problem‑solving methodologies, and the behaviours that sustain improvement beyond individual projects.
Tailor training delivery to the audience and operational context, engaging front‑line teams, team leaders, and site managers in ways that connect methodology to their daily realities and build genuine adoption.
Provide direct coaching and on‑the‑job support to operational team members and CI champions as they apply CI tools in practice, prioritising learning‑by‑doing over classroom instruction.
Embed sustainment mechanisms within each project and community: standard work, visual management systems, regular review cadence