Quality Senior Specialist - Quality Management

About the role

The New Equipment Quality Operations Leader provides global Quality Operations leadership for the FCSS New Equipment business, ensuring projects, manufacturing, inspection, testing, documentation, supplier execution and customer release activities are delivered with clear quality ownership, proactive risk management, operational discipline and predictable performance. This role acts as the primary Quality partner for New Equipment, connecting the FCSS Quality strategy with day‑to‑day execution across Business, Projects, Engineering, Operations, Supply Chain, Commercial, Supplier Quality, Site Quality, QMS Governance and Continuous Improvement.

Responsibilities

• Provide global Quality Operations leadership across FCSS New Equipment projects, manufacturing sites, external operations, inspection, testing, documentation and customer release activities.
• Translate FCSS and Industrial Products Quality priorities into clear New Equipment objectives, measures, owners, operating rhythms and recovery plans.
• Serve as the primary Quality partner to New Equipment business and project leadership, balancing customer commitments, operational delivery, commercial requirements and quality risk.
• Establish clear accountability, decision rights, governance and escalation paths across New Equipment Quality Operations and its key interfaces.
• Embed quality throughout the New Equipment lifecycle—from order and contract review through engineering release, supplier execution, manufacturing, inspection, testing, documentation, shipment and customer acceptance—ensuring risk‑based quality planning and project‑gate rigor for complex, high‑value, safety‑critical, regulated, nuclear or customer‑sensitive projects.
• Provide oversight of inspection, testing, product verification, technical disposition, configuration control, customer hold points and documentation release.
• Establish clear lifecycle hand‑offs between New Equipment and Aftermarket Quality, ensuring transfer of product history, configuration, open risks, concessions, warranty obligations, lessons learned and customer commitments.
• Exercise independent Quality authority across New Equipment operations, including containment, stop‑work, stop‑ship or release escalation when product safety, compliance, contractual or customer risk requires it.
• Promote an “OWN Quality” culture where employees raise concerns, pause work, escalate risk and move from temporary containment to permanent corrective action.
• Lead closed‑loop customer quality management for New Equipment, covering project escapes, customer complaints, inspection findings, warranty events, field failures and Voice of the Customer insights; drive timely containment, investigation, corrective action, customer communication and closure.
• Own New Equipment Cost of Poor Quality performance, partnering with Finance, Operations, Supply Chain, Engineering, Project Management and Commercial teams to define reduction plans, attribute losses, and prioritize resources using Pareto analysis and Quality Bowler reviews.
• Deploy the FCSS structured problem‑solving model (3C, RCA, 8D, Kaizen) across New Equipment, ensuring issues are screened, prioritized, investigated, escalated, and that root causes are evidence‑based with verified corrective actions.
• Partner with Supplier Quality, Supply Chain, Engineering, Operations, Project Management and Commercial teams to manage supplier, external‑provider, intercompany and internal‑source quality risk through qualification, surveillance, incoming verification, corrective action, recovery planning and performance management.
• Ensure New Equipment quality records are accurate, complete, accessible and traceable, maintaining configuration integrity and driving right‑first‑time documentation to eliminate rework.
• Deploy applicable QMS requirements consistently across New Equipment operations, close audit findings, corrective actions and management‑review actions, and address systemic QMS weaknesses.
• Define and adopt digital quality requirements, establishing ownership, definitions, controls and governance for quality data; work with Digital, IT, Finance and Business System CoE to integrate quality, customer, supplier, financial and operational information.
• Build Quality capability, leadership depth and succession strength across the global New Equipment organisation, fostering a culture where Quality is owned by everyone while maintaining independence on product safety, compliance and customer risk.

Key outcomes

• Clear global accountability for FCSS New Equipment Quality Operations, operational performance and quality risk.
• Consistent, risk‑based Quality execution across projects, manufacturing sites, suppliers, external operations and customer inspection points.
• Improved project gate rigor, customer inspection readiness, configuration control, traceability and right‑first‑time documentation.
• Earlier identification, containment, escalation and mitigation of project, manufacturing, supplier, compliance and customer risks.
• Reduced internal defects, customer escapes, repeat issues, supplier defects, warranty exposure, premium transportation and Cost of Poor Quality.
• Effective structured problem solving, evidence‑based root cause analysis, verified corrective action and systematic lessons learned across products, sites and projects.
• Stronger quality‑data integrity, digital workflow adoption, leadership capability, predictable execution, delivery performance and customer confidence.

Key interfaces

• New Equipment Business, Project, Operations and Manufacturing Leadership
• FCSS Quality Leader
• Quality Operations Leader, Aftermarket
• QMS Governance Leader and Global Continuous Improvement Leader
• Site Quality Leaders, Quality Control teams and documentation teams
• Engineering, Supply Chain, Supplier Quality