.**Regional Sr. Lean Manager****What you will do?**Under the guidance of the Regional Lean Director, you will be responsible for advancing lean within your assigned region in practice, adaptation and cultural integration. Through the development and implementation of specific strategies, training and active advocacy, you will influence the organization to a new culture. You will also demonstrate success through increased operational and business metrics performance. With responsibility for 3-7 plant sites, the work of this role will impact $300-$500M in conversion cost and operational performance dependent on assigned region.You will also be responsible for aligning the processes, measurements, standards, and efforts across assigned region with the primary focus areas of lean and continuous improvement.You are also fully accountable for supporting and leading the creation of an inclusive and positive organizational culture while assisting in the developing of a bench of lean skilled talent in role, and the pipeline below, that is prepared to take on larger assignments, is diverse in representation, background/experience and thought. You will also lead in a matrixed environment to all lean leads at plant sites.**How you will do it **?**- Support the Regional Lean Director in the development and deployment of a both a short term and mid-long term lean strategy that accelerates the progress of continuous improvement across all of the JCI Factories.- Support the Regional Lean Director in leading the consistent execution of the lean deployment plan across the Factory, Hoshin Planning, KPI Scorecard management and learning, to deliver improved and predictable business results. Drive the applicable Johnson Controls Manufacturing System (JCMS) principles to drive the cultural transformation.- Ensure that all strategic breakthroughs and Continuous Improvement Plans are actioned through high quality plans tied to Value Stream Maps and Standard Work, and necessary KPI scorecards are in place and well managed to deliver on the key processes which are measured weekly during Tier meetings.- Develop and drive lean activities and advancements including training and execution; through word and actiondevelops an organization that embraces lean and actively improves the operations through the use of appropriate lean methodologies and tools.- Ensure all stakeholders are aware of 'off-standard' issues and supports recovery plans and actions. Drive the culture of true Gemba walks and to ensure the leadership is supporting the associates to drive high performing teams at each area of the plants.- Support the Lean Change Agents (LCA) with proven improvement methodologies to ensure successful completion of their projects