Manager Six Sigma

PATRICK J. FLYNN

**** ***** *****, *********, ** 52807

Cell: 563-***-**** *********@*******.***

OPERATIONAL EXCELLENCE CONSULTANT

Continuous Improvement - Lean Six Sigma - Operations

Accomplished leader with hands-on experience in strategy development, planning, transactional and operations

process improvement, cost control, waste reduction, and project management. Positive results in multiple

industries. Proven abilities to identify and resolve a broad range of problems. Skilled team -builder effectively

coordinates diverse groups to improve profitability and customer satisfaction. Well -developed financial

aptitude – able to develop and deliver key performance metrics in support of organizational goals.

Operations Expertise Certified Lean Six Sigma Black Belt Team Facilitation

Current & Future State Design Problem Solving Expertise Total Productive Maintenance

Continuous Improvement SPC, 5S, & Six Sigma Methods Strong Safety Leadership

DMAIC Methods Expertise Change Agent Business Turnaround Expert

CAREER PROGRESSION

2008 – Present

Lean Six Sigma Consultant, Davenport, IA

Consulting for manufacturing and transaction-based companies throughout the Midwest and Plains states

region. Primary focus on continuous improvement methods to improve business performance & reduce costs.

Senior Consultant, Certified Lean Six Sigma Black Belt, Multiple Major companies in varied industries

Perform thorough business performance analysis and formulate v alue-creating projects. Facilitate project work

and coach teams to maximize customer v alue by developing & delivering results on key performance metrics.

Conducted end-to-end business diagnostic review for $350MM plastic packaging company. Developed

multi-year project list designed to reduce costs 0ver $7MM. Ongoing f acilitation of Continuous

Improvement teams has resulted in over $5MM savings realized in f irst 2+ years. Results have led to

multiple new business opportunities.

Led project to streamline product realization process. Project generated 84% reduction in proposal-to-build

cycle and eliminated need for process rework. Positive feedback from those involved has led to many

additional opportunities for process upgrades driving significant cost savings.

Provided coaching to a pool of 10 Green Belts, multiple Process Owners, and several Subject Matter

Experts. Coaching utilized various DMAIC methods to focus team’s efforts on identified projects. Efforts

with prime client resulted in $1.5MM demonstrated cost savings in first year of effort.

Procter & Gamble Company, Cincinnati, OH Acquisition of Gillette finalized in October 2005. 2003 – 2008

Fortune 500, multibillion-dollar global manufacturer and marketer of consumer products including personal &

beauty care, house & home care, health & wellness products, and pet nutrition & care products.

Director of Manufacturing, Iowa City, IA

Provide 24/7 management and leadership for 360 employees and staff at m anufacturing facility producing Oral-

B Labs-brand manual toothbrushes in North America.

Led turnaround of manufacturing efforts by refocusing operations team to restore global competitiveness

and avoid plant closure and off shoring. Introduced critical lean manufacturing practices and developed

lean leaders. Plant now recognized as most efficient worldwide source for manual toothbrushes in US.

$253,000 annual savings produced by implementing initiative based on site loss analysis that reduced

scrap 92.4% and converted scrap to recycle.

84% reduction in OSHA Recordable Rate realized by initiating behavior-based safety awareness program.

63% labor productivity improvement over 2 years by addressing Teamsters union to allow work assignment

f lexibility. This facilitated roll out of lean manufacturing which drove several milli on dollars in savings.

These efforts restored plant competitiveness and led plant to become a benchmark lean facility.

PATRICK J. FLYNN Page 2

2001 – 2003

Van Der Woude Plastics, Milan, IL

Manufacturer of custom, plastic injection-molded components for OEMs in agricultural equipment, consumer

goods, sports equipment, medical components, industrial components, and computer and control equipment.

Director of Operations

Recruited to create and implement multi-faceted improvement plan to prepare business f or sale. Full

accountability for manufacturing, quality, distribution, and warehousing.

55% reduction in scrap and 33% decrease in skilled labor demand realized by implementing lean

manufacturing processes and teaching crew continuous improvement approach to work.

Delivered immediate 22% productivity increase plus 18% gain in business capacity by developing

operations staff and crew by defining roles, setting expectations, and upgrading the operating discipline.

Implemented f undamental cost controls, created metrics to measure performance, and resolved multiple

systemic problems resulting in significant increase in value to business.

1998 – 2001

Pretium Packaging, LLC, St. Louis, MO

$120 million custom blow mold operation producing rigid packaging for food & beverage, healthcare and

pharmaceutical, personal care, agricultural chemical, and household, industrial and automotive markets.

General Manager – Midwest Region

Grew revenues from $20 million to $35 million during tenure as General Manager of Sales and Manufacturing

Operations f or five facilities serving Midwest region.

Achieved 75% revenue growth and 23% reduction in operating costs by consolidating three acquisitions

with five operations in four states into single cohesive division.

1996 – 1998

T he Valspar Corporation, Minneapolis, MN

$2 billion global supplier of paint, varnishes, coatings, & inks for food & beverage, industrial OEM, automotive,

and architectural markets.

Site Manager, Dallas, TX

Organized three newly acquired manufacturing plants in Dallas to align capabilities with strategic business

objectives. Directed 3 plant managers and 400 employees in 24/7 operation. Success valued at corporate level.

57% revenue growth achieved from these plants by creating capacity with no significant capital investment

by outlining business needs and driving continuous improvement efforts to redefine operating practices and

operation scheduling routines.

1994 – 1996

Courtaulds Coatings, Inc., London, England

Multibillion-dollar global supplier of paint, coatings, resins, adhesives, and other chemistries to a wide cross-

section of industrial and consumer users.

Plant Manager, Houston, TX

Led major turn around success through lean manufacturing practices resulting in plant moving from worst of 17

f acilities in the world to number three in 2 years. Effort focused on creating continuous improvement culture,

training staff and crew and implementing key business systems. Efforts recognized by entire industry.

$3.6 million in incremental operating profit generat ed by developing and implementing plan to stabilize

plant performance, establish cost competitiveness, and grow sales that established facility as premier

choice to satisfy North American demand and expand into new geographies.

EDUCATION

B.S., Electrical Engineering, PURDUE UNIVERSITY, W est Lafayette, IN

Lean Six Sigma Black Belt Certification, VILLANOVA UNIVERSITY, Villanova, PA

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