UK

United Kingdom · Operations · Director/VP (16-20 years)

Director of Production Engineering

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toVP of Operations
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Manufacturing Excellence · Head of Operations Engineering · Senior Director, Production Systems

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

EAL Level 3 NVQ Extended Diploma in Engineering Technical Support Excellence, Achievement & Learning Limited · Level 3 · covers 4 of 10 standards
ETCAL Level 2 NVQ Diploma in Performing Engineering Operations ETC Awards Limited · Level 2 · covers 3 of 10 standards
EAL Level 4 NVQ Extended Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 3 of 10 standards
EAL Level 3 NVQ Extended Diploma in Mechanical Manufacturing Engineering Excellence, Achievement & Learning Limited · Level 3 · covers 3 of 10 standards
EAL Level 3 NVQ Extended Diploma in Engineering Maintenance Excellence, Achievement & Learning Limited · Level 3 · covers 2 of 10 standards
EAL Level 2 Diploma in Engineering Operations (Skills) Excellence, Achievement & Learning Limited · Level 2 · covers 2 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Producing engineering project plans EAL Level 3 NVQ Extended Diploma in Engineering Technical Support
Lead Mechanical Manufacturing or Inspection Activities EAL Level 4 NVQ Extended Diploma in Engineering Manufacture
General Machining, Fitting and Assembly Applications EAL Level 2 Diploma in Engineering Operations (Skills)

The future skills this job leans on

AI Fluency working with AI as a thinking partner
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Sustainability Fluency building care for people and planet into the work
Systems Fluency seeing the whole picture
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Your Plan Illustration

Built for Director of Production Engineering

3 units that map to this job, from the qualifications that cover it.

  1. Producing engineering project plans Excellence, Achievement & Learning Limited · covers 4 of 10 standards Level 3
  2. Lead Mechanical Manufacturing or Inspection Activities Excellence, Achievement & Learning Limited · covers 3 of 10 standards Level 4
  3. General Machining, Fitting and Assembly Applications Excellence, Achievement & Learning Limited · covers 2 of 10 standards Level 2
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director of Production Engineering?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • Generative AI for Process Design & Simulation
  • Sustainable Manufacturing & Circular Economy Principles
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Director of Production Engineering plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

A Director of Production Engineering designs and oversees how a company makes its products, across facilities and processes. This role sets the long-term direction for manufacturing, covering efficiency, reliability, and growth. It means making sure production can deliver on what sales promises, and do so profitably.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

ERP/MRP (SAP S/4HANA, Oracle NetSuite) Strategic

Leading ERP module selection/upgrade projects, defining data governance strategy for all production-related master data, and ensuring seamless integration with MES and other systems across the enterprise.

MES (AVEVA MES, Rockwell FactoryTalk, Plex) Architect

Owning the MES platform strategy across all sites, integrating it with ERP and maintenance systems (CMMS) to create a unified data ecosystem, and defining the standards for shop floor data collection and real-time visibility.

PLC Software (Rockwell Studio 5000, Siemens TIA Portal) Strategic

Setting standards for PLC programming, network architecture, and cybersecurity across the plant/enterprise. Approving automation hardware vendors and ensuring consistency in control system design.

CAD Software (SOLIDWORKS, Autodesk Inventor) Strategic

Managing the CAD software licenses and data management (PDM/PLM) strategy for the engineering teams, focusing on design for manufacturability (DFM) and standardisation of components.

Statistical/BI (Minitab, Power BI, Tableau) Strategic

Defining the key operational metrics (KPIs) for the business, architecting the executive-level BI dashboards, and ensuring the integrity and interpretability of all operational performance data presented to leadership.

Planning/GRC (Anaplan, ServiceNow) Advanced

Building and stress-testing complex capacity and financial models in Anaplan for multi-year strategic planning. Designing and managing workflows in ServiceNow for GRC (Governance, Risk, and Compliance) and enterprise asset management.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Capital Expenditure (CapEx) Approvals No authority. Provide data for proposals. Propose projects up to £50K, requiring manager approval. Approve projects up to £250K. Recommend projects up to £1M to Director.
Technology Selection (Production Systems) Use existing tools. Suggest minor improvements. Evaluate new features for existing tools. Propose new minor tools. Select and implement new tools/software within a project scope. Recommend major platform changes to Director.
Process Standardisation & Policy Follow documented SOPs. Report deviations. Update SOPs for specific processes. Propose new local standards. Design and implement new process standards for a production line or site. Influence company-wide best practices.
Team Structure & Hiring No authority. Focus on individual contribution. Participate in interviews for junior roles. Provide informal mentorship. Lead interviews for engineers. Mentor 0-2 junior team members.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Cost of Poor Quality (COPQ)
This is all the money we lose because things aren't done right the first time – rework, scrap, warranty claims, customer complaints, you name it. You're responsible for driving this down across all sites.
Target · Reduce site-wide COPQ by 15% Year-on-Year, aiming for at least £500,000 in savings annually.

