Roberto Baronti
Certaldo,FI
Summary
Results-driven professional with a strong focus on leadership and a proven track record of achieving organizational goals. Recognized for enhancing team collaboration and consistently delivering high-quality outcomes. Adaptable to evolving demands, excels in strategic decision-making and conflict management. Ability to adapt and thrive in dynamic environments allows for effective navigation of challenges and driving success for the organization.
Overview
26
26
years of professional experience
Work History
Customer Quality Processes Leader
Baker Hughes
05.2024 - Current
- Coordinate the Customer Issue Resolution process and related reporting to the key account organization
- Oversight the NPS (Net Promoter Score) and Customer Experience processes.
- Own and improve the Problem-Solving Framework (methods, process, competences) across IET applying the principles of Lean Methodology
- Manage analytics and reporting of Cost of Quality, Root Cause Analysis, Corrective and Preventive actions and Quality Complaints.
- Partner with the quality leaders in the organization to ensure consistent approach across business units and sites
- Serve as change agent by stimulating, communicating, and institutionalizing Lean initiatives
- Conduct regular reviews with IET leadership to report progress and get inputs
Global Program Manager for Escaping Defects Reduction
Baker Hughes
01.2023 - 04.2024
- Global Program Manager for the reduction across IET (Industrial & Energy Technology) of the Customer-impact defects in close collaboration with the quality leaders of IET business units
- Identified opportunities for process improvement, resulting in enhanced operational efficiency and cost savings.
CoQ and Zero Escaping Defects Program Manager
Baker Hughes
10.2015 - 01.2023
- Team leader accountable to drive an enterprise program for the Zero Escaping Defects journey and in charge for Cost of Quality reporting, analysis and improvement
- Developed a strong company culture focused on employee engagement, collaboration, and continuous learning opportunities.
- Achieved departmental goals by developing and executing strategic plans and performance metrics.
TMS NU OTR productivity leader
Ge Oil & Gas
01.2012 - 09.2015
- As productivity leader, drive specific actions in a matrix organization delivering on contribution margin enhancement at project level acting both on productivity / Vendor recovery
- Overcame challenging deadlines and resource limitations by reallocating personnel and focusing on priority tasks.
- Increased team productivity by streamlining communication and implementing effective project management strategies.
Site Fulfillment Center Leader
Ge Oil & Gas
08.2009 - 12.2011
- Manager of a global team (#40 x-functional experts material/technical, buyers, expediters and logistic) in charge for the end to end solution of non conformities detected during the new installation / start up
Risk & Initiatives Black Belt
Ge Oil & Gas
03.2007 - 08.2009
- Led several cross-functional projects related to process improvement & simplification initiatives as part of the program 'Lean Installation Six Sigma'
- The activity was related to the analysis, optimization and implementation of processes and procedures related to the completion of the supply, customer communication and continuous improvement (prevention and lesson learn)
Warranty Manager
Ge Oil & Gas
11.2003 - 03.2007
- Management of the warranties of new equipment delivered by GE Oil & Gas for the following applications: Liquified Natural Gas, Natural gas off-shore
Field Service & Service responsible
Irma
02.1999 - 11.2003
- Manager of the field service engineers employed as supervisors during the installation, commissioning, starts up and maintenance of the new equipments delivered by Nuovo Pignone SpA
- Manager of the regional hubs: IRMA Malta Ltd ed IRMA Algerie Sarl
Education
1998 - Engineering
Università Degli Studi Di Firenze
Florence, Italy10-1998
Skills
- Change Management
- Continual Improvement Process
- Contract Management
- Operations Management
- Process Improvements
- Program Management
- Project Management
- Quality Management
- Training
- PDCA, 3C and 8D
- Team Leadership
Languages
English
Overall - Fluent
Italian
Overall - Fluent
Internalprojects
- IET read-across programs to reduce Customer-impact defects: Analysis of drivers contributing to the Customer-impact defects, identification of common areas of concerns across IET business Units, planning and execution of several sessions covering the identified topics where selected Business Units can share their best practices and lesson learned for benchmarking and adoption.
- Field Service Engineer Best Practice sharing in MFG workshop: to reduce the number of Customer-impact defects, we engaged and brought internal and experience FSE in MFG areas to share their best practices and implement them into standard routine flow and quality checks.
travel
Love to travel to enjoy different coltures
Timeline
Customer Quality Processes Leader
Baker Hughes
05.2024 - Current
Global Program Manager for Escaping Defects Reduction
Baker Hughes
01.2023 - 04.2024
CoQ and Zero Escaping Defects Program Manager
Baker Hughes
10.2015 - 01.2023
TMS NU OTR productivity leader
Ge Oil & Gas
01.2012 - 09.2015
Site Fulfillment Center Leader
Ge Oil & Gas
08.2009 - 12.2011
Risk & Initiatives Black Belt
Ge Oil & Gas
03.2007 - 08.2009
Warranty Manager
Ge Oil & Gas
11.2003 - 03.2007
Field Service & Service responsible
Irma
02.1999 - 11.2003
1998 - Engineering
Università Degli Studi Di Firenze
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