TOM O’CONNOR
Wylie, Texas *****
Cell: 972-***-**** • E-mail: **********@******.***
http://www.linkedin.com/in/tompoconnor
Operations Improvement Highlights:
Certified Lean Six Sigma Black Belt
Led successful ISO-9001 registration effort
Increased revenue 150%; held headcount to 50% increase
Built Operations from $2M to support $25M revenue stream
Reduced labor input 55% on one product line, 89% on another
Reduced receiving costs 25%
Created processes that id’d $420,000 in unpaid claims
Drove Continuous Improvement Process, increased efficiency 70%
Reduced overtime by 75% by establishing an effective cross-training program
Developed operating procedures for North Texas Food Bank
Implemented ERP system; reduced SupplyChain head count by 50%
Transformation Dynamics Highlights:
Instituted Lean Manufacturing techniques
Taught Statistical Process Control courses
Designed system for software permissions for each employee
Increased test yields from 25% to 75%
Created a fixture replacement process for 2,000 retail stores
Improved on-time delivery from under 30% to 98
Won $18M contract with internal process improvements
Managed redesign project for core product, creating 6 more years of sales
Standardized $1.3B spend to centralize procurement
Helped to identify $124M annual cost avoidance/savings
Acquired facilities in Alabama; divested ones in Texas and Juarez, Mexico
Halted impending cancellation of $15M contracts-restored positive relationship with customer
Value Proposition – Plant Manager Director of Operations
Innovative, energetic leader who drives of bottom line results by transforming Operations. Improvements achieved by aligning project initiatives with business process analysis, continuous improvement methods, and disciplined management skills. A producer who adds value by linking stakeholders with action and results.
Experience
Independent Change Management Consultant 2010-2015
Transformed a major Oil and Gas company from a founder-led into a professionally managed organization (a major organizational development program).
Integrated Health Safety&Environmental, Regulatory, and DOSC departments into business operations; created and implemented the template for different silos to work together
Reduced drilling regulatory filing time from 108 days to 15 days
Established new business process for a major bank mortgage servicing division to link Operations, Corporate Accounting, and the servicing system to systematically track and account for US Treasury incentives
Identified $420,000 in unpaid claims for the prior year with this process
Developed gap analysis, improvement opportunities in Loss Mitigation, Underwriting, NPV, Doc Receipt, Investor Reporting processes; provided for multiple banking clients
Thomas Group, Inc 2005-2010
Executive level Operations Management consulting organization
Resultant
Created standard sourcing processes for 10 organizations ($1.3B spend) at a major retailer
Created fixture replacement process for retail locations~2,000 individual stores
US Navy (Naval Air Forces-NAF) could not allocate costs to individual repairs in their depot operations. Developed a method based on available cost information
Established process for NAF client to identify reliability issues using existing data
Created $124M annual cost savings/avoidance for NAF as M&SCM team expert
Team member –TG Healthcare practice; provided backend analysis and mapping
DNA Computing Solutions, Inc 2000-2004
Producer of embedded computers developed for high intensity military applications
Director of Operations (reporting to the President)
Redesigned all operations practices, and restored Operations to profitability
Improved on-time delivery from under 30% to 98% - instituted a lean production environment and revamped test procedures
Reduced labor input 55% on one product line and 89% on another using Six Sigma methods
Increased test yields from 25% to 75% with Supply Chain Management improvements
Reduced supply chain headcount 60% by implementing an Enterprise Resource Planning
(ERP) program and reengineering business processes around it
Varo, LLC 1992-2000
Vertically integrated manufacturer of aerospace structures and military power supplies. Production consisted of electronic assembly, wire harness, and metalworking activities.
Vice-President, Production (reporting to GM)
Directed all revenue activities: metal fabrication, electronic and electromechanical assembly, cabling operations and support activities - Production Control (ERP), Procurement, Manufacturing Engineering, Logistics.
Drove a Continuous Improvement Process - increased process efficiencies by 70%
Managed redesign program for core product, creating 6 years of sales
Condensed assembly process length 85% by reconfiguring layout with Value Stream Mapping and a Lean Solution Toolkit
Led successful ISO-9001 certification effort
Continental Electronics Manufacturing Company 1985-1992
$50M high power RF transmitter design and manufacturing company
Manager, Quality Assurance and Reliability
On arrival, company facing extinction due to an inability to control quality.
Developed, implemented company-wide QA Program involving significant cultural change. Heavy involvement in design, metal fabrication, electromechanical assembly, and test.
Halted impending cancellation of $15M in contracts; restored positive relationship with those customers resulting in multi-year follow-on business
Helped win additional $18M contract with new customer due to Quality Program results
Other employment includes InteCom, Honeywell
Industry Achievements:
Speaker at Professional Conferences (and published in conference minutes) including:
New England Regional Conference: "Operational Measurements Drive Continuous Improvement”
Arkansas Quality Congress: "Reducing Tensions Between Conflicting Departments”
ASQ National Management Conference: "An Effective Model for Process Improvement"
Texas Quality Expo: "Anatomy of a Successful Process Action Team"
Southwest Printed Circuits Association: "Ensuring Customer Satisfaction"
Concepts leveraged:
Project Management Change Management
Lean Six Sigma Black Belt Business Process Improvement
Process Measurement Facility Acquisition and Divestiture
Education:
MBA University of Texas at Dallas
Graduated 1st in class
BS cum laude Physics Texas A&M University
Graduated 2nd in department