CW McGowen Jr. P.O. Box 2530, Morgan Hill, CA 95038 ▪ Cell: 408.892.3575 ▪ cwmcgowen@live.com http://www.linkedin.com/in/cwmcgowen DIRECTOR OF OPERATIONS / QUALITY / SUPPLY CHAIN / PLANT MANAGER ELECTRONICS & EXPLOSIVES MANUFACTURING MULTI-SITE LEADERSHIP / QUALITY SYSTEMS / SERVICE & REPAIR / PROCUREMENT & LOGISTICS / LEAN MANUFACTURING OPTIMIZATION Senior leader with over 20 years of experience leading high performance teams and delivering on expectations for United Technologies, Rockwell Collins and Space Systems Loral. Highly recognized for consistent success in strategic thinking, tactical execution and cross functional leadership. Strengths in people leadership, quality processes, customer support, project management, procurement, logistics, lean manufacturing, developing systems, policies and procedures to streamline and improve operations, containing costs and enhancing profit performance. Saved $20 million and increased cash flow and inventory turns after turning around operations at Rockwell Collins’ San Jose plant. Provided world-class service to customers including Sikorsky, Boeing, Lockheed Martin, US Navy and Air Force. Exceptional ability in navigating change, anticipating company and customer future needs and implementing Lean and Six Sigma tools. Excels in fast-paced, quality-driven, customer-focused operations. Managed Projects and led process improvement initiatives to reach business objectives with confidence, determination and a results-focus through expertise in: P&L Budget Optimization Continuous Process Improvement Environmental Testing Lean Manufacturing Shortage Elimination SMART Performance Indicators Team Building Project Management Inventory Reduction Cost of Poor Quality (COPQ) Mfg. & Process Engineering APICS – CPIM Value Stream Mapping (VSM) ISO 9001 / AS 9100 Certifications Receiving/Kitting/Fulfillment/Shipping Master Scheduling Cost Containment & Control DFT / DFM Supplier Management Procurement and Sub-Contracts SMT / Wave Solder Quality Management Systems ICT / Flying Probe R&D and New Product Introduction World-Class Manufacturing Lean Processing Techniques Machine Shop Management PDM / PLM Implementation Performance Based Logistics Total Quality Management (TQM) KEY ACHIEVEMENTS Saved $20M, leading turn-around through process improvements at the Rockwell Collins San Jose Facility. Reduced inventory $33.6M over two years without impacting service levels, determining actual stock-out level of items over a rolling three-month period and gradually reduced in-stock balance until mandated service level was reached. Reduced material shortages from 300 to 15 in one year, assessing, identifying and understanding root causes of material shortages that triggered corporate supply chain & logistic networks. Received Performance Based Logistics (PBL) Award, (Component Level) issued by the Secretary of Defense, creating excellence in finance, logistics & supply chain and IT, providing Rockwell Collins with a sustaining competitive advantage in the naval electronics service industry. Saved the US Navy $28M with an expected life of contract savings of $71M through improved process melding the service and repair work of Rockwell Collins plants and Navy Depots for NAVY PBL program. Remotely managed service and support of Navy Depots increasing supply availability from less than 60% to 100%, reducing delivery response time from 60-90 days to 3-5 days and eliminating back-ordered fleet requisitions. Received Manned Flight Awareness Honoree Award, in Recognition of Dedication and Commitment to Excellence and Achievements in support of the Manned Space Program, issued by NASA Administrator Richard Truly. (United Technologies Corporation) CW McGowen Jr. PROFESSIONAL EXPERIENCE – CONTINUED PAGE 2 OF 3 PROFESSIONAL EXPERIENCE SPACE SYSTEMS LORAL 2011 to Present $1.8 billion company which manufactures and integrates satellites, space systems and space system components used in fixed satellite services, direct to home broadcasting, mobile satellite services, broadband data distribution, wireless telephony, digital radio, digital mobile broadcasting, military communication, weather monitoring and air traffic management applications for commercial and government customers. Department Manager – Design Engineering & Manufacturing Engineering (June 2011-Present) Hired to integrate Design and Manufacturing Engineering into a cohesive team and as a change agent for creation and adoption of lean systems and lean manufacturing principles. Automated PCB Population Upgrade Currently executing on a complete redesign of the automated portions of the circuit card assembly process with expected returns of over $3M annually. Planned cut-in for autumn 2012 including new machines for Solder Paste Printing, Solder Paste Optical Inspection, Pick and Place, Tape & Reel Storage Towers, Vacuum Vapor Phase Oven and final Automated Optical Inspection. Leading Lean Transformation Efforts on the Manufacturing Floor Developed and published current state and planned future state VSMs as a first step in our lean transformation. Implementing the principles of Visual Factory where none have existed before. Introducing current performance metrics with Emphasis on Quality and On-Time-Delivery along with internal schedule, productive maintenance and staffing performance. Other lean changes include implementation of Standard Work and upgrades to existing tooling and equipment. Cultural Transition Leading and cultivating a cultural change with respect to performance and accountability to company policies, procedures, standards and metrics. Coaching and mentoring key employees and leading by example on various teams and through lean events. ROCKWELL COLLINS 2004 to 2010 $8 billion company providing design, production & support of communications & aviation electronics for military and commercial customers worldwide with products and systems primarily focused on aviation