Aftermarket Quality Operations Leader, FCSS
Are you passionate about driving quality excellence across global service, repair, and aftermarket operations while ensuring exceptional customer outcomes?
Do you enjoy leading cross-functional teams, managing quality risk, and delivering continuous improvement initiatives that enhance operational performance, customer satisfaction, and business results?
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.
Fueling your passion
As a Aftermarket Quality Operations Leader, you will be responsible for:
Global Aftermarket Quality leadership
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.
End-to-end operational quality and product assurance
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.
Quality authority and risk management
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.
Customer experience, warranty and field 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.
Cost of Poor Quality and business performance
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.
Problem solving, corrective action and recurrence prevention
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.
Supplier, vendor and intercompany quality
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.
Documentation, traceability and configuration control
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.
QMS deployment and compliance
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.
Digital quality, data integrity and analytics
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.
Organisational capability and Quality culture
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.
Key outcomes
Clear global accountability for FCSS Aftermarket Quality Operations, performance and quality risk.
Consistent, risk-based Quality execution across service centres, repair operations, parts, external providers and field support.
Improved customer responsiveness, issue resolution, warranty performance and lifecycle support.
Reduced repeat repairs, field failures, customer escapes, supplier issues and Cost of Poor Quality.
Right-first-time inspection, testing, product release, traceability and customer documentation.
Effective structured problem solving, evidence-based root cause, verified corrective action and systematic lessons learned.
Stronger quality-data integrity, digital workflow adoption, leadership capability, predictable execution and ownership across the global Aftermarket organisation.
Key interfaces
Aftermarket Business and Service Leadership
FCSS Quality Leader
Quality Operations Leader, New Equipment
QMS Governance Leader and Global Continuous Improvement Leader
Site Quality Leaders, Quality Control teams and documentation teams
Service Centres, Repair Operations, Parts and Field Service
Engineering, Operations, Supply Chain, Commercial and Customer Service
Customer Experience and Product Management
Supplier Quality and external service providers
Configuration Management and technical authorities
Digital, IT, Finance, HSE and Business System CoE
Customers, authorised inspectors, regulatory bodies 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, Services, Supply Chain, Aftermarket or Business Excellence, preferably in a global matrix organisation.
