OMLP
OPERATIONS MANAGEMENT
LEADERSHIP PROGRAM

The Operations Management Leadership Program (OMLP) is a two-year rotational program consisting of four six-month rotations that allow members to build leadership and functional skills through challenging assignments and world-class training. Training topics include lean, functional expertise (EHS, quality, materials, etc.), as well as leadership and personal development topics. 

OMLP accelerates development of entry-level talent and produces leaders capable of meeting the challenges facing the Supply Chain (inclusive of manufacturing, sourcing, materials, and quality) functions at GE. If you have a passion for technology in the energy sector and want a career in manufacturing/supply chain amidst a lean culture, we want you!

  • Two years of on-program experience comprised of performing meaningful customer-focused work

  • Four 6-month rotations resulting in real roles, impact, and responsibility

  • World-class education opportunities:

    • Industry, Product & Leadership Training

    • Functional Development in EHS, Quality, and Materials

    • Lean Development and APICS CPIM certification

    • Train, work and learn with a globally diverse community of young professionals

Developing our next generation of leaders & innovators

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IMPACT
At GE Vernova, we work to solve one of the world’s biggest challenges – to meet the rising global demand for affordable, reliable, and sustainable energy and lead the industries' decarbonization efforts to address climate change.
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INVESTMENT
Participants will experience world-class training, including functional course work, continuous coaching, exposure to executive leadership, and global experiences.
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OUTCOMES
Our program provides accelerated learning and professional development through rotational experiences, with the goal of generating our future leaders.
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Quality Engineer
In this rotation, I worked cross functionally with engineering, sourcing, manufacturing, and operators to determine the most efficient ways to decrease the number of defects in our manufacturing and services process. Daily, I would work with subject matter experts to determine root causes on quality issues created through our current process, we would implement countermeasures to correct and prevent the recurrence of quality issues, and then run statistical analysis to understand the impact and overall improvement. Statistical analysis also helped us drive the problem-solving process for our manufacturing facilities as a whole.

Manufacturing Engineer
In this rotation I worked as a project manager within a cross functional team, tasked with multiple projects throughout the rotation. I would shadow a particular process to identify waste and implement standard work to support a single workflow. We would use LEAN tools like creating a lean roadmap and even organize machine installations and projects to align with new methodology. Once we have established the final process, we would update current methods to ensure that the process is up-to-date and documented for the plant. Some of the skills I learned were a mix of product and process knowledge, paired with influencing and lean soft skills.

Hear from an OMLP member

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WindOpsLeader
Gavin C.
In my third rotation, I supported the Combustion and Repair Materials team in Greenville, SC as a Materials Lean Project Manager. In this role I completed my Capstone project, focused on implementing a materials management strategy referred to as “pull” to our Additive Manufacturing process. Pull helps create a standard set of running rules (what to run, when to run it, and in what quantity), as well as defines Standard Work in Process, or SWIP, levels within a system. This in turn reduces lead time, lead time variability, cost, and the need to expedite/prioritize orders. I led two kaizen events, in which I worked with different manufacturing cells to create lineside kanbans that improved SQDC (Safety, Quality, Delivery, and Cost) for the operations teams. I also completed multiple visual management projects that helped the team understand if the system was operating at normal or abnormal conditions, at a glance.
LeanProjectManager
Matheo O.
During my second rotation, I worked as a Material Project Manager within the offshore wind business. I had the opportunity to lead the implementation of Kanban replenishment within our internal logistics process. I coordinated supplier deliveries, completely redesigned our warehouse layout, and trained operators for this new setup. More than 400 Kanbans were internalized, resulting in a 280K€ cost reduction of our 3PL. The Kanban cards varied in size, from small boxes of screws to truckloads of coils for offshore turbine generators, adding an exciting logistical challenge to the project. I also had the chance to lead a Kaizen sprint, which helped drive the project forward and maintain strong momentum. This experience significantly strengthened my skills in lean management, project management, and communication. 
LeanProjectManager
Kaitlin W.
During my 3rd OMLP rotation as a Lean Specialist on the GE Vernova Lean Team, I helped create business-level standard work, facilitate pre-work and execution of CEO Kaizens, and worked to operationalize GE Vernova’s strategic initiatives within our functions and plants. A large portion of my rotation was leading the development of the first GE Vernova Lean Roadmap framework. This standard was used by all GE Vernova businesses and manufacturing sites to successfully create, execute, and sustain their Lean Roadmaps and ensure future Kaizen Events are aligned to business and SQDC priorities. Working on the Global Lean Team was an amazing opportunity to interface with all of GE Vernova’s businesses, functions, and products and experience how we all play a crucial role in electrifying and decarbonizing the world!
LeanProjectManager
Vidhushi V.
For my third rotation, I had the opportunity to do an overseas rotation as Shared Services Operations Leader at PT GE Nusantara Turbine Services (PT GENTS) located in Bandung, Indonesia. One of my most memorable moments was participating in the Lean Action Workout where my team worked on a unique topic regarding synchronizing the different shared services monuments. Over the course of 2 weeks, my team created systems to ensure parts are being produced Just-In-Time. My favorite part was creating changeover wheels, a decision-making tool that optimizes the changeover sequence, allowing the supervisor to efficiently prioritize the right job. While achieving the targets we set out was a great accomplishment, it was the learning I gained through the event that was truly rewarding. In addition to gaining important learnings like testing out solutions, creating user-centric solutions and valuing every team member’s opinion, we also had the opportunity to learn and share best practices with our guests. This personally reinforced the strong global continuous improvement culture that GE Vernova embraces, making this a memorable event for me. My experience at PT GENTS was extremely fulfilling and insightful and was a great opportunity to bring insights and learnings back to GE Repair Solutions Singapore (GRSS) for my last rotation.
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