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Trish Gyorey

Partner, Chicago
Brings extensive experience in partnering with companies to drive performance transformations in their frontline operations and supply chains, with a focus on the global energy and materials sector

About Trish

Trish draws on 25 years of experience in developing and leading performance transformations in frontline operations and supply chains. She works with companies across industries to evaluate their value chains from end to end, identify areas for improvement, and tailor and implement solutions to meet business objectives.

Trish brings deep experience in integrating lean-production techniques, inventory management, and operations planning approaches to achieve operational efficiencies and deliver bottom-line results. She is hands-on in leading and coaching teams to develop capabilities and behaviors for both short-term impact and long-term sustainability of the performance transformation.

Examples of her recent client work include the following:

  • implementing supply-chain-planning improvements and lean techniques for all processes for a forestry client, increasing efficiency and reducing the addressable cost base of operations by 20 percent
  • optimizing the material flow and inventory plan for a mining client’s future expansion, resulting in $30 million in capital-investment savings
  • diagnosing the end-to-end supply chain and launching a global supply-chain “war room” for a major chemical-industry client, resulting in significant customer-service improvement as well as the identification and resolution of underlying systemic process issues
  • transforming operations for a steel processor by combining lean-production techniques with inventory-management and sales-and-operations-planning improvements, helping the company significantly lower costs and inventory levels while providing the same service levels to customers

Before joining McKinsey, Trish worked for 13 years in the automotive industry in various operations line roles. She was responsible for the performance of an auto manufacturer’s North American supply base, generating a 50 percent year-over-year improvement in quality performance. She also developed and implemented continuous-performance improvements across nine plants using lean-management methods.

Past experience

Lear Corporation
Director of supplier development
Continuous improvement manager
Production superintendent

Ford Motor Company
Industrial/manufacturing engineer


Ross School of Business, University of Michigan

University of Michigan-Dearborn
MSc, manufacturing systems engineering

University of Michigan
BSc, aeronautical engineering, mechanical engineering