Full-Time
Continuous Improvement Manager
Clorox
5,001-10,000 employees
Manufactures and markets consumer cleaning products
Compensation Overview
$128k - $252.2k/yr
Aberdeen, MD, USA
In Person
Onsite role; travel up to 25% required.
 Operations & Logistics (1) |
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- Bachelor’s degree in Engineering, Business, Manufacturing, Supply Chain, Operations, or related field (required).
- Advanced education or certifications a plus.
- 7+ years of experience in a manufacturing environment with direct leadership responsibilities.
- 7+ years of experience specifically in Continuous Improvement, with increasing responsibility and a demonstrated track record of delivering results.
- Proven experience leading organizational and cultural change across diverse plant functions.
- Experience managing or influencing large groups or cross-functional teams.
- Strong background in Lean, TPM, Kaizen, Value Stream Mapping (Value Stream Mapping) and related Continuous Improvement tools.
- Familiarity with ERP systems.
- Proficiency in OSHA and ISO compliance requirements.
- Advanced skills in Microsoft Excel, PowerPoint, and Word.
- Demonstrated ability to attract, develop, and retain high-performing, diverse teams.
- Strong communication and interpersonal skills with the ability to influence at all levels of the organization.
- Proven experience conducting meetings, leading training, and facilitating problem-solving sessions.
- Ability to synthesize Continuous Improvement concerns and communicate them effectively at both plant and business-unit levels.
- Collaborative mindset with the ability to drive alignment across functions.
- Strong project management capability; able to plan, execute, and manage multiple initiatives concurrently.
- Ability to maintain high performance while traveling 10–25% as needed.
- Lead TRACC implementation through Stage 3, ensuring strategy alignment across the business, customer-centricity, process integration, team ownership, adherence to tiered problem-solving methodology, data integrity, and risk management
- Own leadership pilot (learning/modeling) activities at the sites.
- Own implementation plans and Stage progression.
- Own site loss and waste.
- Implement Implementation Task Forces across the site.
- Drive Process Improvement Projects to eliminate losses.
- Review process improvements and provide recommendations for driving results.
- Develop a site improvement strategy.
- Offer Reliability Engineering and Constraint management coaching and implementation.
- Standardize training and documentation as the owner of key processes.
- Address issues based on root cause analysis of deviations in key performance indicators.
- Apply operations excellence to company processes.
- Inculcate the use of operations excellence tools and processes within plants to drive small to large-scale improvements that align with key business strategies.
- Stay connected and updated on current local and market trends in order to support better positioning through Global Manufacturing Excellence.
- Provide coaching and training to guide Manufacturing Operations in establishing and implementing operations excellence principles (TPM/Lean) to delivery throughput, cost, and inventory improvement.
- Create and own an integrated master plan for implementation, including leadership activities, maintenance systems, sustaining processes, and other loss elimination tools.
- Coach and mentor the entire site on integrating Global Manufacturing Excellence tools, including creating and maintaining Area of Excellence structures and sequencing applications.
- Facilitate training and improvement activities with leadership and operational resources.
- Connect Business, division and local imperatives to the operations excellence work within the function.
- Facilitate training and improvement activities with leadership and operational resources.
- Communicate effectively, lead implementation, and analyze and review results.
- Develop operations excellence expertise in others.
- Maintain documentation related to key processes for database and web use.
- Take ownership of performance tracking, including coordinating and summarizing plant metrics and plans.
- As a member of the Plant Leadership Team, ensure consistency and standardization of best practices and tools.
- Advanced education or certifications
- Green Belt or Black Belt certification (required/preferred)
- Experience with Manufacturing Execution Systems (MES) and Power BI highly preferred
- Familiarity with Enterprise Resource Planning systems
- Proficiency in OSHA and ISO compliance requirements
- Demonstrated ability to attract, develop, and retain high-performing, diverse teams
- Strong communication and interpersonal skills with the ability to influence at all levels of the organization
- Proven experience in leading meetings, training, and facilitating problem-solving sessions
Clorox makes and sells cleaning supplies, household products, and some food products through a portfolio of well-known brands. Its products are offered to both consumers and professional users and distributed via mass merchandisers, grocery stores, and online channels around the world. How the products work: cleaning and disinfecting products are used to sanitize and maintain surfaces and homes, while household items and food-related products support everyday routines. How it stands out: instead of relying on a single product or category, Clorox combines a broad brand lineup with sales across multiple markets and customer channels, giving it broad reach and stability. Its goal is to provide trusted brands that help people keep spaces clean and safe while meeting the needs of both individual consumers and professional customers.
Company Size
5,001-10,000
Company Stage
IPO
Headquarters
Oakland, California
Founded
1913
Simplify's Take
What believers are saying
- GOJO acquisition adds $800M Purell sales at 5% CAGR.
- ERP system delivers $75-100M annual savings post-March 2026.
- Household segment sales rose 3% to $482M in Q3 2026.
What critics are saying
- GOJO integration fails, missing $100-150M synergies within 18 months.
- Private labels like Kirkland erode 61% bleach share by 2028.
- ERP underperforms past March 2026, causing 10-20% sales drop.
What makes Clorox unique
- Clorox holds 61% U.S. bleach market share.
