Quality Senior Specialist - Quality Management

Baker Hughes

About The Position

The Aftermarket Quality Operations Leader provides global Quality Operations leadership for the FCSS Aftermarket business, ensuring service, repair, refurbishment, parts and field activities are executed with clear quality ownership, customer focus, operational discipline and predictable performance. The role acts as the primary Quality partner for Aftermarket, connecting FCSS Quality strategy with day-to-day execution across Business, Service, Operations, Engineering, Supply Chain, Commercial, Customer Service, Supplier Quality, Site Quality, QMS Governance and Continuous Improvement. This position is accountable for implementing the FCSS Quality strategy within Aftermarket, driving performance, escalation, risk management, structured problem solving, customer issue resolution, Cost of Poor Quality reduction and sustained operational improvement.

Requirements

Have a bachelor’s degree in Quality, Engineering, Operations, Supply Chain or a related field.
Have significant experience in Quality, Engineering, Operations, Manufacturing, Services, Supply Chain, Aftermarket or Business Excellence, preferably in a global matrix organisation.
Demonstrate experience leading Quality across service, repair, refurbishment, parts, field operations or multiple sites.
Understand operational quality, repair and field-service quality planning, inspection and testing, repair processes, customer complaint management, warranty, risk management, problem solving and corrective action.
Demonstrate knowledge of regulated, engineered or safety-critical products and services, including customer, statutory, regulatory, industry-code and product-certification requirements.
Show strong Cost of Poor Quality, warranty, supplier quality, repeat repair 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 operations, customers, field issues and business priorities.
Requires valid work authorization in the country of employment. The employer is unable to sponsor work authorization for this role at any time.

Nice To Haves

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, repair services or comparable engineered-product 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.

Responsibilities

Provide global Quality Operations leadership across FCSS Aftermarket service centres, repair operations, parts activities, external providers and field support.
Translate FCSS and Industrial Products Quality priorities into clear Aftermarket objectives, measures, owners, operating rhythms and recovery plans.
Serve as the primary Quality partner to Aftermarket business leadership, balancing customer needs, operational delivery, commercial commitments and quality risk.
Establish clear accountability, decision rights, governance and escalation paths across Aftermarket Quality Operations and its key interfaces.
Embed Quality throughout the Aftermarket lifecycle, from order review and repair planning through inspection, testing, documentation, release and return to the customer.
Ensure risk-based quality planning for complex, high-value, safety-critical, regulated or customer-sensitive repairs and field-service activities.
Provide oversight of inspection, testing, product verification, technical disposition, configuration control and documentation release.
Support predictable turnaround 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.
Exercise independent Quality authority across Aftermarket operations, including containment, stop-work, stop-ship, product-release restriction 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 from becoming repeat repairs, field failures, customer escapes, warranty events or Cost of Poor Quality.
Lead closed-loop customer quality management for Aftermarket, covering complaints, service cases, returns, warranty events, field failures and Voice of the Customer insights.
Drive timely containment, investigation, corrective action, customer communication and closure for significant customer and field-quality issues.
Partner with Customer Experience, Commercial, Customer Service, Engineering and Service teams to reduce recurring customer pain points and improve issue-resolution cycle time.
Use installed-base, warranty and repeat-service learning to prevent recurrence across products, processes, suppliers and service execution.
Own Aftermarket Cost of Poor Quality performance, including warranty, rework, repeat repair, scrap, premium transportation, field-service recovery, customer claims, supplier losses and other quality-loss costs.
Partner with Finance, Operations, Supply Chain, Engineering 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 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.
Deploy the FCSS structured problem-solving model across Aftermarket, using the appropriate 3C, RCA, 8D or Kaizen method for the risk and complexity of each issue.
Ensure customer complaints, field failures, warranty events, NCRs, 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 and service teams.
Partner with Supplier Quality, Supply Chain, Engineering, Operations and Commercial teams to manage supplier, repair-vendor, external-provider, channel-partner and intercompany quality risk.
Apply risk-based qualification, surveillance, incoming verification, corrective action, recovery planning and performance management to Aftermarket 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 and service-part traceability based on product criticality, supplier performance, customer requirements, regulatory needs and demonstrated risk.
Ensure Aftermarket quality records are accurate, complete, accessible and traceable, including as-found condition, approved repair scope, materials, inspection and test results, concessions, certifications and final customer documentation.
Maintain configuration integrity throughout repair, refurbishment and field-service execution, ensuring changes and deviations are properly reviewed, approved, recorded and communicated.
Drive right-first-time customer documentation and eliminate documentation rework that delays release, shipment, invoicing or customer acceptance.
Partner with Quality Documentation, Site Quality, Engineering, Service and Operations teams to strengthen documentation and traceability as core elements of FCSS Quality governance.
Deploy applicable QMS requirements consistently across Aftermarket 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.
Identify recurring or systemic QMS weaknesses and address them through common process improvements rather than isolated local corrections.
Ensure customer, statutory, regulatory, industry-code, product-certification and quality-system requirements are understood and effectively deployed where applicable.
Support audit for performance by strengthening process ownership, error proofing, leading indicators and compliance discipline across service, repair, parts and field execution.
Define and adopt Aftermarket 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, service, customer, financial and operational information where it improves decision-making.
Use trends and leading indicators to identify emerging quality, warranty, supplier, turnaround and customer risks before they become significant failures.
Build Quality capability, leadership depth, succession strength and appropriate coverage across the global Aftermarket 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, repair and field-service quality planning and problem-solving activities.
Coach leaders to use quality information to improve customer satisfaction, cost, turnaround, delivery predictability and operational performance.

Benefits

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
Company-sponsored benefit programs, including health & welfare programs and the Thrift Plan (401k)
Choice of coverage options that best suit your needs
Comprehensive and competitive benefits package
Additional forms of compensation such as bonuses