Patrick Hayes

• Interim VP of OpEx & CI for 7 Months (May 2023 - Dec 2023)
• Served as a key executive overseeing global operations and driving continuous improvement for nine months in the capacity of Interim VP of Global OpEx and CI. Took charge across all three global franchises at Smith & Nephew.
• Devised and executed innovative strategies to maximize operational effectiveness, enhance customer satisfaction rates, and promote business growth.
• Collaborated with senior management teams to identify and address organizational challenges, utilizing data-driven insights.
• Cultivated relationships with key stakeholders to increase collaboration across departments.
• Identified opportunities for cost savings through process improvement initiatives.
• Implemented changes in internal policies to create a more efficient work environment.
• Developed comprehensive training programs for new employees onboarding processes.
• Facilitated communication between cross-functional teams throughout the organization.
• Developed KPIs which enabled tracking of employee productivity levels.
• Partnered with HR team members to manage recruitment efforts in order to hire qualified personnel.
• Facilitated leadership training to develop new leaders from within, drive change and effectively oversee special projects.
• Improved and practices to better align company activities with target goals.
• Interfaced between internal teams to facilitate communications and optimize collaborations for key initiatives.

• Executed a comprehensive strategy execution program to deploy the business strategy, optimizing vertical alignment, prioritization of goals, and results-driven performance.
• Led the implementation of a worldwide lean operating system that transformed the operational approach from push to pull. Crafted customized business and culture transformation plans for each plant, emphasizing optimized product flow and value stream execution.
• Streamlined manufacturing process for better efficiency and productivity.
• Empowered team with operational excellence and Continuous Improvement knowledge while building organizational capability for organic and systemic growth success.
• Played a key role in optimizing the company's network for enhanced efficiency and performance.
• Conducted regular meetings with staff members to discuss goals and objectives.
• Collaborated with other senior leaders to align business strategies across multiple departments.

Reported directly into the European Operations Director within the Collins Aerospace Supplier Development Team.

My role includes management responsibility for:

Maximized profitability and minimized expenses by optimizing the southern-based supply chain structure for Collins Aerospace.

Ensured timely achievement of targeted production line rates at assigned supplier sites.

Performed capability and capacity studies for optimal resource allocation

Audited supplier operations regularly, analyzing delivery performance and implementing plans to address capacity issues.

Streamlined operations through the implementation of SHA, SRA, Line of Balance, WIP Trackers, and Quality Clinic Training.

Led the review and prioritization of improvement actions, ensuring effective tracking of delivery improvements and schedule line of balance, while managing non-conformances.

Consistently maintain open lines of communication to convey demand requirements and shop needs weekly, eliminating any unforeseen delivery date discrepancies from suppliers.

Successfully monitored the shipment cycle from order placement till final destination, ensuring smooth supply chain operations.

Presented Sustainable Improvement Plans (SIP) to executive global leadership

Ensured availability of all required documents to facilitate smooth transition of parts for suppliers and customers.

Increased efficiency and productivity by providing regular status updates on project progress.

Efficiently resolved supply chain challenges for NPI and OE Teams on multiple initiatives.

Worked as a senior leader in the Change Management department by directly reporting to the COOP UK Logistics director.

My role includes management responsibility for:

Directly responsible for the management and governance of UK De-Kit activities

Achieved effective CI strategy implementation for UK site's De-Kit operations

Led the development of the continuous improvement plan for the Andover DC site.

Mentored and trained direct and indirect staff in all 13 Distribution Centres across the country.

Generated savings surpassing £1.3M by streamlining De-Kit operations, encompassing reductions in workforce size, reduced vehicle waiting periods, and improved customer order delivery time.

Ensured effective communication and better coordination among logistics and distribution teams across UK through successful monthly update delivery.

Implemented best practice processes and procedures along with comprehensive training nationally across all 13 Distribution Centres.

In this role, I report directly to the Plant Manager as part of the Senior Leadership Team. My role includes management responsibility for:

Managed CI strategy across three UK locations.

Developed a results-driven, site-wide continuous improvement plan that significantly improved operational efficiency and productivity.

Facilitated the professional development of CI Coordinators, Engineering, and MTM.

Managers & team leaders

Successfully guided and supported entire site during Validated Operational Assessments held every 3 years, resulting in improved proficiency of key competencies.

• Created training materials for staff members to ensure proper implementation of new processes.
• Collaborated with other departments to create and document best practices for continuous improvement.
• Monitored performance metrics and identified opportunities for further optimization.
• Coordinated cross-functional teams to develop strategies for improving operational effectiveness.
• Conducted regular reviews of existing policies, procedures, guidelines, and standards related to quality assurance.

Ensured timely delivery of monthly updates to entire workforce in all-hands meetings.

Established effective newsletters that promoted the exchange of improvement ideas among diverse units.

• Created a framework for the Lean Six Sigma approach to optimize efficiency and productivity of the site.
• Devised comprehensive continuous improvement strategy for the site
• Developed and implemented strategies to improve team performance and productivity.
• Conducted regular meetings with staff to discuss progress, identify challenges, and develop solutions.
• Provided guidance and support to team members on operational issues.
• Assessed team performance against established goals and objectives.
• Coached and mentored individuals on professional development goals.
• Identified training needs for staff members and developed appropriate programs.
• Facilitated collaboration between departments to ensure successful project completion.
• Established clear roles, responsibilities, expectations, timelines, resources., for team projects.
• Mentored and trained for all green belt and black belt projects in the manufacturing plant. Coordinated continuous improvement projects on site
• Implemented site-wide introduction of Lean Manufacturing principles
• Integrated self-help teams, training rooms and workstation development base to establish a lean centre of excellence
• Mentored and coached 37 individual BB/GB projects, projected to deliver savings of over £1M in 2015.
• Led large-scale Business Unit refurbishment to set up the first Lean Six Sigma Centre of Excellence within the Chemring Group globally.

Reported into GE Aviation GBS team as Lean Six Sigma Certified Blackbelt, supporting all global sites.

My role includes management responsibility for:

Delivered GE Aviation CI and Transformation Strategy globally

Managed the entire lifecycle of CI related initiatives including scheduling, planning, execution, and closure

Cultivated a culture of continuous improvement by delivering comprehensive training programs for Green Belt initiatives across the organization.

Led all CI initiatives at the GE Aviation UK sites

Leveraged LSS Black Belt proficiency in diverse locations outside of Hamble facility

Generated substantial value and drove down costs through implementation of a comprehensive consumable materials improvement initiative resulting in life-time expected savings of $3 million

Demonstrated strong leadership skills while spearheading delinquency reduction events to uphold productivity standards and enhance overall efficiency of operations, at sister location based in Bishops Cleave and FTY event held at Dowty Props, Cheltenham.

Mentored aspiring engineers by providing hands-on training in 5S, 7 WASTES, VSM, CAP and MINITAB methodologies.

My key accomplishments while in this post are:

Achieved the distinction of being the inaugural and sole in-house GE Accredited and certified Black Belt practitioner in Hamble's 83-year duration, leading a team of over 1200 with remarkable success.

Streamlined production process by implementing single piece flow strategy after 18 years of push manufacturing practice

Collected detailed VSM data in composite paint facility, leading to 73% improvement of through-put by conducting 2 simulations that focused on process step levelling (takt time) stations.

Conducted comprehensive value stream mapping exercises across all essential sectors of Hamble facility, which gained recognition among GE Aviation Systems.