Capability Lead – Capability Expansion

GE Vernova

About The Position

As Capacity Expansion, Capability Lead for Sustainable Productivity in Gas Power Global Services, you run the operating system behind the team’s improvement work. The lean leaders find, lead and land the improvements; you own the mechanism that holds them, so that the NVA hours the organisation reports are accurate and up to date. Working in partnership with the Value Object Partners and Value Stream Architects, you keep the improvement funnel honest and own the reporting that leadership makes decisions from.

Requirements

Bachelor’s degree from an accredited university or college, or a high school diploma or GED with relevant experience in project or programme management.
Demonstrated experience running a portfolio or programme reporting mechanism where the numbers are used by leadership.
Demonstrated ability to deal with numbers is a must have. Attitude on providing solutions and keeping the accuracy of the data is a differentiator.
Strong data discipline, and the confidence to challenge a number that does not reconcile.
Significant experience in project or programme management, including planning, scheduling and coordinating cross-functional workstreams against capacity.
Demonstrated ability establishing and maintaining standard work in partnership with process owners and operators: able to write the process alongside the people who run it, not just document it after the fact.

Nice To Haves

Proven experience on documentation of processes as well as on maintaining them is a big plus.
Exposure to lean or continuous improvement environments is an advantage; formal lean training is welcome but not required.
You are a self-starter, organised, and able to work with senior stakeholders across several regions.

Responsibilities

Own the scorecard.
Own Lean Roadmap Reporting as the single record of the improvement portfolio: every opportunity, its stage, its committed hours and its realised hours.
Ensure stage transitions are recorded as they happen rather than reconstructed at period end, and that the figure in any pack is the same figure in the tool.
Reconcile the reported position to the underlying records, and resolve the differences rather than reporting around them.
Run the reporting rhythm.
Build the monthly operating review pack directly from the scorecard. You detect where the numbers do not match.
Maintain the definitions that make the numbers comparable: what counts as committed, what counts as realised, and how each initiative’s declared targets are recorded.
Support the quarterly and annual planning cycles with the portfolio view.
The operating standards.
Work in partnership with the hiring manager on building and own the planning standard for Lean Events, also in partnership with the value object partners and value stream architects who have to run to it: lead times from request to event, the point past which a date cannot be booked, who commits participants and by when, the travel and funding approval window, and what the process owner has prepared before the room opens.
Establish the operating rhythm for the analysis phase of the improvement of lifecycle, and the sustainment checkpoint mechanism.
Own the team’s own standard work: how the team runs itself, and where the output of improvement reflections is captured so that it is available to the next team that needs it. Standardizing our own work and making sure teams work in a standardized way is a fundamental goal of this position.
Support the team.
Provide project management support to lean leaders so that their time is spent coaching and improving rather than administering.
Coordinate the team’s Lean Event calendar against capacity, and surface where demand exceeds it.