If our current COPQ is £3.5M, your target for the next year would be to bring it down to £2.975M. This means fewer defects leaving the factory, less material wasted, and happier customers.

Capital Project Delivery
You'll be overseeing significant CapEx investments for new equipment, automation, and facility upgrades. We need these projects to land on time and on budget, because delays or overspends hit our bottom line hard.
Target · Deliver 95% of CapEx projects on time and within 5% of the approved budget.

If we've approved a £2M automation project for Q2, it needs to be commissioned and operational by the end of Q2, and cost no more than £2.1M. Missing these targets means lost production capacity or unexpected costs.

Labour Productivity / Cost Per Unit
This measures how efficiently our workforce is producing goods. Your engineering improvements should directly translate into fewer labour hours per unit produced, or a lower overall cost per unit.
Target · Achieve a 5% improvement in labour productivity across all shifts and sites annually.

If it currently takes 1.5 hours of direct labour to make one product, you'd aim to get that down to 1.425 hours. This usually comes from better process design, automation, and reducing non-value-added activities.

Overall Equipment Effectiveness (OEE) - Enterprise Average
While your teams will track OEE at the line level, you're accountable for the aggregated OEE across all our manufacturing sites. It's the ultimate measure of how well our equipment is actually performing.
Target · Increase enterprise-wide OEE by 3-5 percentage points year-on-year, aiming for a consistent 80%+ across key lines.

If our current average OEE is 72%, you'd be looking to push it to 75-77% by the end of the year, meaning our machines are running more, running faster, and making fewer defects.

Strategic Roadmap Execution
Your ability to define a clear, multi-year production engineering strategy and then actually deliver on it. This isn't just about having a plan; it's about making it happen.
  • Regular updates to the executive team on strategic initiatives, successful implementation of new technologies or process standards across sites, consistent achievement of key milestones in the roadmap, positive feedback from Site GMs on engineering support.
Talent Development & Team Health
How well you're building, mentoring, and retaining a high-performing production engineering team. This includes succession planning and creating a culture of continuous improvement.
  • Low attrition rates within your team, successful internal promotions, positive feedback in 360-degree reviews, evidence of structured mentorship programmes, demonstrable improvement in team capabilities (e.g., more certified Black Belts), active participation in industry forums.
Cross-Functional Influence & Collaboration
Your effectiveness in getting other departments (like R&D, Finance, Supply Chain) on board with your vision and working together to achieve shared operational goals. It's about breaking down silos.
  • Jointly owned initiatives with other departments, consistent inclusion in strategic planning meetings outside of Operations, positive feedback from peers on collaborative projects, successful negotiation of resource allocation for engineering projects, proactive identification and resolution of inter-departmental roadblocks.
Risk Management & Resilience
How well you're identifying potential operational risks (e.g., single points of failure, outdated equipment) and putting plans in place to mitigate them. This includes business continuity planning for production.
  • Proactive identification of critical equipment vulnerabilities, documented disaster recovery plans for production, successful implementation of redundancy measures, demonstrable reduction in major unplanned downtime events, positive audit results related to operational resilience.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Transforming Operations

You're constantly looking for ways to fundamentally improve how we do things, not just patch problems. You'll spend time researching new technologies, challenging existing paradigms, and building the business cases for significant change.

Leading the charge to implement a fully integrated MES system across all plants, knowing it will revolutionise our real-time data and control capabilities.

Building High-Performing Teams

You get a real buzz from seeing your managers and engineers grow, develop new skills, and take on bigger challenges. You'll invest heavily in mentorship, training programmes, and creating opportunities for your team.

Designing a structured development programme for your Lead Engineers, helping them transition into management roles or become Principal-level technical experts.

Solving Complex, Enterprise-Level Problems

The bigger and messier the operational challenge, the more energised you feel. You're not afraid of ambiguity or problems that span multiple departments and sites. You enjoy dissecting these issues and orchestrating solutions.

Tackling a persistent quality issue that's been plaguing three different product lines across two factories, requiring a deep dive into material science, process control, and operator training.

