Darren O’Connor is the Director of Business Development at Performance Solutions by Milliken, specializing in partnering with global organizations on their SCX, OpEx, TPM, Lean, and EHS Excellence journeys. With over 25 years of experience in senior roles, he focuses on strategy, client development, and driving excellence in operations, supply chain, and safety. He has successfully led initiatives that improved workplace culture, key business metrics, and cost savings through JIPM/TPM, Lean, Six Sigma, and waste reduction methods. A proactive team player and effective communicator, he inspires and motivates others, makes impactful decisions, and leads sustainable change.
The story of Milliken is remarkable—not only is it one of the most successful companies in the world, but it also helps other top-performing companies achieve even greater success. Its projects in process optimization and business transformation are highly demanding and deliver significant added value. Experiencing the sharing of its global expertise live is a rare opportunity, so we would like to express our gratitude to Darren O’Connor for his valuable time during the interview and for his participation in this year’s LEAN AKADEMIJA.
What key challenges related to the topic of your presentation have you successfully addressed, and how have they impacted business results?
One key challenge we addressed was the lack of a unified approach to operational excellence across our clients’ global sites. By implementing a standardized OpEx management & performance system, we achieved a 20% increase in overall efficiency, a 10% reduction in operational costs & $1.5 million in focused improvement savings within the first year. This not only improved our bottom line but also enhanced our ability to meet customer demands more effectively, navigate supply chain complexity, and support a culture of continuous improvement.
How did you gain support from leadership and employees for implementing organizational methodologies, and what obstacles did you have to overcome?
Gaining support required clear communication of the benefits and a shared vision for the future. We conducted workshops and training sessions to educate both leadership and employees on the value of Lean and continuous improvement (CI) methodologies. The main obstacle was overcoming initial resistance to change, which we addressed by highlighting early wins and involving employees in the decision-making process.
What innovative approaches or tools do you use to improve process efficiency, and what results have you achieved with them?
We introduced digital twin technology to simulate and optimize client manufacturing processes & as well as harnessing digital tools to eliminate paperwork and review data quicker & more precisely. This innovation allowed us to identify bottlenecks and test improvements in a virtual environment before implementing them on the shop floor. As a result, we saw a 20% reduction in cycle times and a significant improvement in product quality.
How does your improvement philosophy influence long-term strategy, especially in the context of digitalization and Industry 4.0?
Our improvement philosophy is deeply integrated into our long-term strategy, emphasizing the importance of digitalization and Industry 4.0. By leveraging advanced analytics, IoT, and automation, we aim to create a more agile and responsive operational environment. This approach not only enhances our operational efficiency internally at Milliken but also positions us as a leader in the digital transformation of the industry – lessons we can capture and share with prospective clients.
What advice would you give to companies just starting their transformation journey? What are the key steps to take and pitfalls to avoid?
Start with a clear vision and a strong commitment from leadership. Key steps include conducting a thorough assessment of current processes, setting realistic goals, and investing in training and development. Avoid common pitfalls such as underestimating the cultural shift required and failing to communicate progress and successes along the way. Essentially align improvement with the values & vision of the organization, celebrate small wins and ensure every person in the business understands the part they place in success!
What business mistakes have you made in the past that provided you with the most valuable lessons, and how have you applied them to your development?
One significant mistake was not involving frontline employees & first line supervisors early in the change process. This led to resistance and slower adoption of new practices. We learned the importance of inclusive communication and engagement, which we now apply by involving employees at all levels in the planning and implementation phases.
How do you prefer to spend your weekends when you want to disconnect from work and recharge your batteries?
I enjoy spending my weekends outdoors, walking or cycling to reconnect with nature. It helps me clear my mind and return to work with renewed energy and focus. I also love spending quality time with my family and friends, which is essential for maintaining a healthy work-life balance.
What message would you like to convey to the potential attendees of your presentation, and what will be the greatest added value for them?
I want to convey that transformational change is not just about implementing new processes but about fostering a culture of continuous improvement and innovation. Attendees will gain valuable insights into best practices, practical tools, and strategies that can drive significant improvements in their organizations. The greatest added value will be the actionable knowledge they can take back and apply to their own transformation journeys.
🌟 Join us at LEAN ACADEMY 2025 and gain firsthand insights from top Lean experts, including 🚀Darren O’Connor🚀
