Can you use and expand lean within a systemic business system to grow and expand the leader in front and back end protection for trucks and SUVs?
Do you want to teach, coach, and mentor Ranch Hand leadership, expanding their lean knowledge and reinforcing lean principles while guiding them on the lean journey?
Could you thrive as you lead in a family-centric culture that has been a Texas business since 1898?
Are you able to lead an executive team and 200+ employees who are hungry for vision and operational leadership, aiming to double the business inside five years?
Do you have the experience covering financial, sales, marketing, manufacturing, and engineering to move an organization forward?
The General Manager of Ranch Hand will be tasked with continuing a lean transformation across all operational functions. This is not limited to manufacturing but applies to sales, engineering, marketing, lean daily management, and strategic deployment. The General Manager of Ranch Hand will report directly to the Chief Executive Officer of Kaspar Companies. Together, with the Ranch Hand executive team, the General Manager will be responsible for co-developing and maintaining a healthy, vibrant corporate culture centered around lean. This role will ensure that safety, quality, delivery, productivity, and cost are at the center of all operational decisions and improvement initiatives. The General Manager will lead the vision of product development and brand positioning in the industry. The candidate must be a natural leader and enjoy teaching and coaching.
Shepherd Ranch Hand through a multi-year lean transformation using lean as the lynchpin to accomplish the strategic goals of the company. With the company’s foundation as the market leader, this role will help the brand continue to grow and expand the geographical reach of the company. Ranch Hand has an ambitious goal to double sales in five years.
Strategic vision and leadership
• Collaborate with the Ranch Hand and Kaspar Companies executive team and the Kaspar Companies board of directors to refine and implement the lean transformation strategic plan.
• Create and reinforce a culture that looks first to blame the process before the person.
• Create and reinforce a culture that makes failure acceptable when trying new things.
• Cultivate a strong and transparent working relationship with employees. Ensure open communication about the measurement of performance against stated milestones and goals.
• Within six months, choose at least four employees to engage and mentor in lean principles, business, career management, and life.
• Cast a vision for new product development and target markets.
• Be the centerpiece in developing and communicating the budget. Have the financial chops to make prudent capital investment decisions both soft (sales and marketing) and hard (capital equipment) driving ROIC.
• Collaborate with the Ranch Hand management teams to establish operational stretch goals that address: ROIC, inventory turns, gross profit margins, lead times, customer satisfaction, or other appropriate annual KPIs.
• Work closely with regional sales teams and the VP of Sales to establish strong channel partnerships and customer relationships.
• Stay true to the brand and focus of Ranch Hand, concentrating on how Ranch Hand is perceived in the market.
• Guide the engineering team to hit a steady cadence of new products with the release of new OEM vehicles. Oversee the strategic discussion and direction of new products while staying true to the Ranch Hand roots.
Day to Day
• Be a blue-collar executive, and be prepared to literally get dirty, while leading the charge on lean daily management walks and works with the Vice President of Manufacturing to make LDM a lynchpin of how tactical operational improvement is achieved within every department.
• Every day, be a part of at least one GEMBA walk holding the teams accountable and mentoring the teams on the process and continuous improvement.
• Be on the factory floor coaching and teaching the operation leaders of the various subsidiary companies together with midlevel management various lean operational principles.
• Promote the Kaspar Companies values within the organization of family, stewardship, and versatility.
• HAVE FUN!!
About Ranch Hand
In 1986, a Texas rancher installed the very first Ranch Hand on the front of his truck. Today, Ranch Hand grille guards and bumper replacements are found on vehicles all over the nation. Although Ranch Hand started small, we have since developed into a large-scale operation. Our facilities span a total of 320,000 square feet and hold more than 230 Ranch Hand employees, collectively processing over 65,000 pounds of steel each day. Staying true to our roots, Ranch Hand products are proudly made in two small Texas towns: Shiner and Beeville.Ranch Hand is a subsidiary of Kaspar Companies. Established in 1898, Kaspar Companies has been doing business in South Texas through five generations of family ownership, 20 recessions, one depression, two world wars, numerous oil embargoes, several steel shortages and 20 presidential administrations.