Pat Griffin is an accomplished engineering and quality specialist with more than 20 years of experience leading teams to improve process capabilities, increase revenue, bolster product development and guide corporate visions. He possesses a proven ability to drive continuous improvement through systems developments while removing organizational barriers that will lead to success. The majority of his experience comes from OEM (Original Equipment Manufacturer) Highway Transportation Equipment, Tier 1 Automotive, and Industrial Components. He has supported multiple plants across diverse cultures and holds a demonstrated capability to spearhead plant start-ups, turnarounds, and drive sustainable growth.
Earlier in his career, he served in various roles with companies such as, B&C-Alcoa, Doehler-Jarvis and Hayes Lemmerz International where he was eventually made Business Unit Director of Engineering. During his tenure at Doehler-Jarvis, he tripled the launch efficiency in a single year by starting a total of 34 new programs. He achieved a 35% reduction in the product development cycle without increasing his staff, resulting in an additional contract award to help increase revenue. He introduced formal project management tools to …show more content…
The team he led included 40+ individuals supporting engineering functions. His accomplishments in this role included the restructuring of the workplace environment into a customer focused “matrix” to include the sales, engineering, and quality functions. He helped to generate $19M in yearly cost reductions by coordinating value analysis and engineering effort to introduce a new technology to the marketplace resulting in a 5% margin
Earlier in his career, he served in various roles with companies such as, B&C-Alcoa, Doehler-Jarvis and Hayes Lemmerz International where he was eventually made Business Unit Director of Engineering. During his tenure at Doehler-Jarvis, he tripled the launch efficiency in a single year by starting a total of 34 new programs. He achieved a 35% reduction in the product development cycle without increasing his staff, resulting in an additional contract award to help increase revenue. He introduced formal project management tools to …show more content…
The team he led included 40+ individuals supporting engineering functions. His accomplishments in this role included the restructuring of the workplace environment into a customer focused “matrix” to include the sales, engineering, and quality functions. He helped to generate $19M in yearly cost reductions by coordinating value analysis and engineering effort to introduce a new technology to the marketplace resulting in a 5% margin