Lean Deployment leader EMEA

Who are we?

At Vertiv, we’re on a mission to empower the people that will power the future. From a simple swipe to life-changing medicines, from push notifications to generative AI. We design, manufacture, and service the products and solutions that keep the world connected. With $6.9 billion in sales, a strong customer base and global reach spanning nearly 70 countries, we are uniquely positioned to deliver greater value to our customers and create new opportunities for our people. We are now looking for a

Job Description

Who are we?

At Vertiv, we’re on a mission to empower the people that will power the future. From a simple swipe to life-changing medicines, from push notifications to generative AI. We design, manufacture, and service the products and solutions that keep the world connected. With $6.9 billion in sales, a strong customer base and global reach spanning nearly 70 countries, we are uniquely positioned to deliver greater value to our customers and create new opportunities for our people.

We are now looking for a Lean Deployment leader EMEA in Cluj-Napoca, Romania

Own the deployment and embedding of lean methodologies across EMEA - from daily management systems and standard work to kaizen facilitation and value stream optimization. Build lean capability at all organizational levels through structured training, hands‑on coaching, gemba‑based leadership engagement, and disciplined standard work deployment. Ensure that lean thinking becomes the operational norm across all Spokes within the Hub & Spoke model, not merely a project-based intervention.

Training and certification is one delivery mechanism within a wider lean transformation mandate. This role exists to deploy lean, not merely to teach it.

Why This Role Exists

• Lean tools are applied inconsistently across EMEA — no standard approach to daily management systems, visual management, or flow and pull.
• The Hub & Spoke model requires lean embedded operationally within every Spoke, not confined to project-based LSS activity.
• CI maturity targets (Level 4–5 on People & Capability pillar) require lean culture, not just certification headcounts.
• Training and certification remain critical but represent one component of lean capability alongside coaching, gemba, kaizen facilitation, and standard work deployment.
• A dedicated lean deployment owner is required to maintain momentum, accountability, and consistency as the programme scales through Stand Up → Connect → Scale phases.

Key Responsibilities

Pillar 1: Lean Methodology Deployment

• Own the deployment roadmap for the lean toolkit across EMEA: 5S, Visual Management, Standard Work, Flow & Pull, Kanban, and Daily Management Systems (DMS).
• Align lean deployment sequencing and priorities with the three-phase CI programme (Stand Up → Connect → Scale).
• Partner with Spoke CI Leads to embed lean practices within each Spoke function, ensuring tools are applied with fidelity and not merely surface‑level compliance.
• Establish and communicate Leader Standard Work expectations for all CI practitioners within the Hub & Spoke network.
• Define lean deployment metrics and track adoption at Spoke level through periodic assessment and visual reporting.

Pillar 2: Kaizen & Continuous Improvement Facilitation

• Plan, design, and lead kaizen events (rapid improvement workshops) across EMEA Spoke locations, targeting measurable process and performance improvements.
• Coach cross‑functional teams on structured kaizen methodology: pre‑event preparation, event execution, and post‑event sustainability reviews.
• Facilitate Gemba walks with senior leadership, reinforcing lean observation, waste identification, and leader standard work behaviours.
• Build and maintain an annual kaizen calendar aligned to the improvement funnel, Spoke priorities, and business performance cycles.
• Capture and publish kaizen outcomes in a standardised format to drive knowledge sharing and replication across Spokes.

Pillar 3 — Training & Certification Programme

• Design and own the multi‑tier certification programme: Yellow Belt (awareness), Green Belt (project leader), Black Belt (advanced practitioner).
• Define curriculum frameworks, learning objectives, assessment criteria, and certification standards for each level.
• Manage the annual training calendar across in‑person, virtual, and blended delivery formats, adapting to Spoke geography and learner availability.
• Track certification pipeline, completion rates, and certification backlog; report progress to CI Director EMEA monthly.
• Ensure training content is directly linked to lean deployment priorities — certification is a means to deployment capability, not an end in itself.