Summary
The Continuous Improvement (CI) Site/Brand Lead is responsible for driving operational excellence across assigned MBI manufacturing operations, supporting the end-to-end operations, including production of premium boats and marine components. This role partners closely with plant and MBI leadership to enhance performance in hull fabrication, assembly, upholstery, rigging, and finishing—while preserving the craftsmanship and brand quality MBI is known for.
A core accountability of this role is the reduction of Cost of Poor Quality (COPQ) through disciplined problem-solving, defect elimination, and process control. The CI Lead acts as a hands-on change agent, deploying feasible methodologies (that include Lean principles) in a high-customization environment while strengthening a culture of accountability and continuous improvement.
Key Responsibilities
Cost of Poor Quality (COPQ) Reduction & Problem Solving (PRIMARY DELIVERABLE)
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Own plant-wide COPQ reduction strategy, including:
- Baseline accuracy
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Internal failures (scrap, rework, repair hours)
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External failures (warranty, dealer claims, field issues)
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Extended appraisal costs (inspection inefficiencies)
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Align with MBI Quality initiatives by co-establishing brand/site baseline COPQ metrics and drive year-over-year reduction targets.
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Lead structured problem-solving activities by using:
- A3 thinking
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Root Cause Analysis (RCA)
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8D / DMAIC methodologies
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Facilitate cross-functional problem-solving activities (workshops, coaching, training, etc.) on top external (warranty) and internal (plant losses), including:
- Inspection
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Rework
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Gelcoat and cosmetic defects
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Upholstery rework
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Electrical and functional system failures
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Ensure permanent corrective actions with validation, standardization, and follow-up audits.
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Build capability across teams to solve problems at the root cause—not symptoms.
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Create transparency through COPQ dashboards and integrate into daily management.
Operational Excellence in Premium Boat Manufacturing
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Lead continuous improvement initiatives across key brand/site production processes:
- Parts and component assembly
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Fiberglass hull/deck layup
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Upholstery and interior finishing
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Rigging (electrical, ballast, surf systems)
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Final assembly, detailing, and water testing
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Improve flow and reduce bottlenecks in large-product, station-based assembly.
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Optimize takt alignment and line balancing in high-mix production.
Lean Deployment (Craftsmanship + Efficiency)
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Implement Lean tools while protecting Malibu’s premium quality standards:
- Standard Work with built-in quality controls
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Visual Management for production and quality performance
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5S in high-visibility, finish-critical areas
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Layered Process Audits (LPA)
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Optimal setup and controls leading to defect and COPQ reduction
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Target waste reduction in:
- Resin and composite material usage
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Rework loops and repair stations
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Labor inefficiencies driven by variation
Quality & Brand Protection
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Partner with MBI Quality to protect the premium brand reputation.
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Improve first-pass yield (FPY), reduce defects per unit (DPU), and reduce defect escape rates.
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Drive mistake-proofing (poka-yoke) in critical systems affecting:
- Safety
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Performance
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Customer-visible quality
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Connect plant metrics directly to dealer and customer satisfaction.
Customer & Dealer Experience Integration
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Translate dealer feedback and warranty trends into actionable improvement plans.
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Close the loop between field issues and plant corrective actions.
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Prioritize improvements that enhance the on-the-water customer experience.
Performance Management & Visual Systems
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Establish plant-wide SQDC and COPQ visual management systems.
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Track and drive key KPIs:
- COPQ as % of sales
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Rework hours per boat
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FPY and/or DPU
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Warranty cost per unit
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Throughput and on-time delivery
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Lead daily Gemba and tiered accountability meetings.
Production Scaling
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Support ramp-up/down aligned to demand cycles.
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Improve workforce flexibility via cross-training and standard work.
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Maintain quality discipline during high-volume peak periods.
Culture & Capability Building
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Support growth of problem-solving capability at all levels of the organization.
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Coach supervisors and team leaders on structured CI and defect elimination.
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Drive accountability for “build it right the first time” mindset.
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Increase employee engagement in kaizen and continuous improvement.
Project Leadership & Execution
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Lead a pipeline of CI projects with measurable impact on COPQ and operational performance.
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Partner with Engineering, Production, Quality, and Supply Chain.
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Ensure sustainability through standard work, audits, and leader standard work.
Qualifications
Education & Experience
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Bachelor’s degree in engineering, Manufacturing, Operations, or related field.
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8–10+ years of experience in manufacturing, continuous improvement, and/or operational excellence activities
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Strong experience driving quality improvement and cost of poor-quality reduction required.
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Demonstrated performance and experience in marine, automotive, RV, or other high-mix assembly environments preferred.
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Strong project management, organizational, and analytical skills.
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Excellent communication, training, and facilitation abilities.
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Experience with data analysis, modern QMS tools, and advanced manufacturing concepts
Skills & Knowledge
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Deep expertise in:
- Root cause problem solving (A3, 8D, DMAIC)
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COPQ analysis and budgetary impact modeling
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Lean manufacturing principles
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Experience with industry materials and finishing processes strongly preferred.
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Lean Six Sigma certification (Green/Black Belt) preferred.
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Strong leadership, team building, group facilitation, and change management skills.
Key Competencies
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Accountability, dependability, adaptability, and flexibility
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Coaching, mentoring
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Creative, innovative thinker
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Good decision making and judgment
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Ethics, integrity, honesty
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Willingness to learn
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Relentless focus on defect elimination and root cause resolution
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Passion for craftsmanship and premium product quality
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Data-driven decision-making with strong shop-floor instincts
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Ability to lead in high-variation, custom manufacturing
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Strong cross-functional leadership and influence
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Systems thinking and standardization
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Project management and execution
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Training and capability development
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Attention to detail and documentation rigor
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Change management
Success Metrics
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Activity based transformational results
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Year-over-year reduction in COPQ (% of revenue)
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Reduction in rework hours and defect rates
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Improved first-pass yield and DPU across all production stages
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Decrease in warranty claims and field failures
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Increased throughput without quality degradation
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Support improvement of on-time delivery performance
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Sustained cost savings tied to defect elimination
Physical Demands
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
Continuous/C = 67-100%, Frequent/F = 33-66%, Occasional/O = 33%, None/N
Sits hours
Stands hours
Walks hours
Drives hours
Employee Lifts and/or Carries: type amount of weight in each area
Maximum: 50 (lbs.) Frequently: 20 (lbs.) Occasionally: 35 (lbs.)
Employee uses Hands for repetitive activities:
Simple Grasping: Right, Left,
Pushing/Pulling: Right, Left,
Fine Manipulation: Right, Left,
Employee uses Feet for repetitive activities:
Right: Left:
Employee is required to perform these activities:
Bending At Waist:
Squatting:
Climbing Ladders, Stairs:
Kneeling On Ground:
Reaching Above Shoulder:
Work Environment
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job (i.e., heat/cold, dust/dampness, height; chemical; noise) PPE requirements are included. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
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Hands-on role with significant presence on the manufacturing floor.
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Exposure to various settings - fiberglass, finishing, and assembly operations.
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Fast-paced, focused production environment.
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Typical 10-hour workdays based upon facility.
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Typical 4- or 5-day work week schedule based upon facility and schedule loading.
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Overtime is occasional to frequent based on a number of factors.
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Required to work indoors and outdoors, year-round and in all weather conditions.
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May be required to work during production shutdowns or other “off schedule” periods to conduct special activities.
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Safety glasses required while in production areas
Other PPE may be required based on specific
