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