SAP Manufacturing, Lean and Quality Business Process Lead

SAP Manufacturing, Lean and Quality Business Process Lead

Direct Hire - 130k - 140k Salary w/ 15 percent bonus

Hybrid; 4 days/week onsite

Travel is a major screening point and candidates need to understand it upfront. estimated 25–50% travel, but it can cluster heavily around implementations. Someone could travel six out of eight weeks, and the month before go-live plus the following 30–60 days can require significant onsite presence. Between go-lives, travel could fall closer to an occasional week visiting a site.

• Manufacturing follows a similar model: strong manufacturing process/domain knowledge paired with deep SAP expertise

• The roles are heavily business-facing. These leads need to understand what a division is doing today, identify its challenges, and translate those requirements to the enterprise SAP team and vice versa.
• Deep SAP expertise is especially valuable.

Role Overview

Manufacturing, lean, and quality will be combined into one Business Process Lead position. The role will partner with the relevant business functions and divisions to ensure that manufacturing, lean, and quality processes are prepared for and aligned with the SAP implementation.

For this position, SAP expertise is not the primary concern. Adam Burleson stated that the greater priority is ensuring that manufacturing processes align with Parker’s operating procedures. If the processes are properly aligned, SAP is expected to operate effectively. If the processes are not aligned, implementation challenges are expected.

Key Responsibilities

• Work with divisions to understand their current manufacturing, lean, and quality processes.
• Help determine how those processes should operate in S/4.
• Ensure that manufacturing processes are aligned with Parker’s operating procedures.
• Identify processes that are not aligned and could create challenges during the SAP implementation.
• Evaluate when using standard SAP functionality is appropriate and when a division’s process should remain unchanged.
• Consider Parker’s lean principles before recommending changes to a manufacturing process.
• Recognize when changing a process to fit SAP could conflict with Parker’s lean principles.
• Bring those conflicts to the enterprise SAP team for discussion.
• Present options that clarify what SAP can support, what the division would need to change, and the implications of each approach.
• Help prevent SAP from dictating manufacturing operations when the proposed system-driven change would not be appropriate for the business.
• Serve as a liaison between the manufacturing, lean, and quality functions and the enterprise SAP team.
• Provide level-one support and help users understand how to perform their work in SAP.
• Escalate technical bugs to the corporate team.
• Support divisions as they prepare for and proceed through go-live.