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?
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.
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, Pr
