Kaspar Wire Works: Director Of Operations

Opportunities

• Are you able to lead an operational team of 100+ employees who are hungry for vision and operational leadership preparing the foundation to scale up the business?
• Do you want to teach, coach, and mentor Kaspar Wire Works managers, supervisors and front-line workers who are in the middle of a lean transformation?
• Can you think and act like an entrepreneur?
• Can you create uniform lean operating processes in a custom job manufacturing environment?
• Could you thrive as you lead in a family-centric culture that has been a Texas business staple since 1898?

Position

The Director of Operations at Kaspar Wire Works will be tasked with continuing a lean transformation across all operational functions of Kaspar Wire Works. This includes cnc wire forming, spot welding, sheetmetal, zinc and chrome plating, jig, die, and tooling creation, and painting. The Director of Operations will report directly to the President of Kaspar Wire Works. Together, with the Kaspar Wire Works management team, the Director of Operations will be responsible for co-developing and maintaining a healthy, vibrant corporate culture, centered around lean and will ensure that safety, quality, delivery, productivity, and cost are at the center of all operational decisions and improvement initiatives. The candidate must be a natural leader and enjoy teaching and coaching.

Goal

Shepherd Kaspar Wire Works through a multi-year lean transformation building on a tradition rich legacy that spans over a century. Kaspar Wire Works is a leading regional custom wire manufacturer with annual revenue of $10 million plus and part of Kaspar Companies with revenue exceeding $100 million. The Director of Operations will need to drive to help produce operational growth inside the business with current and future products and work on streamlining operations driving productivity throughout the plant

Responsibilities

Strategic vision and leadership

• Collaborate with the Kaspar Wire Works management team and Kaspar Companies executives to refine and implement the lean transformation strategic plan.
• Within six months choose at least four employees to engage and mentor in lean principles, business, career management, and life.
• Create and reinforce a culture that makes failure acceptable in trying new things.
• Cultivate a strong and transparent working relationship with employees and ensure open communication about the measurement of performance against stated milestones and goals.
• Create and reinforce a culture that looks first to blame the process before the person.

Strengthening Operations

• Craft and propose the tactical moves, documenting these moves in an action plan, for the first twelve months of the lean transformation.
• Tirelessly drive for productivity
• Implement value stream and cell manufacturing.
• Over the first twelve months, work with the Chief Operating Officer of Kaspar Companies to document a lean framework that Kaspar Companies and its subsidiaries can embrace.
• Work directly in operations on flow being directly involved with TAKT time calculations and crafting tactical moves around the results.
• Following the creation of the action plan, coordinate at least 6 kaizen events over the next twelve months.
• After the first three months, be equipped to personally run and facilitate at least one kaizen a quarter.
• Collaborate with the Kaspar Wire Works management team to establish operational stretch goals that addresses: ROIC, inventory turns, gross profit margins, lead times, customer satisfaction, or other appropriate annual KPIs.

Day to Day

• Be a blue-collar leader. Be prepared on any given day to roll up your sleeves and literally get dirty.
• Promote the Kaspar Companies values within the organization of family, stewardship, and versatility.
• Following the creation of the action plan, coordinate at least 6 kaizen events over the next twelve months.
• Every day be a part of at least one GEMBA walk holding the teams accountable and mentoring the teams on the process and continuous improvement.
• Be on the factory floor coaching and teaching the operation leaders of the various subsidiary companies together with midlevel management various lean operational principles.
• HAVE FUN!!