VP, Operational Excellence

Enterprise Wide -Relentless Continuous Improvement (RCI):

· Daily Management: Implement/support daily management at all business sites ensuring visual boards standards are in

place for Safety, Quality, Delivery, Cost (SQDC) and Inventory driving actions, KPI improvement and prioritization for the

business and related work centers. Visual boards including run the business and pacing boards drive actions for

operations, supply base, resource deployment, and key proactive decisions supporting customer requirements.

· Pipeline: Encourage a pipeline of active RCI and productivity cost improvement projects to drive hard and soft savings

that improve systems and processes with the operating units inclusive of VAVE operational and product dress down

efforts.

· Process Improvement: Develop and support continuous improvement strategies utilizing Lean, Six Sigma, and other

methodologies. Identify areas for process improvement within the businesses / operating unit and develop actionable

project plans using problem-solving tools like A3’s, 5S, etc. to address root causes and implement improvements.

· Best Practices: Develop and share best practices across the businesses / operating unit to increase adoption rates across

the supply chain operations network. Create a checklist forum to review and implement best practices as they are proposed

and approved.

· 80/20 Tool Set & KPIs: Implement the 80/20 tools to focus on the high impact activities. Use /enhance key performance

indicators (KPIs) to monitor and drive operational excellence for overall businesses, operating units, and overall JBT

Marel using the JBT Marel Business System.

Manufacturing Transformations:

· Site Consolidation & Expansion: In working with our operating units, develop and support execution plans and strategies for business site rooftop consolidation and or expansion to optimize the global footprint. Support the cross divisional focus for use of operations and migrate to lower cost operations for select products to support the overall footprint strategy. Navigate the key objective to implement an assembly, test, and ship model for food processing businesses as a type 3 operation.

· Product Transfers and Outsourcing: Establish business cases to transfer select products to other business sites and / or outsource manufacturing or assembly processes. Guide/Support the operating units in implementing these business cases to ensure minimal disruption driving overall cost, quality, and delivery efficiency in ever changing geopolitical environments with active tariffs.

· Site Center of Excellence (COE): Guide/support the profitable growth of targeted JBT Marel manufacturing and warehouse distribution facilities increasing business volume from multiple businesses/ operating unit targeting a 75% capacity utilization rate. Support COE’s for machining and fabrications for quick turn service components.

· Asset Management and Advanced manufacturing: Develop and implement asset management strategies to ensure optimal utilization and maintenance of equipment across the JBT Marel rooftop business footprint. This will also involve publishing JBT Marel equipment across the supply chain /operations network and dispositioning on the use of selected equipment and selling it for maximum value. Review and propose implementing or migrating to advanced manufacturing technologies and methodologies to enhance production efficiency, quality and begin the equipment standardization journey where applicable.

· Sales and Service Footprint: Drive key footprint changes based on a fact-pack of JBT Marel combined sales and service footprint to achieve yearly synergy targets inclusive of facility consolidation, better use of offices, selling of owned property, and reducing risk for facility leasing obligations and mitigating dilapidation challenges.

· Make Buy: Support Make Buy strategies with the sourcing teams to enable a core competency compliance model and business case justification. Drive outsourcing where there is less total cost value and invest in internal capability where there is strength and uniqueness driving customer satisfaction and competitive advantage. Utilize holistic assessments to these Make Buy decisions on a regional and global basis.

Strategic Planning as part of relentless continuous improvement (RCI) effort:

· Inventory Management Governance and Toolsets: Develop and implement governance policies for effective and standardized inventory management inclusive of inventory segmentation (nine Block), dashboards, E&O disposition focus, escalation processes and action plans. This governance will apply by business/operating unit/ division and holistically across JBT Marel with the target of improving turns, delivery, and service, and reducing working capital YOY. It is essential that this effort drives right-sizing inventory strategies, especially for service where an increased inventory improves service levels and provides immediate product availability to customers.

· Capacity Planning: Build and develop capacity planning tools to understand capacities and utilization across JBT Marel footprint. This will be a key tool for the manufacturing transformation team to build strategies and monitor progress.

· Sales, Inventory & Operations Planning (SIOP): Organize and support standardized SIOP process to be deployed at each business or operating units to align internal and external supplier capacities, inventory, and production strategies to support the sales plans and market trends. Each SIOP session will have a standard cadence with a cross functional team to replan and update SIOP plans to ensure integrity and market relevancy inclusive of forecasting. This plan must be integrated into the procurement and planning teams to impact manufacturing and supply base schedules driving more pull than push for shorter lead-times.

· Master Data Management: Ensure accurate and consistent master data management across the supply chain inclusive of consistent data points, controlling additions on new parts, customer, and supplier additions. Implement a standard part normalization process to eliminate duplicate/redundant SKUs. Ensure master data includes the logistic requirements of HS/HTS codes, country or origin and applicable mill certification references.

· Inventory Pull Systems: Drive and support the mindset and key milestones to shift from push to pull environment for product manufacturing, assembly and procurement of components.

HSE Governance for Plants and Operations:

· Ensure health, safety, and environmental (HSE) standards are integrated into the plants, operations, and field service across operating units at JBT Marel. Define one global HSE framework to ensure clear minimum standards that align culture and behaviors providing insights into risk to bring value and improvements to JBT Marel.

· This one global HSE framework provides clear accountability at all levels and clear governance that supports improvement which is resilient by design for both operations and service safety.

· This role with operating unit support will drive adoption of safety standards, implement best practices and create HSE standards for PPE catalogs, safety, and health procedures.

· All plants and sites will comply with one global HSE framework in alignment ISO 45001/14001 system standards.

· This overall HSE strategy will help refresh our entire safety culture with value-add delivering measurable results in incident reduction, downtime, increased efficiency, boosting culture, enabling sustainable business growth and enhancing overall leadership and accountability.