What frustrates people
  • The 'temporary' fix that's been in place for five years, now too critical (and complex) to take offline for a proper solution.
  • Spending months building an airtight business case for a multi-million-pound automation upgrade, only to have it delayed or scaled back by Finance due to short-term capital preservation.
  • Rolling out a meticulously designed process improvement across multiple sites, only to find some teams subtly (or not so subtly) reverting to the 'old way' because it's more comfortable.
  • Being the ultimate escalation point for any production-halting issue, regardless of the time, day, or holiday – yes, the 3 AM phone call is still a thing at this level.
  • Inheriting entire production lines with zero documentation, outdated drawings, and critical processes that exist only in the heads of soon-to-retire operators.
  • Sales making 'easy' requests for new custom products that, in reality, require complete line reconfigurations and significant re-tooling, with unrealistic timelines.
  • Trying to perform data-driven analysis and make strategic decisions when you know the underlying data from the shop floor is manually logged and often unreliable.
What this role does not give you
  • A quiet, predictable 9-to-5 office job with no surprises.
  • The luxury of working on only one project at a time, seeing it through to perfection.
  • A role where you're purely a technical expert, without the need for significant people management or strategic influence.
  • An environment where all stakeholders immediately agree with your recommendations and resource requests.
  • A place where every single problem has a clear, textbook solution.

8Who you work with

This role directly shapes our operational efficiency, product quality, and manufacturing scalability across the entire business. Your decisions on technology, process, and talent development will determine our ability to meet market demand, control costs, and maintain our competitive edge for years to come. Frankly, you're responsible for ensuring we can actually make what we sell, reliably and profitably.

Inside the business
  • VP of Operations (your boss)
  • CFO and Finance leadership (especially for CapEx approvals)
  • Head of Supply Chain (for material flow and inventory)
  • Head of Quality Assurance (for product standards and compliance)
  • Head of R&D/Product Development (for new product introductions and DFM)
  • Site General Managers (for day-to-day plant operations)
Outside the business
  • Key automation and equipment vendors
  • Strategic technology partners
  • Industry bodies and regulatory agencies
  • Consultants for major transformation programmes

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • A proven track record of 15+ years in manufacturing or operations engineering, with at least 5 years in a senior leadership role (e.g., Head of Engineering, Plant Manager, or a similar L5 position).
  • Demonstrable experience in leading significant operational transformation programmes (e.g., Lean implementations, factory automation projects) across multiple sites.
  • Deep expertise in Lean Manufacturing and Six Sigma methodologies, ideally holding a Master Black Belt certification or equivalent practical experience.
  • Significant experience managing large capital budgets (multi-million £) and delivering complex engineering projects on time and within budget.
  • A strong understanding of modern manufacturing execution systems (MES) and enterprise resource planning (ERP) systems, including strategic implementation and integration.
  • Experience in building, developing, and leading large teams (20+ people, including managers) in a fast-paced manufacturing environment.
  • Exceptional ability to communicate complex technical concepts to non-technical executive audiences and influence strategic business decisions.

10What to practise next

Where the job is going, and what to do about it starting this week.

Advanced Robotics & Human-Robot Collaboration (HRC)

Robotics are becoming more versatile, easier to programme, and safer to work alongside humans. This means greater flexibility in automation, allowing us to automate tasks that were previously too complex or required too much human interaction. It's about optimising the human-robot interface for productivity and safety.

Cobot deployment strategies · AI-driven robot programming · Robot fleet management & optimisation · Safety standards for HRC

  • This quarter: Visit a leading automation integrator or a competitor's facility that uses advanced robotics.
  • Next 6 months: Sponsor a pilot project to deploy a cobot for a specific, suitable task on one of our production lines.
  • Next 12 months: Develop a long-term automation roadmap that includes advanced robotics and HRC for our key processes.
  • Ongoing: Invest in training for your engineers on advanced robotics programming and integration.

Quick win: Identify a repetitive, ergonomically challenging task where a cobot could offer immediate relief and productivity gains. Start small, learn fast.

Industrial Internet of Things (IIoT) & Edge Computing Architecture

The sheer volume of data generated by modern factories demands a robust IIoT infrastructure and edge computing capabilities. This isn't just about collecting data; it's about processing it closer to the source for real-time insights and control, reducing latency, and improving cybersecurity. It's the backbone of our smart factory ambitions.

