Why this role matters

• Creates a repeatable regional system for productivity improvement, simplification and operational discipline.

• Translates value-stream insight into actions that improve lead time, flow, capacity, quality and delivery performance.

• Builds internal capability so Lean transformation is owned by the business rather than dependent on a central expert.

• Provides fact-based visibility to leadership on benefits, barriers, risks and resource needs.

ACCOUNTABILITIES

What the Director will own

1. Regional Lean strategy and deployment

• Translate enterprise operations and growth priorities into a focused CHINA Lean transformation roadmap.

• Expand the Coherent Lean System within the region by continual deployment of standards, governance routines and maturity expectations.

• Prioritize value streams and improvement opportunities using customer demand, revenue contribution, cost, gross margin improvement, risk, lead time and capacity data.

• Align site leaders and functional partners on transformation milestones, owners, resources and expected value.

2. Value-stream transformation and productivity

• Lead Kaien Projects focused on current-state and future-state value-stream mapping, including material, information and decision flows.

• Identify and remove the 8 wastes within the value streams such as defects, over production, waiting, non-utilized talent, transportation, excess inventory, excess motion, extra processing and other forms of waste.

• Scale flow, pull, line balancing, takt-based kanban planning, right-sized batch sizes, standard work and visual management.

• Build improvement portfolios that link operational actions to productivity, gross margin, working capital and customer outcomes.

3. Capability building and change leadership

• Develop a regional network of Lean leaders, Kaizen facilitators, site champions and transformation practitioners.

• Design and deliver practical capability-building, including Lean fundamentals, problem solving, Kaizen, VSM and leader standard work.

• Coach leaders at all levels to sustain new behaviors through daily management, tiered accountability and transparent escalation.

• Build an inclusive transformation culture that engages frontline employees and respects local cultural and operating differences.

4. Governance, benefits and communication

• Establish a consistent cadence for reviewing project status, realized benefits, risks, dependencies and decisions required.

• Create concise executive briefings and operating reviews that make performance, priorities and barriers visible.

• Ensure benefits are baselined, validated with Finance and tracked through realization rather than claimed at project launch.

• Share successful practices across CHINA and with global Lean communities to accelerate replication.

5. Cross-functional integration

• Partner with Operations, Supply Chain, Quality, Engineering, EHS, Procurement, Finance, HR and IT to remove systemic barriers.

• Integrate Lean priorities with S&OP, capacity planning, quality improvement, digital enablement and site strategic planning.

• Support leadership decisions on organization, staffing, capital, technology and resource allocation required for transformation.

SUCCESS PROFILE

How performance will be assessed

First 12–18 months: expected outcomes

1. Establish the system — Launch a clear CHINA Lean deployment model, governance cadence, maturity baseline and prioritized regional roadmap.

2. Deliver visible wins — Demonstrate measurable improvements in selected value streams, with documented impact on flow, lead time, productivity, quality, delivery or working capital.

3. Build the network — Develop site leaders and facilitators who can independently lead Kaizen, VSM and daily-management routines.

4. Scale what works — Replicate proven practices across sites and product families while adapting implementation to local conditions.

5. Strengthen executive visibility — Provide leadership with clear, decision-ready reporting on value, barriers, risks and resource requirements.

Core performance measures

Culture Commitment

Ensure adherence to company’s values (ICARE) in all aspects of your position at Coherent Corp.:

Integrity – Create an Environment of Trust

Collaboration – Innovate Through the Sharing of Ideas

Accountability – Own the Process and the Outcome

Respect – Recognize the Value in Everyone

Enthusiasm – Find a Sense of Purpose in Work