Quality Senior Specialist - Quality Management

New Equipment Quality Operations Leader, FCSS

Are you passionate about driving quality excellence across global manufacturing, project execution, and engineered product delivery while ensuring exceptional customer outcomes?

Do you enjoy leading cross-functional teams, managing quality risk, and building robust quality processes that enable right-first-time execution, operational excellence, and predictable project performance?

Partnering with the best

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.

The 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.

This position is accountable for implementing the FCSS Quality strategy within New Equipment, driving project gate rigor, escalation, risk management, structured problem solving, customer issue prevention, Cost of Poor Quality reduction and sustained operational improvement.

As a New Equipment Quality Operations Leader, you will be responsible for:

Global New Equipment Quality leadership

- 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.

End-to-end project quality and product assurance

- 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.
- Ensure 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.
- Support predictable project execution and delivery without compromising product safety, compliance, technical requirements or customer acceptance criteria.
- Establish clear lifecycle hand-offs between New Equipment and Aftermarket Quality, ensuring product history, configuration, open risks, concessions, warranty obligations, lessons learned and customer commitments transfer with clear ownership.

Quality authority and risk management

- Exercise independent Quality authority across New Equipment operations, including containment, stop-work, stop-ship or release escalation where product safety, compliance, contractual or customer risk requires it.
- Ensure significant risks are assessed consistently for severity, likelihood, customer impact, compliance exposure, delivery impact and potential business loss.
- Promote an OWN Quality culture where employees raise concerns, pause work, escalate risk and move from temporary containment to permanent corrective action.
- Use risk assessment and escalation management to prevent issues before they become customer escapes, repeat defects, warranty events or Cost of Poor Quality.

Customer experience, project execution and right-first-time delivery

- 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 for significant project and product-quality issues.
- Partner with Customer Experience, Commercial, Project Management, Engineering, Operations and Customer Service teams to reduce recurring customer pain points and improve issue-resolution cycle time.
- Apply learning from customer escapes, field failures, project reviews and inspection performance to prevent recurrence across products, processes, suppliers and sites.

Cost of Poor Quality and business performance

- Own New Equipment Cost of Poor Quality performance, including rework, scrap, premium transportation, customer claims, warranty exposure, supplier losses, internal escapes and other quality-loss costs.
- Partner with Finance, Operations, Supply Chain, Engineering, Project Management and Commercial teams to define credible reduction plans with owners, resources, savings assumptions and evidence of benefit realisation.
- Ensure quality losses are accurately attributed to suppliers, intercompany sources, internal operations, technical decisions, commercial requirements, project execution or service execution.
- Use Pareto analysis, Quality Bowler reviews and cost-based prioritisation to focus resources on issues with the greatest customer, operational and financial impact.

Problem solving, corrective action and recurrence prevention

- Deploy the FCSS structured problem-solving model across New Equipment, using the appropriate 3C, RCA, 8D or Kaizen method for the risk and complexity of each issue.
- Ensure customer complaints, field failures, NCRs, supplier defects, audit findings, quality concerns and Cost of Poor Quality events are screened, prioritised, investigated and escalated appropriately.
- Verify that root causes are evidence-based, corrective actions address the causes and effectiveness is confirmed through sustained performance.
- Turn significant learning into lessons learned, risk updates, standard work, training and future quality plans across relevant sites, product lines, suppliers and projects.

Supplier, external operations and intercompany quality

- Partner with Supplier Quality, Supply Chain, Engineering, Operations, Project Management and Commercial teams to manage supplier, external-provider, intercompany and internal-source quality risk.
- Apply risk-based qualification, surveillance, incoming verification, corrective action, recovery planning and performance management to New Equipment sources.
- Ensure supplier and internal-source non-conformities are contained, investigated, attributed to the correct loss source and linked to recovery where applicable.
- Strengthen incoming verification, MRB discipline, external operations controls and component traceability based on product criticality, supplier performance, regulatory needs, customer requirements and demonstrated risk.

Documentation, traceability and configuration control

- Ensure New Equipment quality records are accurate, complete, accessible and traceable, including contract requirements, inspection and test results, concessions, CMTRs, COCs, customer documentation and final release packs.
- Maintain configuration integrity throughout project execution, supplier delivery, manufacturing, inspection, testing and release, ensuring changes and deviations are properly reviewed, approved, recorded and communicated.
- Drive right-first-time customer documentation and eliminate documentation rework that delays inspection, release, shipment, invoicing or customer acceptance.
- Partner with Quality Documentation, Site Quality, Engineering and Project teams to strengthen documentation discipline as a core part of FCSS Quality governance.

QMS deployment and compliance

- Deploy applicable QMS requirements consistently across New Equipment operations in alignment with FCSS and Industrial Products governance expectations.
- Partner with QMS Governance and Site Quality leaders to close audit findings, corrective actions, investigations and management-review actions by their due dates and verify effectiveness.