IIoT sensor deployment & data acquisition · Edge computing vs. cloud computing for manufacturing · OT/IT convergence & cybersecurity · Data normalisation & contextualisation

  • This quarter: Review our current IIoT architecture and identify key gaps or single points of failure.
  • Next 6 months: Develop a roadmap for enhancing our IIoT infrastructure, including edge computing capabilities, for one of our sites.
  • Next 12 months: Work with IT and our automation vendors to implement a robust OT cybersecurity strategy.
  • Ongoing: Educate your team on the importance of data integrity and the architecture of our IIoT systems.

Quick win: Identify one critical machine where real-time sensor data is currently underutilised. Work with your team to implement a basic IIoT solution to gain new insights.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences and trade shows (e.g., Hannover Messe, Smart Factory Expo) to stay abreast of emerging technologies and best practices.
  • Participating in executive leadership programmes or workshops focused on strategic operations management, digital transformation, or change leadership.
  • Engaging with professional engineering bodies or industry associations (e.g., IET, IMechE) to contribute to industry standards and network with peers.
  • Mentoring junior talent within the organisation and actively participating in internal knowledge-sharing initiatives.
  • Undertaking continuous learning in areas like AI/ML applications in manufacturing, advanced analytics, and cybersecurity for industrial control systems.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Generative AI for Process Design & Simulation

Generative AI is moving beyond just text. It's starting to design optimal factory layouts, simulate complex production flows, and even suggest novel process improvements that human engineers might miss. Competitors who master this will design more efficient factories in a fraction of the time, with fewer physical prototypes.

  • AI-driven layout optimisation
  • Digital Twin simulation with AI
  • AI for automated fixture/tooling design
  • Ethical AI in manufacturing

Sustainable Manufacturing & Circular Economy Principles

Customer demand, regulatory pressure, and resource scarcity mean that 'green' manufacturing isn't just a nice-to-have; it's becoming a strategic imperative. Companies that can design and operate truly circular production systems will gain significant market advantage and reduce long-term costs.

  • Life Cycle Assessment (LCA)
  • Design for Disassembly/Recycling
  • Renewable energy integration
  • Waste heat recovery & industrial symbiosis

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Lean Manufacturing & Six Sigma (Master Black Belt level)
  • Overall Equipment Effectiveness (OEE) Optimisation
  • Advanced Root Cause Analysis (RCA) & FMEA
  • Statistical Process Control (SPC) & Process Capability
  • Total Productive Maintenance (TPM) Strategy
  • Design for Manufacturability (DFM) & Assembly (DFA)

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    From Production Engineering Manager (L5)

    3-5 years as an L5 manager

    Skills to master

    • Moving from managing a single plant's engineering function to overseeing multiple sites or an entire business unit. This means developing strong multi-site leadership, enterprise-level strategic planning, and greater financial accountability (P&L management).

    You're ready to move on when

    • Successfully led a major, multi-year CapEx project (e.g., new line installation) from concept to full production.
    • Demonstrated ability to significantly improve OEE and reduce COPQ across a plant or large value stream.
    • Proven track record of building and developing a high-performing engineering team, including succession planning.
    • Consistently delivered on strategic objectives and effectively influenced senior leadership.
  2. 2

    From Head of Manufacturing/Plant Manager

    5-7 years in a Plant Manager role

    Skills to master

    • Transitioning from broad plant management (which includes HR, EHS, Quality, etc.) to a deeper, more specialised focus on engineering strategy and operational excellence across multiple sites. This requires a shift from tactical oversight to strategic architectural thinking.

    You're ready to move on when

    • Managed a large, complex manufacturing facility with significant P&L responsibility.
    • Implemented major operational improvements that significantly impacted plant efficiency and profitability.
    • Demonstrated strong technical acumen and a deep understanding of manufacturing processes.
    • Proven ability to lead and motivate a diverse workforce, including engineering and production teams.
  3. 3

    From Operations Consulting (Senior Partner/Director level)

    10+ years in operations consulting

    Skills to master

    • Moving from advising clients to directly owning and executing operational strategy within a single organisation. This means developing internal stakeholder management, navigating corporate politics, and building/leading a permanent internal team, rather than project-based engagements.

    You're ready to move on when

    • Led multiple large-scale operations transformation projects for diverse clients.
    • Developed and implemented strategic recommendations that delivered significant, measurable client value.
    • Demonstrated ability to build strong client relationships and influence at the C-suite level.
    • Experience in managing project teams and developing junior consultants.

