CW McGowen Jr.
Morgan Hill, CA ▪ 408.892.3575 ▪ cwmcgowen@live.com
http://www.linkedin.com/in/cwmcgowen
DIRECTOR OF OPERATIONS / QUALITY / SUPPLY CHAIN / PLANT MANAGER
MULTI-SITE LEADERSHIP / QUALITY SYSTEMS / SERVICE & REPAIR / PROCUREMENT & LOGISTICS / LEAN MANUFACTURING OPTIMIZATION
Senior leader with in-depth experience leading high performance teams and delivering on expectations for
Fortune 500 companies. Highly recognized for consistent success in strategic thinking, tactical execution and
cross functional leadership. Strengths in people leadership, quality processes, customer support, and enhancing
profit performance.
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:
World-Class Manufacturing
Continuous Process Improvement
P&L Budget Optimization
Sales and Operations Planning
SMART Performance Indicators
Cost Containment & Control
Team Building
APICS – CPIM
Lean Manufacturing
KEY ACHIEVEMENTS
 Received Danaher’s “Most Improved Environmental Health & Safety Program” in the Americas - 2013
 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.
 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.

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.

Received Manned Flight Awareness Honoree Award, in Recognition of Dedication and Commitment to
Excellence and Achievements in support of the Manned Space Program.)
PROFESSIONAL EXPERIENCE
PACIFIC SCIENTIFIC
2012 to 2014
Pacific Scientific provides energetic materials, ordnance, electronics, laser, and pyrotechnics, for the Aerospace, Defense
and Oil & Gas industries.
Senior Director of Operations – Four Manufacturing Facilities
Recruited to facilitate a positive change in a low performing manufacturing organization. Responsible for $127M
in sales and ~200 employees and 7 direct managers and directors. High Volume low mix and low volume High Mix
products.

Improved Productivity Implemented visual factory and lean manufacturing principles with frequent Kaizen
& Standard Work events resulting in productivity changes from $180k/head in 2012 to $218k/head in 2013
to $260k/head in first half of 2014.

Improved Sales Performance from $99M in 2012 to $112M in 2013 and on track for $127M in 2014 while
reducing headcount.

Improved Manufacturing Performance with strategic and tactical changes. Improved and streamlined
organizational structure, instituted regular MRP planning meetings and developed a Sales Forecasting
model. These improvements resulted in year over year performance enhancements: Improved OTD: from
78% to 95% with a 30% reduction in the cost of poor quality.
CW McGowen Jr.
PROFESSIONAL EXPERIENCE – CONTINUED
SPACE SYSTEMS LORAL
PAGE 2 OF 3
2011 to 2012
$1.8 billion company which manufactures and integrates satellites, space systems and space system components.
Department Manager – Design Engineering & Manufacturing Engineering
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 Executed a complete redesign of the automated portions of the
circuit card assembly process with expected returns of over $3M annually.

Led Lean Transformation on the Manufacturing Floor Developed and published current state and
planned future state VSMs as a first step in our lean transformation. Implemented the principles of Visual
Factory and introduced standard work and performance metrics with Emphasis on Quality and On-TimeDelivery and staff performance.

Cultural Transition Led and cultivated a cultural change with respect to performance and accountability to
company policies, procedures, standards and metrics. Coached and mentored key influencing employees.
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.

Reduced manufacturing lead time from 11 weeks to 5.5 weeks, fostering best practices work
environment, implementing lean operating processes, continuous quality improvement.

Improved financial performance and repair service business 15% every year, delivering financial results
to the overall success of the company.

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.

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.
CW McGowen Jr.
PROFESSIONAL EXPERIENCE – CONTINUED
ADDITIONAL EXPERIENCE
PAGE 3 OF 3
1986 to 2004
United Technologies: Manager of Operations Planning and IT, IPT Leader, Rocket Motor Casting, Section
Chief, Large Motor Operations; FOD Champion, Manufacturing Manager, Small Motor Operations; Quality
Manager, Small Motor Operations; Propellant Formulation Engineer; Computer Network Administrator
EDUCATION / CERTIFICATES / TRAINING
BS, Chemical Engineering, Mississippi State University
DuPont Safety, ACE, United Technologies; CPIM APICS,
Ito University, United Technologies, TQM Certificate,
Private Pilot, Inactive Security Clearance