<div class="show-more-less-html__markup show-more-less-html__markup--clamp-after-5 relative overflow-hidden"> <p><strong>About Inova</strong></p><p>Inova is a Swiss consulting and engineering firm specializing in supporting life sciences industries through high-value expertise in quality, compliance, engineering, and digital transformation. We help our clients strengthen their operational capabilities and build robust, inspection-ready quality systems across manufacturing environments.</p><p><br/></p><p><strong>Role title</strong></p><p>Project Manager – Manufacturing Excellence &amp; Continuous Improvement (Multi-Site)</p><p><br/></p><p><strong>Context</strong></p><p>Our client's Manufacturing organization is building a Manufacturing Excellence program to lift production performance across several sites. The mission is to diagnose current operations, embed a continuous improvement culture, and deploy a standardized Production System — new tools, processes and behaviours — that sites can run and sustain on their own once the program moves on.</p><p><br/></p><p><strong>Your missions</strong></p><p>Run fast-track diagnostics across production performance, maintenance, cost management, and mindset &amp; behaviours to size productivity opportunities and turn them into breakthrough implementation plans. Deploy and codify the standard Production System's tools, processes and behaviours together with functional experts, adapting the rollout to each site's context as part of a genuinely multi-site program. Train production teams on standardized practices and coach site leaders so continuous improvement becomes a local habit, not a one-off intervention. Conduct targeted audits of the Production System and turn findings into concrete, prioritized improvement recommendations. Champion a data-driven approach to performance management, giving sites the visibility to manage their own continuous improvement pipeline going forward. Support the local Manufacturing Excellence team in building lasting organizational capability, so gains outlast the project.</p><p><br/></p><p><strong>What it takes to succeed</strong></p><p>Ability to lead local, cross-functional teams through influence rather than hierarchy — you won't have formal authority over site staff. A balanced approach that builds capability in the teams you work with while still delivering measurable results on your own accounts. Skill in building a shared sense of purpose around change, so continuous improvement sticks after you leave a site. Credibility as a trusted, technically fluent partner within manufacturing — someone who can explain complex concepts simply enough for broad buy-in. A proactive drive for continuous improvement and cost-effective solutions, comfortable moving between sites and adapting the playbook each time.</p><p><br/></p><p><strong>Profile required</strong></p><p>Bachelor's degree in engineering, industrial management, or a related field. Around 10 years of project management experience in a manufacturing or industrial environment, including at least 3 years in chemical manufacturing and at least 3 years in industrial maintenance. Direct experience implementing management practices in production operations across multiple sites within a global matrix organization. Prior exposure to Lean Manufacturing / Operational Excellence methodologies. Experience coaching or training teams in an industrial setting. Project management certification (PMP, Prince2, or equivalent) is a plus. Fluent English; German is an asset.</p><p><br/></p><p><strong>Key competencies</strong></p><p>Lean / Operational Excellence toolkit and diagnostic methods. Continuous improvement program design and deployment at multi-site scale. Coaching and capability-building for site leadership. Data-driven performance management and KPI-based audits. Change management and cross-functional influence without direct authority.</p><p><br/></p><p><strong>Why this mission</strong></p><p>A high-visibility, multi-site mandate at the center of the client's manufacturing performance agenda — direct exposure to plant leadership, real ownership of the continuous improvement roadmap, and a mission built to leave a capability behind rather than just a report.</p> </div>