Mark Cawman

• Teaching and Research Areas: Management, Strategic Management, International Business, and Operations Management.
• Demonstrated excellence (teaching reviews and outcomes) with over nine years in higher education, including both graduate and undergraduate instruction.
• Administration and service experience in faculty governance and serving as a Department Chair.
• Academic outcomes enhanced by an extensive 25-year track record of dynamic leadership and progressive roles within the business industry. Industry experience provides a valuable bridge between theoretical concepts and real-world applications, enriching the learning experience for students.
• Designed and Host an International Business Colloquium and Lead and Organize Study Abroad Programs.

VP / Director of Engineering and Quality (2017-2020)

• Spun up R&D department and focus, with in-house material science–bringing to market multiple new products and several materials to energize New Business.
• Restructured the Engineering Department leading the migration from build-to-print to design capable/responsible including changing the AS9100 scope and obtaining first PMA approvals.
• Structured Engineering to support focused Business Units.
• Hired, mentored, and trained to increase the departmental bench strength.
• Led improvement from long lead times and delinquencies to quick and timely turns for New Business.
• Managed the CapEx budget infrastructure and equipment projects.
• Provided strategic leadership for all technical aspects of the business as well as co-leading Productivity with Operations.
• Scope of Responsibility included Engineering, Quality, Machine Shop, R&D, and CapEx Project Management.
• Served as a key strategic voice and force in quarter-by-quarter execution to Plan, driving for fiscal accountability to new business and productivity goals to realize significant EBITDA performance.

Senior Manager of Engineering / Quality (2015-2017)

• Set-up a dynamic process engineering team for fabrication and value-add manufacturing.
• Created the new AS9100 quality management system - post TransDigm acquisition.
• Designed and deployed a Certified Operator Program for proactive quality.

Senior Manager - Aerospace Division Quality (2014-2015)

• Prior to the TransDigm site acquisition, oversaw 5 aerospace sites Quality Systems.
• Post-acquisition led the technical (engineering, quality, and systems) consolidation of the acquired sites into one facility.

• Taught: Organizational Change Management, Strategic Management and Competition, and MBA Capstone Project(s)
• Provided dynamic curriculum improvements
• Served as consulting faculty for the MBA Foundations course

• Strategically provided leadership and oversight for the overall supply chain’s technical activities, including process engineering, manufacturing engineering, and quality engineering.
• Managed a global team of Quality, Process, and Manufacturing Engineers supporting the supply base for three manufacturing sites in the United States, two sites in the UK, and a plant in China.
• Set-up delegated self-release programs and formalized the technical and systems processes for supplier and sub-tier selection.
• Established monitoring and control mechanisms to flow down requirements and manage sourcing transition, risk management, problem resolution, and continual improvement in compliance and performance.
• Designed a “5C program (Compliance, Conformance, Control, Culture, and Continuous Improvement) that increased quality performance, reduced negative exposure, risk, and improved reputations with customers and regulatory agencies. Boeing ranked this strategy as an “Industry Best Practice.”

• Directly managed the Metallurgy and NDT Lab as well as the Quality Engineering, and Supplier Quality Engineering groups
• Engineered a complete restructure of Quality Engineering with a “Genchi Gembutsu” approach, aligning Quality Engineering efforts into the Business Units for real-time Quality Planning towards >4-Sigma production yields
• Realized real-time problem solving, increased customer satisfaction, and reduced dependence on post inspection and inspection queues
• Created a business model converting the Metallurgy Lab to a profit center to voucher and capitalize on the support offered to customers, suppliers, and other sites and divisions
• Acknowledged as significantly “moving the needle of the organization” in a short order

• Directly managed the Quality and Engineering staff including Manufacturing & Quality Engineering, NDT Inspection, Inspection, and CWI (Certified Welding Inspection) for the Shelton plant in support of the Nuclear, Aerospace, and Military Markets.
• Developed an integrated BMS (Business Management System) encompassing AS/EN9100, NQA-1, ISO14001, and the corporate business strategy and metrics to support diverse market requirements and the business management methods into a single system.

• Provided the Senior Leadership for Engineering, Quality Engineering, Quality Inspection, NDT Inspection, and Supplier Quality teams
• Facilitated LEAN and 6Sigma teams for both the Chemical Processing and Composites Divisions.
• Led continued compliance efforts for AS9100 & NADCAP and implemented a multi-discipline rework/review approach for quick turns and lessons learned/prevention – realizing improvements from historically-aged reworks to 24-hour turns with lessons learned and reduced incidents.
• Decreased time control errors by 75% and nearly eliminated all staining issues as a result of implementing “IMPACT TEAMS” trained in various functions such as problem solving, DOE, and process control.
• Implemented training programs / workshops by engaging the experienced personnel in teaching weekly continuing education modules.

