Dr. LUCA PESCATORI

Responsible for the deployment of the Lean Startup approach in the R&D department. Delivery time and quality highly improved by process simplification and early experimental verification of key assumptions through Minimum Viable Products validation with key Customers. The key Achievement: New Process defined and deployed. Training and coaching provided to the whole community Metrics in place monitoring success 60% reduction in delivery time 300% sales increase of developed products

The role: Responsible for developing Continuous Improvement and Lean Six Sigma strategy in Steam Turbines, including R&D, Engineering, PM and Sales. Coordinating the activities of Green Belts and Black Belts. In charge of the achievement of the CI target, including training, coaching of GB/BB as well as improving the buy-in of Six Sigma Program and reporting. 200+ successfully mentored lean/six sigma projects (GB/BB) 12 MIO+ savings 3000 + coaching hours (BB/GB) 5 taught courses (GB/BB/SPONSOR)

Responsible for developing the Lean Six Sigma approach to Italian business. Coordinating the activities of Green Belts (GB) and Black Belts (BB) in project developing. Responding directly to Italian MD and in dotted line to the Global Quality Leader in UK. In charge all the quality targets in Italy, including the training, coaching and mentoring of GB and BB. Reporting the Key Performance Indicators at Local and Global level.

Leading the risk team (5 people). Responsible for developing the policy to monitor revenues recognition. Driving the Margin Reviews process, together with Contractual Service Leader and mitigating any operational and financial risk in Cost and Billing projection by process and tools re-design. Active member of a GE Infrastructure Risk team sharing experiences and best practices with different business around the world.

Responsible for Process Optimization and Control as well as designing the strategy in delivering quality projects and System Reliability metrics. Overall responsibility for On Time Delivery and Span reduction according to Company’s targets, from concept to completion. Reporting directly to the Global Service General Manager and Master BB. Continuous improvement of methods, tools, and technology, maximising their efficiency according to the Six Sigma methodology and Lean approach,

overall responsibility for Offers/Orders budget, fulfilling the Company Target in terms of Sales as well as Contribution Margin, the role entailed Customers’ contacts, weekly reporting directly to the Core Service Manager

within the Customer Service Department, the role consisted in co-ordinating the staff and suppliers, in liaison with the other divisions’ Project Managers. Contact with Customers and occasional travel to the sites to solve non-standard issues