Job Description Summary

Leads Variable Cost Productivity and Cost of Poor Quality improvement across the Women's Health and X-Ray SBU, including all categories, including design, deflation/sourcing, production, logistics, installation, warranty, and service. Works cross functionally to drive focus and impact to exceed our targets.

Job Description

WHXR Productivity Director

Job Description Summary

The Productivity Director will serve as a strategic partner to Product, Regional, Finance, and Imaging VCP teams. As an integral member of the WHXR Integrated Supply Chain and Engineering Leadership teams, he/she will collaborate with functional leaders to achieve Variable Cost Productivity (VCP) and Cost of Poor Quality (CoPQ) targets.  This role reports to the WHXR COO/VP Integrated Supply Chain.

This role is accountable for delivering VCP & CoPQ objectives to the WHXR Strategic Business Unit (SBU), enhancing profitability through effective cost management and project execution. This includes identifying cost-saving opportunities and leading cross-functional operations globally.

The geographic location for this role can be remote North America (preferred), France, or India.

GE HealthCare is a leading global medical technology and digital solutions innovator. Our purpose is to create a world where healthcare has no limits. Unlock your ambition, turn ideas into world-changing realities, and join an organization where every voice makes a difference, and every difference builds a healthier world.

Roles and Responsibilities

• Funnel Building, Financial Analysis and Reporting:
  • Guide the Product & Function teams, as well as the Business Data Analysts to leverage large data sets for actionable insights.
  • Oversee Cost Data Analytics (Overall Spend by Category, Costed BOMs, I&W Cost per unit, Cost to Serve, Service Records, outliers, trends, region-specifics, etc.).
  • Use analytics to influence funnel development and ensure a robust pipeline for future VCP initiatives.
  • Sponsor cost work-out events such as Kaizen, Gemba Walks, and data-driven workshops.
  • Identify funnel projects to activate and collaborate with the Leadership to staff these. Coordinate efforts to identify additional staffing opportunities.
  • Approve VCP projects’ business cases/ROIs and validate their savings across WHXR and sub-segments (Fixed XR, Mobile XR, Fluoroscopy, Mammography, and Bone Metabolic Health (BMH)).
  • Scrutinize VCP financial estimates from central Functions and Regions.
  • Advise Leadership team on Risks & Opportunities and recommend actions to improve profitability.
  • Confirm the benefits’ impact on P&L and EBIT improvements, in alignment with Finance teams.
  • Develop reporting presentations for monthly and quarterly Senior Leadership Reviews.

• Operational Rigor and Cost Management:
  • Oversee the consolidated project lists across all portfolio’s product lines and cost categories: Deflation, Design, Factory, Logistics, Install, Warranty & Services, across various Source-of-Truth tools.
  • Drive operational rigor to secure ongoing projects’ VCP impact and overcome potential misses and/or headwinds such as execution delays, volume fluctuations, rate/tariff increases, unfavorable allocations, …
  • Ensure accurate project tracking (Annual Savings, ROI, CY/FY as well as the quarterly impact, Savings Start Date, DOI Stage, …). Identify gaps, if any, and share with owners for corrections.
  • Ensure financial reporting consistency, analyze variances and address gaps/inconsistencies, if any.
  • Track major products’ total landed cost spends.
  • Leverage VCP projections to set FY Standards (by product, site, and region).
  • Release & communicate the VCP budget timely for the future year(s), based on funnel size by DOI Stage, COGS by Category & Sub-segment Risk & Opportunities.

• Programs/Projects’ Support:
  • Part of the Program Management Office (PMO), the VCP Director reviews Programs & cross-functional projects driving productivity.
  • Influence scoping decisions to drive continuously Total Landed Costs down and reduce Cost of Poor Quality (CoPQ).
  • Monitor execution risks with Project Leaders/Program Managers & clear roadblocks.

• Lean & Problem Solving
  • Apply Lean methodology to collect data (Gemba Walks).
  • Facilitate DCW / Kaizen events to generate funnel ideas.
  • Use structured problem-solving methodology to address performance gaps.

• Strategic Alignment:
  • Champion the alignment of franchise VCP metrics and calculation methodologi