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Process Improvement Manager Jobs in Stuart, FL (NOW HIRING)

PB consulting

Process Engineer - EPMO

Palm Beach Gardens, FL · On-site

$98K - $127K/yr

We are seeking a Process Engineer - EPMO to support enterprise project management processes, governance, and continuous improvement initiatives. The role will focus on standardizing processes ...

PB consulting

Process Engineer - EPMO

Loxahatchee, FL · On-site

$97K - $125K/yr

We are seeking a Process Engineer - EPMO to support enterprise project management processes, governance, and continuous improvement initiatives. The role will focus on standardizing processes ...

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Process Improvement Manager information

See Stuart, FL salary details

$40.2K

$90.9K

$132.4K

How much do process improvement manager jobs pay per year?

As of Sep 2, 2026, the average yearly pay for process improvement manager in Stuart, FL is $90,855.00, according to ZipRecruiter salary data. Most workers in this role earn between $72,400.00 and $107,200.00 per year, depending on experience, location, and employer.

What is a process improvement manager?

A process improvement manager oversees the daily operations of a business or organization and suggests ways to improve efficiency and productivity. As a process improvement manager, you use software systems and other tools to collect data about processes. You analyze the information, identify areas that need improvement, and develop more efficient production systems. Qualifications to become a process improvement manager include several years of experience in the industry, especially in leadership roles.

What does a process improvement manager do?

A Process Improvement Manager is responsible for analyzing business processes and identifying areas where efficiency, quality, or productivity can be improved. They use methodologies like Lean, Six Sigma, or Kaizen to streamline workflows, reduce waste, and enhance customer satisfaction. Their role often involves leading cross-functional teams, implementing best practices, and measuring the impact of improvements. Ultimately, they help organizations save time and resources while delivering better results.

What are the key skills and qualifications needed to thrive as a process improvement manager, and why are they important?

To thrive as a Process Improvement Manager, you need expertise in process analysis, project management, and a strong background in business or engineering, often supported by a bachelor’s degree and certifications like Six Sigma or Lean. Familiarity with process mapping tools, data analysis software, and continuous improvement methodologies is typically required. Exceptional problem-solving, communication, and leadership skills help drive change and foster cross-functional collaboration. These capabilities are crucial for identifying inefficiencies, implementing sustainable improvements, and achieving organizational goals.

What are some common challenges process improvement managers face when implementing new initiatives, and how can they be addressed?

Process Improvement Managers often encounter resistance to change from employees who are accustomed to established workflows. Gaining buy-in from stakeholders and ensuring clear communication across departments are critical for successful implementation. To address these challenges, it's important to involve team members early in the process, provide training, and highlight the benefits of proposed improvements. Regular feedback sessions and transparent progress updates also help foster collaboration and minimize pushback.

What is the difference between Process Improvement Manager vs Business Analyst?

AspectProcess Improvement ManagerBusiness Analyst
Required CredentialsBachelor's degree; certifications like Six Sigma or LeanBachelor's degree; certifications like CBAP or PMI-PBA
Work EnvironmentLeads process optimization projects across departmentsAnalyzes business needs and recommends solutions
Employer & Industry UsageManufacturing, healthcare, finance, and techIT, finance, consulting, and corporate sectors

The Process Improvement Manager focuses on optimizing processes and implementing efficiency strategies, often leading cross-functional teams. In contrast, a Business Analyst primarily analyzes business requirements and recommends solutions to improve operations. While both roles require analytical skills and certifications like Six Sigma, their core responsibilities and work environments differ, making each role unique in organizational impact.

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What job categories do people searching Process Improvement Manager jobs in Stuart, FL look for?

The top searched job categories for Process Improvement Manager jobs in Stuart, FL are:

What cities near Stuart, FL are hiring for Process Improvement Manager jobs?

Cities near Stuart, FL with the most Process Improvement Manager job openings:

Process Improvement Manager jobs near you
Infographic showing various Process Improvement Manager job openings in Stuart, FL as of August 2026, with employment types broken down into 1% As Needed, 76% Full Time, 20% Part Time, 2% Contract, and 1% Nights. Highlights an 89% Physical, 2% Hybrid, and 9% Remote job distribution, with an average salary of $90,855 per year, or $43.7 per hour.

Continuous Improvement Manager - MBG

Malibu Boats Inc.

