Patrick O'Connell Email & Phone Number

East Hartford, Connecticut, United States

Greater New York City Area

Leading the Global Quality and Continuous Improvement organizations through a dynamic transformation to create, streamlined and improved systems, processes, supporting the growth of a sustainable, compliant, and scalable company. Responsible for the implementation of a Global Lean Management Operating system to drive ownership and execution throughout the organization.
Provide Quality and Engineering support to the product management team for new product launches. Integrated advanced quality planning process into existing new product development stage gate. A critical element of APQP was supplier development including visits to facilities in APAC to coordinate on the ground production part approval process(PPAP).
Collaborated directly with #1 customers Mexican manufacturing facility,
addressing issues immediately and providing boots on the ground to address quality issues
and provide engineering support.
Consistently maintained the Cost of Poor Quality below 1% of Sales.
Recovered $1M in credits from suppliers through effective use of NCR program.
Introduced Supplier Quality Manuals and Notice of Change procedures for all suppliers,
incorporated into Monthly Operations review for key suppliers.
Developed continuous improvement roadmap for Global Supply chain operations; procurement, customer service, distribution, manufacturing, and quality for global.
Coordinated Lean training through regional Lean Leaders for all team members.
Secured two rounds of CT state funding = $20k for on-site Value Stream mapping exercises.
Developed a sustainability program for the corporation, qualifying product systems for compliance to Proposition 65 | LEED | Low VOC standards.

Greater New York City Area

Hired by CEO/CFO in a temporary role to address two key business projects.
1. Relocate US distribution center from a 50k sq.ft location in Lenoir, NC to a 150k sq.ft location in Conover, NC.
2. Analysis and determination of the viability of maintaining a distribution center in Phoenix, AZ to service West Coast customers.

Greater Boston Area

As Vice President, Operations I was responsible for Operational Excellence throughout the AccuRounds’ organization and extended supply chain, including manufacturing, engineering and quality. A primary focus, the implementation of high-velocity strategies including leaders standard work, quick response office cells, digital andon system, and a daily accountability process. Resulted in higher efficiency and productivity in the areas of quoting turnaround, on-time delivery, set-up time, overall equipment effectiveness, and quality performance.

Greater Boston Area

Dual Plant responsibilities for mechanical components and precision ground bar divisions.
Responsible for manufacturing, quality and supply chain.
Reorganized the enterprise from silo to Value Stream structure. Provided point of use delivery and Kanban as part of extensive VMI programs. Introduced Visual controls for key processes using the data to drive improvements.

Greater Boston Area

Structured organization over a 3 year period to meet the demanding Shingo Prize Model criteria.
Implemented TPM program, incorporating 5S controls for point of use tooling.
Incrementally improved machine availability, performance and quality to achieve best in class OEE. Provided Lean training for all plant employees, including management, and led numerous improvement events using Lean and Six Sigma principles, including SMED, 5S, Quick & Easy Kaizen,TPM. Developed and coached teams, focused on developing associates and fostering a culture with a deep respect for people. In 2006, AccuRounds became the first contract metalworking company in North America to recieve the prestigious Northeast Shingo Prize Silver Medal, for its achievements in lean.

Syracuse, New York Area

Custom Precision Engineering Company specializing in machined and fabricated components and assemblies for Large OEM’s and Defense contractors.
Working with an outstanding executive team in Sales and Finance, developed a strategic plan, to direct, manage and coordinate manufacturing cost reductions in a turn-around environment.
Increased gross margin by 15%, reducing SG&A expenses, and improving EBITDA performance.
Introduced Lean Manufacturing systems, increasing successful processing of jobs from 64% to 98%.
Improved OTD from 78% to 95% by organizing departments into customer product groups.
Eliminated several management positions, reducing overhead and improving information flow.
Partnered inside sales associates with product group team leaders to manage product groups.
Established Purchasing and Inventory Control systems reducing Work in Process by 70%, creating positive cash flow.

Dublin, Ireland

APA Systems Ltd is the market leader in the supply of aluminium façade and window systems for use in the Irish and UK construction markets. APA’s vast experience in this market has enabled them to design, develop and supply comprehensive and versatile façade, solar shading and window systems, which are fully tested to the highest recognised standards to meet with the needs of architects, specifiers, and fabricators.

***** Developed and sustained a successful Lean Manufacturing transformation while directing and developing the Operations team (5 direct managerial reports, 40 associates).
 Introduced Value Stream Mapping, Kaizen, Kanban, 5S, Real time KPI reporting,and Huddles, to daily operations improving flow of work and information.

Executive Education Program - Management And Leadership

Executive programs led by senior MIT Sloan faculty providing business professionals from around the world with a targeted and flexible.

Finance For Non-Financial Managers

Written Communications For Executives

Engineering/Industrial Management