applications. Director of Operations / Plant Manager (2005-2010) Promoted to build world-class manufacturing organization from the below par San Jose facility with key goal of re-establishing customer confidence. Charged with developing and implementing annual operating and strategic financial plans. Oversaw all sales and marketing functions of Services and Repair Business. Directed business actions relating to product development, new product introduction, manufacturing, repair, quality, procurement, materials, sub-contracts, facilities and safety across three business units with annual revenues to $250M. Oversaw 500+ employees and 11 direct managers. Lean Manufacturing - Implemented lean tools and process improvements needed across multiple production lines, reducing cost by $10M and certifying workers in Lean principles of Poke-Yoke, Visual Management, Standardized Work, Single Piece Flow, Kanban, 5S, and TPM. Attained customer satisfaction levels to 100%, building and maintaining successful relationships with Sikorsky, Boeing, Lockheed Martin, US Navy and Air Force. Achieved 100% Product On-Time Delivery to 100% of customers and maintained 100% for three years, ensuring production of high quality products and distribution of finished goods to customers according to corporate guidelines and goals. Managed multiple projects through entire product lifecycle Assess Market positions, Proposed sales of new products to customers including setting pricing, fulfilled requests for proposals, worked cross functionally to coordinate design & development activities for new product introductions, led production efforts, supported fielded products and retired products from service. Reduced manufacturing lead time from 11 weeks to 5.5 weeks, fostering best practices work environment, implementing lean operating processes, continuous quality improvement, increasing safety performance, and implementing SMART metrics to continuously monitor site performance results and make timely tactical decisions. Improved financial performance and repair service business 15% every year, delivering financial results to the overall success of the company. CW McGowen Jr. PROFESSIONAL EXPERIENCE – CONTINUED PAGE 3 OF 3 Increased productivity 15% for four years, improving measurable output for employees through continuous improvement in skills, business knowledge & feedback to link personal accountability to goals of facility. Created a new product to meet Sikorsky’s needs Proposed an electronic gyroscope to Sikorsky for replacement of an electro-mechanical gyroscope we were building under contract. By anticipating this customer’s needs, we were able to sell them a higher quality, more accurate and cheaper product with a higher MTBF. Initiated and achieved ISO 9001 and AS 9100 certifications, focusing on strategic initiatives, continuously improving operational performance, partnering with on-site and operational leadership teams. Integrated Process Team (IPT) Leader, Product Delivery (2004-2005) Accountable for achieving process outcomes and for providing tactical and strategic direction to cross-functional managing team, and promoting behaviors and principles that drove continuous improvement. Oversaw $150M in production sales, 3 direct and 125 in-direct reports. Reduced lead-time from 21 weeks to 11 weeks, improving product flow. Led New Product Introduction managing the JHMCS Helmet Project, working across organizational boundaries and taking development program into production phase. Saved $21M in waste, implementing waste reduction projects within process improvements procedures. Established Rockwell Collins Lean Manufacturing Program, resulting in more efficient methods that greatly minimized delays, reduced costs, and improved quality. UNITED TECHNOLOGIES CORPORATION, CHEMICAL SYSTEMS 1986 to 2004 $55B Fortune 100 Company provides high technology products/services to the building systems and aerospace industries. Various Positions 1986-2004: Branch Manager - Large Motor Operations, Manager IT for Operations, Manager of Planning and ISO, Manufacturing Manager - Small Motor Operations; Quality Manager - Small Motor Operations; Propellant Formulation Engineer Milestones Large Motor Manufacturing Team As Branch Manager of Large Motor Operations, oversaw production of Minuteman, D5, IUS, Intelsat and ORBUS Solid Rocket Motors with responsibility for Planning, Manufacturing Engineering, Propellant Mixing, Rocket Motor Casting and Final Assembly Small Motor Quality Organization As Quality Manager, led a team of Quality Engineers and Inspectors to insure the production quality of Space Shuttle Booster Separation Motors, Tomahawk, Aegis MK-111 and THAAD boosters. Product Data Management (PDM) Developed system that provided design and manufacturing engineers with electronic access to and approval of drawings and process planning resulting in shortened release cycle times and reduced design and manufacturing costs. Network, Hardware, Software, Servers, Desktops Installed and managed the Computer network for UTC Chemical Systems Division, responsible for all data center and desktop hardware and software specifications, acquisition, deployment and management. Installed first Windows based networks, IP network, Mail server (MS Mail then Exchange server), Fiber Backbone. MRP Upgrade Operations Lead for Oracle replacement of Cullinet Employed paperless factory system, improving product quality, improving documentation quality, reducing waste and in general, improving entire production process. Implemented Foreign Object Damage (FOD) Awareness Program in conjunction with Northrop Grumman and NAFPI (National Aerospace FOD Prevention, Inc.) Improved safety, efficiency and reliability of Minuteman Propellant Casting. EDUCATION / CERTIFICATES BS, Chemical Engineering, Mississippi State University ACE, United Technologies; CPIM APICS, TQM Certificate, Private Pilot, Inactive Security Clearance