Fort Pierce, FL • On-site

$79K - $107K/yr

Other

Re-posted 5 days ago

Malibu Boats rating

5.5

Company rating: 5.5 out of 10

Based on 11 frontline employees who took The Breakroom Quiz

Job description

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)
  • Own plant-wide COPQ reduction strategy, including:
    • Baseline accuracy
    • Internal failures (scrap, rework, repair hours)
    • External failures (warranty, dealer claims, field issues)
    • Extended appraisal costs (inspection inefficiencies)
  • Align with MBI Quality initiatives by co-establishing brand/site baseline COPQ metrics and drive year-over-year reduction targets.
  • Lead structured problem-solving activities by using:
    • A3 thinking
    • Root Cause Analysis (RCA)
    • 8D / DMAIC methodologies
  • Facilitate cross-functional problem-solving activities (workshops, coaching, training, etc.) on top external (warranty) and internal (plant losses), including:
    • Inspection
    • Rework
    • Gelcoat and cosmetic defects
    • Upholstery rework
    • Electrical and functional system failures
  • Ensure permanent corrective actions with validation, standardization, and follow-up audits.
  • Build capability across teams to solve problems at the root cause-not symptoms.
  • Create transparency through COPQ dashboards and integrate into daily management

Operational Excellence in Premium Boat Manufacturing
  • Lead continuous improvement initiatives across key brand/site production processes:
    • Parts and component assembly
    • Fiberglass hull/deck layup
    • Upholstery and interior finishing
    • Rigging (electrical, ballast, surf systems)
    • Final assembly, detailing, and water testing
  • Improve flow and reduce bottlenecks in large-product, station-based assembly.
  • Optimize takt alignment and line balancing in high-mix production.

Lean Deployment (Craftsmanship + Efficiency)
  • Implement Lean tools while protecting Malibu's premium quality standards:
    • Standard Work with built-in quality controls
    • Visual Management for production and quality performance
    • 5S in high-visibility, finish-critical areas
    • Layered Process Audits (LPA)
    • Optimal setup and controls leading to defect and COPQ reduction
  • Target waste reduction in:
    • Resin and composite material usage
    • Rework loops and repair stations
    • Labor inefficiencies driven by variation

Quality & Brand Protection
  • Partner with MBI Quality to protect the premium brand reputation.
  • Improve first-pass yield (FPY), reduce defects per unit (DPU), and reduce defect escape rates.
  • Drive mistake-proofing (poka-yoke) in critical systems affecting:
    • Safety
    • Performance
    • Customer-visible quality
  • Connect plant metrics directly to dealer and customer satisfaction.

Customer & Dealer Experience Integration
  • Translate dealer feedback and warranty trends into actionable improvement plans.
  • Close the loop between field issues and plant corrective actions.
  • Prioritize improvements that enhance the on-the-water customer experience.

Performance Management & Visual Systems
  • Establish plant-wide SQDC and COPQ visual management systems.
  • Track and drive key KPIs:
    • COPQ as % of sales
    • Rework hours per boat
    • FPY and/or DPU
    • Warranty cost per unit
    • Throughput and on-time delivery
  • Lead daily Gemba and tiered accountability meetings.

Production Scaling
  • Support ramp-up/down aligned to demand cycles.
  • Improve workforce flexibility via cross-training and standard work.
  • Maintain quality discipline during high-volume peak periods.

Culture & Capability Building
  • Support growth of problem-solving capability at all levels of the organization.
  • Coach supervisors and team leaders on structured CI and defect elimination.
  • Drive accountability for "build it right the first time" mindset.
  • Increase employee engagement in kaizen and continuous improvement.

Project Leadership & Execution
  • Lead a pipeline of CI projects with measurable impact on COPQ and operational performance.
  • Partner with Engineering, Production, Quality, and Supply Chain.
  • Ensure sustainability through standard work, audits, and leader standards

Education & Experience
  • Bachelor's degree in engineering, Manufacturing, Operations, or related field.
  • 8-10+ years of experience in manufacturing, continuous improvement, and/or operational excellence activities
  • Strong experience driving quality improvement and cost of poor-quality reduction required.
  • Demonstrated performance and experience in marine, automotive, RV, or other high-mix assembly environments preferred.
  • Strong project management, organizational, and analytical skills.
  • Excellent communication, training, and facilitation abilities.
  • Experience with data analysis, modern QMS tools, and advanced manufacturing concepts

Skills & Knowledge
  • Deep expertise in:
    • Root cause problem solving (A3, 8D, DMAIC)
    • COPQ analysis and budgetary impact modeling
    • Lean manufacturing principles
  • Experience with industry materials and finishing processes strongly preferred.
  • Lean Six Sigma certification (Green/Black Belt) preferred.
  • Strong leadership, team building, group facilitation, and change management skills.

Key Competencies
  • Accountability, dependability, adaptability, and flexibility
  • Coaching, mentoring
  • Creative, innovative thinker
  • Good decision making and judgment
  • Ethics, integrity, honesty
  • Willingness to learn
  • Relentless focus on defect elimination and root cause resolution
  • Passion for craftsmanship and premium product quality
  • Data-driven decision-making with strong shop-floor instincts
  • Ability to lead in high-variation, custom manufacturing
  • Strong cross-functional leadership and influence
  • Systems thinking and standardization
  • Project management and execution
  • Training and capability development
  • Attention to detail and documentation rigor
  • Change management

Success Metrics
  • Activity based transformational results
  • Year-over-year reduction in COPQ (% of revenue)
  • Reduction in rework hours and defect rates
  • Improved first-pass yield and DPU across all production stages
  • Decrease in warranty claims and field failures
  • Increased throughput without quality degradation
  • Support improvement of on-time delivery performance
  • Sustained cost savings tied to defect elimination

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