- I dentify recurring or systemic QMS weaknesses and address them through common process improvements rather than isolated local corrections.

- Support audit for performance by strengthening process ownership, error proofing, leading indicators and compliance discipline across project and manufacturing execution.

Digital quality, data integrity and analytics

- Define and adopt New Equipment digital quality requirements, including ERP quality processes, inspection and test records, traceability, NCR and corrective-action workflows, Cost of Poor Quality capture and dashboards.
- Establish clear ownership, definitions, controls and governance for quality data so information is accurate, consistent, timely and actionable.
- Work with Digital, IT, Finance and the Business System CoE to connect quality, customer, supplier, financial and operational information where it improves decision-making.
- Use trends and leading indicators to identify emerging project, manufacturing, supplier, documentation, delivery and customer risks before they become significant failures.

Organisational capability and Quality culture

- Build Quality capability, leadership depth, succession strength and appropriate coverage across the global New Equipment organisation .
- Foster a culture where Quality is owned by everyone while maintaining independence on product safety, compliance and customer risk.
- Set competency expectations for critical inspection, testing, documentation, release, auditing, quality planning and problem-solving activities.
- Coach leaders to use quality information to improve customer satisfaction, cost, delivery predictability, right-first-time execution and operational performance.

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, 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, Commercial, Project Management and Customer Service
- Configuration Management, technical authorities, authorised inspectors and regulatory bodies where applicable
- Digital, IT, Finance, HSE, Business System CoE, customers and third-party assurance organisations where applicable

To be successful in this role you will:

- Have a bachelor’s degree in Quality, Engineering, Operations, Supply Chain or a related field.
- Have significant experience in Quality, Engineering, Operations, Manufacturing, Supply Chain, Project Quality, Customer Quality or Business Excellence, preferably in a global matrix organisation.
- Demonstrate experience leading Quality across complex projects, engineered products, manufacturing operations, external operations, suppliers or multiple sites.
- Understand project quality planning, project gate reviews, manufacturing quality, inspection and testing, customer inspection points, documentation release, configuration control, risk management, problem solving and corrective action.
- Demonstrate knowledge of regulated, engineered or safety-critical products, including customer, statutory, regulatory, industry-code, product-certification and quality-system requirements.
- Show strong Cost of Poor Quality, rework, scrap, supplier quality, customer escape, warranty and quality-loss reduction experience.
- Be confident using data, leading and outcome measures, Quality Bowler reviews, visual management and performance reviews to drive accountability, escalation and recovery.
- Have the judgement to exercise independent Quality authority, initiate containment or stop-work actions and escalate product safety, compliance, contractual or customer risk.
- Communicate clearly, influence across functions, lead change, build capability and develop a proactive Quality culture.
- Be able to travel globally to support projects, sites, customers, inspections, field issues and business priorities.

Desired:

- Have professional Quality, Engineering, Lean, Kaizen, Six Sigma, or structured problem-solving certification is preferred.
- Have experience in valves, pressure equipment, flow control, safety systems, engineered manufacturing or comparable project-driven environments is preferred.
- Have experience with pressure-equipment, hazardous-area, nuclear, PED, NDE, external operations or customer-specific quality requirements is advantageous.
- Have experience deploying digital quality workflows, ERP Quality Management capability, Quality Bowler reviews or real-time performance dashboards is advantageous

Work in a way that works for you

We recognize that everyone is different and that the way in which people want to work and deliver at their best is different for everyone too.

Working with us

Our people are at the heart of what we do at Baker Hughes. We know we are stronger when our people are developed, engaged, and empowered to bring their authentic selves to work. We invest in wellbeing, capability development, and leadership growth across all levels.

Working for you

Our innovations have transformed the energy industry for over a century. To continue progressing, we look for individuals who embrace change and contribute to building the future.

What You Can Expect

- Contemporary work-life balance policies and wellbeing activities
- Comprehensive private medical care options
- Safety net of life insurance and disability programs
- Tailored financial programs
- Education assistance
- Generous parental leave
- Mental health resources
- Dependent care support
- Additional elected or voluntary benefits

This position requires valid work authorization in the country of employment. The employer is unable to sponsor work authorization for this role at any time.

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You will be eligible to participate in Company-sponsored benefit programs, including health & welfare programs and the Thrift Plan (401k). You will have a choice of coverage options that best suit your needs. Coverage options and contribution amounts are related to your benefit elections, base salary level, and specific requirements of each of these plans.

This position is eligible for our comprehensive and competitive benefits package, which can be found here , and is further eligible for additional forms of compensation such as bonuses subject to the terms of the applicable benefit plans or policies.

The Baker Hughes internal title for this role is: Quality Senior Specialist - Quality Management