Director 1 Process Excellence

RELOCATION ASSISTANCE: Relocation assistance may be available CLEARANCE TYPE: None TRAVEL: Yes, 50% of the Time Description At Northrop Grumman, our employees have incredible opportunities to work on revolutionary systems that impact people's lives around the world today, and for generations to come. Our pioneering and inventive spirit has enabled us to be at the forefront of many technological advancements in our nation's history - from the first flight across the Atlantic Ocean, to stealth bombers, to landing on the moon. We look for people who have bold new ideas, courage and a pioneering spirit to join forces to invent the future, and have fun along the way. Our culture thrives on intellectual curiosity, cognitive diversity and bringing your whole self to work — and we have an insatiable drive to do what others think is impossible. Our employees are not only part of history, they're making history. The Director 1 Process Excellence is the senior champion for Manufacturing Engineering (ME), Industrial Engineering (IE), and Lean Manufacturing across our production network. Reporting to the VP of Quality, Manufacturing and Infrastructure, this role develops and executes the engineering driven, lean focused roadmap that delivers higher quality, higher productivity, lower cost, and safer workplaces. The incumbent works hand-in-hand with site, division and sector manufacturing, product development, quality, supply chain, and IT to embed lean principles and engineering best practices into every step of the value stream—from concept to high volume production. This position can be located at Huntsville, AL; Roy, UT; Linthicum, MD; or McLean, VA. Sector QM&I Director, Process Excellence responsibilities: Manufacturing Engineering • Process Design & Scale‑Up – Lead the design, qualification (IQ/OQ/PQ) and scale‑up of manufacturing processes, equipment, fixtures, and tooling for new products and product revisions. • Technology Transfer – Own the NPI hand‑over from R&D to the shop floor, ensuring cost, cycle‑time, and yield targets are met. • Equipment Optimization – Drive retrofits, automation upgrades, and line redesigns that improve OEE and reduce change‑over time (SMED). • Standardization – Create and maintain robust work instructions, SOPs, and process specifications that are the “single source of truth” for production. Industrial Engineering • Capacity Planning & Line Balancing – Perform takt‑time analysis, line balancing, and capacity modeling to meet forecast demand while minimizing labor and equipment bottlenecks. • Facility Layout & Flow – Design/optimize plant layouts, cellular manufacturing cells, and material flow (value‑stream mapping) for maximum efficiency and minimal handling. • Simulation & Digital Twins – Use discrete‑event simulation, digital twin tools, and data analytics to evaluate “what‑if” scenarios before physical changes are made. • Work Study & Motion Analysis – Conduct time‑studies, method‑studies, and ergonomic assessments to set standard labor times and reduce fatigue. Lean Manufacturing (Continuous Improvement) • Lean System Architecture – Build and sustain a plant‑wide lean system (5S, visual management, pull systems, Kanban, JIT) tailored to each operation. • Six Sigma & Kaizen – Lead a certified Black‑Belt/Green‑Belt program, prioritize high‑impact projects, and ensure statistically‑validated results (DEFECT‑Reduction, Cycle‑Time, Cost). • Hoshin Kanri Planning – Translate corporate strategic goals into annual/quarterly lean objectives; cascade metrics down to the shop floor. • Gemba Leadership – Conduct daily Gemba walks, coaching frontline supervisors on problem‑solving (A3, 5‑Why) and rapid improvement cycles. People & Culture • Recruit, develop, and retain a high‑performing ME/IE/Lean team (engineers, analysts, facilitators). • Mentor plant leaders and front‑line teams in lean thinking, data‑driven decision making, and change management. • Create a “continuous‑improvement as a habit” culture measu