Scope of Job:
This role is in charge of Resort Critical Path deployment from PM perspective before GO and shift to Senior CI Manager after GO.

To facilitate the creation of an environment within the resort that enables a focus on process improvement activities to ensure resort processes are adding value to guests and staff.

Facilitate resort SLT to drive a culture transformation on process improvement becoming part of the resort DNA.

Engage all levels from the resort from front line to senior management to drive productivity through identifying waste in processes and counter measures to address problems in processes.

Train, coach and develop a wide and diverse range of team members at different levels to become confident at using continuous improvement tools.

Use continuous improvement tools and techniques to deliver benefits to the guest experience, reduce OPEX waste and smarter CAPEX spend.

Ensure resort is taking advantage of the latest technology advancements through a close relationship with Merlin Digital to improve process. Provide insight and critical thinking on key transformation changes to avoid putting bad process into new technology/ systems.

Keep track of hard and soft benefits delivered by the resort through continuous improvement activity.

Develop relationship with other Continuous Improvement Managers in other resorts to share best practice and ideas on approach.

Main Responsibilities

- Pre-Opening
• Resort Critical Path Champion
• Resort SOP Development Scheduling Management
• Set up Efficiency Program and Efficiency Committee
• Prepare Post Opening CI project road map and project pool

- Post Opening

CI Training and Coaching
• Learn and facilitate the CI certified Merlin course to ensure delivery target number staff at the resort across all departments.
• Work with the resort to identify talent to go on the green belt external course (on site) and provide coaching on their improvement project. Act as the link to the external training provider and the resort.
• Ensure training records on continuous improvement are reflected in people portal accurately for the resort.
• Go through a black belt qualification on Lean Six Sigma and leverage external mentoring opportunities to apply learning in a resort setting.

Embedding CI foundations into the resort
• Facilitate departments to embed CI foundations items including 5S (workplace organization), visual management, standard work, and leader standard work.
• Complete process confirmations each quarter across all departments to assess maturity of using CI foundations through bronze, silver and gold scorecard and ensure reporting provided to resort SLT.
• Provide department specific action plans each quarter to help move a department towards gold status over time.

Frontline Engagement
• Create an engagement platform for front line to submit ideas for process improvements.
• Structure process to allocate idea suggestions around “JDI’s”,“quick wins” and “projects”.
• Appropriate communication cycle with front line to maintain engagement.

Process Transformation
• Use blackbelt training to provide expertise and insight into major process improvements at the resort.
• Actively oversee at least 1 to 3 significant process improvement projects on behalf of the resort each year to demonstrate best practice on project management skills and leverage benefits in key projects for the resort.
• Understand best practice from other resorts on core process activities and the gap analysis to the current state.
• Act as a conduit for Merlin digital on process improvements that require technology changes. Take advantage of latest advancements from Merlin Digital such as RPA and power platforms to see if resort can take advantage of such technologies to improve processes.

Continuous Improvement
• Work closely with Regional Head of Continuous Improvement to deliver on global Continuous Improvement objectives.
• Lead Operational Brilliance activities across the Resort working with all departments to ensure we are always delivering the highest standards of efficiency and excellence.
• Challenge the status quo in all areas across the Resort to identify opportunities for improvement.
• Meet regularly with SLT to identify problem areas within their departments and apply continuous improvement expertise to identify solutions.
• Lead deployment of Foundational Process Improvement tools for the Rides and Attractions team, identifying opportunities for improvement across the ride estate.
• Other duties as assigned.

- People
• Act as a role model for LEGOLAND and Merlin values.
• Drives positive and cooperative culture among team by taking lead in engaging team meetings, maintaining high quality standards and coaching team members to deliver high standards.
• Review appraisals and performance of team members and 3rd party.
• Train new and existing staff to develop best practice with regard to customer service, scheduling work and analytic work.

- Health & Safety

Managers/supervisors are responsible for all aspects of Health, Safety & Security within their team, in line with the Group Policy (HS001). In particular, they must ensure that risk assessments have been carried out, that safe working procedures are in place for all work activities and that all employees in their teams are aware of the Group Health, Safety and Security Policy and their obligations under it. They must ensure that safe working practices are monitored and that risk assessments and procedures are reviewed regularly. Where incidents do occur, they must ensure that they are investigated appropriately and that where necessary, corrective action is taken to ensure that such incidents are not repeated.

Job Requirements:
1. At least 10 years working experience from multinational company and preferred from Theme Park, Hospitality or Service Industry like Transportation.
2. Proven people management experience with ability to support and develop multiple reports.
3. Strong project management skill and proven record to champion multiple projects and familiar with project management software (Microsoft PM, Wrike etc.).
4. Attention to detail and be able to plan and execute improvements within required timescales and able to maintain energy levels to achieve positive outcomes following set-backs in a change environment.
5. Able to articulate their ideas and findings as clear, targeted messages to all levels of the business.
6. Experience of delivering improvements through Lean Six Sigma frameworks as a certified Green Belt (desirable).
7. Understanding of stakeholder management with experience identifying, communicating with and building relationships with key stakeholders. Previous role from PMO for transformation project is preferred
8. Strong and proven influence skill and able to communicate effectively to engage all levels of the business and ensure everyone is brought along on the change journey.
9. Strong data analytics skill and can analyze data in order to communicate with objectivity and independence.
10. Comfortable challenging the status quo and be open minded to other’s suggestions.
11. Understanding of the change curve and the challenges that come with making change.
12. Good personal organization and time management skills; able to switch focus frequently and manage time between multiple people and projects.
13. Ability to be flexible – thinking outside of the box, not being confined to what has always been done and open to considering multiple possibilities.
14. Good English skill and strong presentation skill and familiar with PPT, PowerBI.
15. Bachelor's degree from 985 or 211, Industrial Engineering, Operation Research are preferred.

通勤方式
1. 高铁：上海虹桥站至金山北站（20分钟）+金山北站至办公室（5分钟）车程；
2. 班车：
浦东线：自龙阳路地铁站出发，途径秀沿路地铁站后抵达。
金山朱泾线：自金龙新街塘园路出发，覆盖朱泾镇大部分小区后抵达。
金山石化线：自金山百联出发，途径金山万达后抵达。

了解我们
更多福利、员工活动等信息，请留意【上海乐高乐园度假区招聘】。

其他信息
语言要求：英语

所属部门：工程部