15Where this role leads

The long view: This role can lead to running operations across a whole company as a Chief Operations Officer, or overseeing global manufacturing as a Head of Global Manufacturing.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director of Production Engineering is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Producing engineering project plans, worked against Director of Production Engineering.

Producing engineering project plans Level 3

Applied to your work in Director of Production Engineering

This unit aims to provide learners with the knowledge and skills to produce comprehensive engineering project plans. Learners will understand the principles of project planning and management within an engineering context, enabling them to define project objectives, allocate resources, and assess risks effectively. Upon completion, learners will be able to develop and present professional engineering project plans.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Director of Production Engineering plan, free
See Your Progress Grow Illustration
Director of Production Engineering
  • Lean Manufacturing & Six Sigma (Master Black Belt level)
  • Overall Equipment Effectiveness (OEE) Optimisation
  • Advanced Root Cause Analysis (RCA) & FMEA
  • Statistical Process Control (SPC) & Process Capability
  • Total Productive Maintenance (TPM) Strategy
  • Design for Manufacturability (DFM) & Assembly (DFA)
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director of Production Engineering is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP of Operations

    3-5 years in the Director role

    L7 (C-Suite)

    • Global supply chain strategy and optimisation
    • Enterprise risk management and business continuity planning
    • Advanced financial modelling for business unit performance
    • Stakeholder engagement with investors, regulators, and media

  2. Chief Operations Officer (COO)

    5-8 years in the Director/VP role

    L7 (C-Suite)

    • Investor relations and market positioning
    • Global regulatory compliance and government affairs
    • Large-scale organisational design and talent strategy
    • Strategic partnerships and M&A leadership
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real: at the Director level, your time is gold. You're juggling strategy, team leadership, budget approvals, and putting out fires. Imagine if you could claw back a significant chunk of your week, not just to breathe, but to focus on truly transformative work. That's where AI comes in – it's not about replacing you, it's about supercharging your effectiveness.

For a Director of Production Engineering, AI isn't just a buzzword; it's a strategic advantage. It can help you see patterns in vast operational data that humans simply can't, automate tedious reporting, and even help you scout the next big technology to revolutionise our factories. It's about making smarter decisions, faster, and giving your teams the tools to do the same.

Predictive Maintenance Automation

Imagine AI models analysing real-time sensor data (vibration, temperature, acoustics) from every critical machine across all our sites. It predicts component failures before they happen, automatically generating a work order in the CMMS and alerting your maintenance teams. You'll move from reactive firefighting to proactive, strategic maintenance planning, saving millions in unplanned downtime.

Anomaly Detection & Root Cause Analysis

AI can continuously monitor thousands of process parameters across our entire production network. It flags subtle deviations and correlations – often invisible to the human eye – that often precede a quality issue or a major breakdown. For you, this means getting instant, data-backed insights into probable root causes, slashing problem-solving time from weeks to hours, and making more informed strategic interventions.

Technology & Supplier Scouting

Need to find the next generation of collaborative robots or advanced vision systems for a new product line? Use an AI research assistant to scan technical journals, patent databases, and global supplier websites for emerging automation technologies that fit our specific process needs. This condenses weeks of manual research and vendor calls into a few hours of targeted review, keeping you ahead of the curve.

Strategic Report & Proposal Generation

After a major incident or a successful project, feed technical notes, performance data, and resolution steps into an AI writer. It can instantly generate a structured, clear incident report for the Board, a compelling CapEx proposal for Finance, or a detailed strategic update for the executive team. This dramatically reduces documentation time, letting you focus on the strategic implications and next steps.

Common questions

Common questions

How do you become a Director of Production Engineering?

Common routes in include From Production Engineering Manager (3-5 years as an L5 manager), From Head of Manufacturing/Plant Manager (5-7 years in a Plant Manager role) and From Operations Consulting (Senior Partner/Director level) (10+ years in operations consulting). Times vary with prior experience.

Where can a Director of Production Engineering progress to?

This role can lead on to VP of Operations (3-5 years in the Director role) and Chief Operations Officer (COO) (5-8 years in the Director/VP role), depending on the skills you build.

What new skills matter most for a Director of Production Engineering?

Increasingly, Generative AI for Process Design & Simulation and Sustainable Manufacturing & Circular Economy Principles. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in operations

Stay in the field you know and move sideways rather than up.
If you leave this industry

Experience with complex operational systems, strategic leadership, and transformation work carries across into other industrial sectors, such as aerospace, automotive, pharmaceuticals or consumer goods. It also opens doors into management consulting as a senior expert.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my Director of Production Engineering plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.