- Purell leads hand sanitizer in commercial and retail channels.
- Leads in trash bags, charcoal, and cat litter categories.
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Your Connections
People at Clorox who can refer or advise you
Benefits
Health Insurance
401(k) Retirement Plan
401(k) Company Match
Unlimited Paid Time Off
Family Planning Benefits
Fertility Treatment Support
Wellness Program
Mental Health Support
Company News
Ranch dressing: an American staple that actually began life on... a ranch. Ranch dressing is the best-selling salad dressing in the U.S., surpassing Italian dressing near the end of the 20th century. * By HOLLY MEYER - Associated Press * 2 hrs ago * Dario Lopez-Mills - AP NASHVILLE, Tennessee (AP) - Ranch is the best-selling salad dressing in America, and it has been since it took the crown from Italian near the close of the 20th century. It's still jazzing up iceberg and romaine. But ranch now competes with the likes of ketchup and other condiments, a creamy dip for everything from hot wings and fried pickles to - perhaps most controversially - pizza. It's ubiquitous, a versatile staple of American foodways easily found in grocery stores, recipes and on menus. There are entire cookbooks and a restaurant dedicated to the flavor. Beloved and maligned, ranch also turns up in the country's cultural intangibles. Writers have labeled it the "Great American Condiment," and less flatteringly, "extravagant and trashy." It carries a nostalgia, said Nick Higgins, an executive for Hidden Valley Ranch's parent company, which taps into that sentimentalism and fosters the ranch fandom. The viral food fights their product inspires? They embrace those, too. "We love it," he said. "It's one of the things we can debate as people and it's OK." How ranch got to that mountaintop is an American story, a difficult feat that evokes the country's entrepreneurial spirit. "What started out almost as a lark became a multimillion-dollar industry," the late Steve Henson explained in a Los Angeles Times piece about his famous dressing and Hidden Valley Ranch, the mail-order business he launched in the 1950s and sold to The Clorox Company two decades later. As a plumbing contractor in Alaska, Henson first served it to workers. His herbs, spices, buttermilk and mayo concoction then became such a hit with guests at Hidden Valley, the dude ranch he and his wife opened in California, that he sold it as a DIY dry mix. Eventually, Clorox bottled a shelf-stable version, and competitors like Ken's, Kraft Foods and Wish-Bone joined in. Debbie Wilson Potts loves ranch. Her family owns Cold Spring Tavern in California, the first to serve Henson's dressing outside of his dude ranch. Her late aunt, who knew Henson, once described her first taste: "It took off in my mouth like a freight train." It also took off across America. In his book "American Cuisine and How It Got This Way," Paul Freedman lists ranch dressing alongside sushi, arugula and other food fads and fashions of the 1980s, the same decade that gave the country Cool Ranch Doritos. After 40 years of popularity, ranch, he said, is likely here to stay.
The Clorox Company trades at decade-low valuations of 16 times forward earnings despite returns on capital above 35%, creating a potential 30–40% upside with a 4.78% dividend yield, according to investment analyst Jack Beiro. The stock fell from $150 to around $104 following a $580 million ERP implementation that caused supply-chain disruptions and a 17% organic sales decline. Clorox maintains dominant market positions across essential categories, including 61% bleach share and leadership in trash bags, charcoal and cat litter. The company reports no permanent market share losses, with fill rates recovering to 92%. Management expects full normalisation by March 2026, followed by $75–100 million in annual cost savings from the ERP system. With net debt at 2.0 times EBITDA and intrinsic value estimated at $134–145 per share, the analyst views current pricing as temporarily depressed.
Clorox reported fourth-quarter results for CY2025, with revenue of $1.67 billion beating analyst estimates of $1.64 billion by 1.9%, though sales remained flat year on year. The consumer products company's non-GAAP earnings of $1.39 per share missed consensus expectations of $1.43 by 3%. Operating margin declined to 12.9% from 13.9% in the prior-year quarter, whilst organic revenue fell 1% year on year. Management reaffirmed its full-year adjusted EPS guidance of $6.13 at the midpoint. Over the past three years, Clorox's revenue has declined 1.5% annually. Analysts expect revenue to remain flat over the next 12 months. CEO Linda Rendle stated the results reflect continued progress against strategic priorities despite a challenging environment.
Clorox has agreed to acquire GOJO Industries, maker of Purell hand sanitiser, for $2.25 billion in cash. Including anticipated tax benefits of approximately $330 million, the net purchase price is $1.92 billion. Founded in 1946, GOJO generates nearly $800 million in annual sales with a three-year compound annual growth rate of 5%. Over 80% of revenue comes through business-to-business distributors, supported by roughly 20 million soap and sanitiser dispensers. Purell holds the number one market share position in hand sanitiser across both commercial and retail channels. The acquisition expands Clorox's health and hygiene portfolio and scales its Health and Wellness segment. The transaction represents an adjusted EBITDA multiple of 11.9 times net of tax benefits, or 9.1 times including anticipated cost synergies. The deal is expected to close before the end of Clorox's 2026 fiscal year, subject to regulatory approval.
Expands Clorox's position in health and hygiene to include skin hygiene Clorox's scale, innovation and distribution capabilities poised to accelerate consumer...