With more than 30 years of experience across Textron Systems, Vice President of Integrated Supply Chain Brian Doherty understands the importance of simplifying processes in the ISC function. Doherty believes that the foundation of improving processes is placing the right people in the right roles.
Doherty’s own experience spans various Textron Systems locations, beginning in Wilmington, Mass. as a floor production manufacturing engineer, and working up to lead engineer and mechanical engineering manager. Doherty was then selected to participate in the Lean Six Sigma Black Belt program, a course focused on process excellence and strategic development. He then moved into Supplier Development Engineering, where he acted as a manufacturing subject matter expert to suppliers across Textron Systems. He also served as Director of Manufacturing in Wilmington and Hunt Valley, Md.
Discussing the value in these diverse experiences, Doherty notes, “When I led the Supplier Development Engineering team, I learned a lot from spending significant time across the various sites in Louisiana, Pennsylvania, California and Maryland. It taught me how to work successfully with a broad range of individuals and to learn about the different culture at each location, and how they view their processes.”
In his current role as Vice President of ISC in Slidell, La., Doherty oversees the ISC team, which is aligned to support the Marine & Land Systems business. “ISC is critical because at the end of the day, our business operates on product delivery. ISC is with the product from womb to tomb – everything from planning and scheduling, to working efficiently and delivering the best quality. It includes all aspects of operations such as manufacturing, engineering, quality and inspection, materials, logistics, facilities and more,” Doherty explained.
In order to continuously identify areas for process simplification across the vast functions of ISC, the team stays up-to-date on process evaluation through an established cadence. “We have a series of daily, weekly and monthly touchpoints. We focus on making sure the entire team, from the directors, to the managers, to the shop floor workers, are having touchpoints on the status of each program. We must stay cognizant of what we need to do in each area of ISC, and identify areas in which we can become more efficient,” Doherty explained.
Providing opportunities for continued education and growth is instrumental to increasing efficiency across ISC. “We’re investing in our talent by providing opportunities for them to participate in various trainings. These trainings grow their knowledge base and give them the tools they need to grow as leaders,” Doherty notes.
Each daily, weekly and monthly touchpoint is an opportunity to evaluate if the right individuals are in the right roles to help them and the program succeed. Doherty shared, “In my position, I’m continuously focused on empowering our talent and building a stronger team by bringing in experienced individuals from across the Textron enterprise, as well as bright and capable early career folks. You have to get the right people in the right seats to manage and execute the operations – it’s cornerstone of our future success.”