Job Description Summary
The Generator Upgrades Value Stream Leader (focussed on legacy Alstom technologies) is accountable for the end-to-end performance, flow and execution of the value stream, translating customer demand and business priorities into predictable project delivery, quality, lead time, cash and margin outcomes.
The leader owns the operating system connecting the full value stream - from order handover through engineering, sourcing, manufacturing, project execution, shipment/site execution and closeout - ensuring that functions operate against one integrated set of priorities, milestones and customer outcomes.
The Value Stream Leader acts as the integrator of execution across organizational boundaries, identifying and removing systemic constraints, driving accountability for commitments, and continuously improving the speed, predictability and quality of the value stream.
The role directly leads the Project Quality Managers and the Value Stream Performance Team, and works across Project Management, Engineering, Supply Chain, Manufacturing, Quality, Commercial, Finance and Field Services to deliver value-stream outcomes.
Job Description
'Our Mission
At GE Vernova, we are united by a single, urgent and optimistic mission: electrify to thrive and decarbonise. The world needs us to accelerate the transition to more reliable, affordable and sustainable energy. Together, we have the energy to change the world
What impact you will make
As a member of the Value Stream Operations Leadership team within Serfices and Fuels business line of the Nuclear segment you will be an active contributor to delivering woth best in class Safety-Quality-Delivery-Cost outcomes (perform) & transforming our Value streams (transform) for improved customer & business outcomes essential to deliver on the strategy.
Key Role Responsibilities
Within the scope of Generator Upgrades Value Stream (focussed on legacy Alstom technologies) for the Services & Fuels Business Line
1. Own End-to-End Value Stream Performance
Identify systemic constraints across engineering, procurement, suppliers, manufacturing and site execution and drive cross-functional resolution to enable Customer on-time delivery, Project milestone performance, End-to-end lead time reduction, Throughput and backlog conversion, Quality and right-first-time execution, Margin protection and cost of poor quality reduction
2. Lead the Value Stream Execution Operating System
Establish and lead a disciplined operating rhythm connecting strategy, portfolio priorities and daily execution. This includes - Monthly Value Stream / MOR Review: overall performance, portfolio risk, capacity and systemic constraints, and strategic improvement priorities. Weekly Execution / S&OE Rhythm: shared-resource conflicts, escalations and decisions required. Ensure reviews are decision and action forums rather than reporting forums. Establish clear escalation thresholds, decision rights, owners and closure dates for critical issues. Move the organization from retrospective reporting toward forward-looking execution intelligence and early warning. Develop analytics capable of identifying where future delivery performance is likely to deteriorate before customer milestones are missed
3. Own End-to-End Flow and Lead-Time Improvement
Continuously improve the flow of Generator Upgrades from customer order through delivery. End-to-end value-stream maps, Critical-path understanding, Pacemaker processes, WIP visibility, Queue and waiting-time analysis, Pull principles, Buffer strategies, Freeze windows, Constraint management, Standard work, Decision lead times. Drive structural reduction in lead time and variability rather than relying on project-by-project expediting. Use Lean principles to improve the business system while avoiding local optimization that damages overall value-stream performance
4. Project Quality Leadership — Directly lead PQMs and embed zero-defect/right-first-time quality across ITO-to-OTR…