• Acquired a distressed company and executed a successful turnaround to profitable
• Developed a business plan that secured operating lines of credit, future/niche business strategy, and structured cash flow and commercial arrangements with supply base and contract adjustments correcting cash flow
• Successfully brought in new business and ceased or renegotiated all non-profitable contracts
• Overall secured $1.3 million in new annualized sales with another $.5 million lined up pending capacity
• Successfully divested the improved company

Director of Quality (Acting)

• Provided leadership for Quality Engineering, Quality Inspection, NDT Inspection, and Supplier Quality including support to the Part 145 Repair Station and off-site Engineering (embedded at Boeing) involved in the 787 Systems Design
• Strategically led reduced queue times in inspections and a reduction in MRB aging/inventory and scrap initiatives with 65% reduction demonstrated
• Strategically partnered with other discipline leaders to introduce the APQP model for aerospace (e.g., early in design and concurrent Quality Engineering using FMEA, Control Plans, and Process Flow diagrams on new program launches)

LEAN Manufacturing Manager

• Led Policy Deployment as a facilitator and management representative and facilitated set-up time reductions on key equipment through LEAN initiatives, facilitating the set-up of a manufacturing cell for efficiency, reducing 95% of the down time associated with an end-cap set-up, and implementing POKE-YOKE on a critical military program.
• Engaged in the supply chain, bringing in over $1.5 million USD in cost savings ideas by leading vendor workshops using a composite of tools/principles such as 6 Sigma, LEAN, VA/VE, 5S, Poke-Yoke / Mistake Proofing, and SMED.
• Led supplier audits to AS9100 and EASA “GRESS” requirements, and was involved in several supplier Quality and Delivery improvements.
• Recognized by Corporate for executing the best supplier workshops (most cost savings of any site) and had a standing offer to join the Supply Chain in a Senior Supplier Development role through my tenure with Smiths Aerospace
• Participated in the Senior Aerospace Leadership Team (SALT) development and recognition program - Bronze Eagle recipient.

• Managed the Quality Engineering, Quality Inspection, and Supplier Quality teams
• Steering chair and facilitator for LEAN, Environmental, and EHS initiatives
• Completed the ISO based system transition from ISO/QS9000 3rd Edition to TS16949 and integrated ISO14001 into a single comprehensive Management System led to certification in both
• Led multi-discipline teams toward reduced DPPM / customer complaints and achieved less than 25 DPPM goal on largest / key accounts (Lexus) through APQP, POKE-YOKE and effective Corrective Action Teams Result was a 25% reduction in Non-Value-Added Inspection
• Through implementation of the ISO14001 program – took company from zero recycling efforts to 75% of waste stream being recycled translated into greener operations and over $100K in annualized savings
• Worked with several local government agencies to initiate green manufacturing incentives into the community
• Facilitated Visual Factory / Toyota Production System implementation through 85% of the plant – resulting in significant reductions in Non-Value Add, and corresponding increases in the Machine Hours-to-Operator ratio

• Senior Quality Engineer responsible for all aftermarket lighting (programs / processes) – wiring harness, LED and lamp assembly and test
• Supported the vertically integrated internal supply processes (metal stamping, plastic injection molding, and aluminum die casting)
• Developed scrap analysis / cost of quality program for the aftermarket lighting division
• Project Managed a $100K new photometric lab construction on time, and within budget
• Rebuilt customer relationships – developed proper rejection protocol and an RMA process
• Reduced DPPM through the correlation of Visual Criteria expectations via boundary samples
• Facilitated the initial 5S implementation and provided the quality and engineering support for a line move in the Mexico Division (swapped product lines between the Reynosa and Juarez facilities)

Quality Manager – Monticello Division (1997 - 2000)

Consulting Quality Manager – Reynosa, MX Division (1997 - 2000)

Focus Factory Quality Manager – Assembly Plant (1996 - 1997)

Quality Engineer Logansport Stamping (1995 - 1996)

Quality Specialist – Logansport Stamping (1994 - 1995)

• Management Representative ISO/QS9000 – initial ISO implementation team (Logansport) and wrote Quality System for the Monticello, IN and Reynosa, MX plants
• Led Monticello and Reynosa plants to ISO9000/QS9000 1994, and subsequently transitioned them to ISO9000/QS9000 3rd Edition
• Greenfield Implemented the Quality System for the opening of Reynosa, MX facility – hired quality staff, and led them through their first APQP/PPAP and to ISO/QS9000 registration
• Created/programmed an integrated database for all quality activities
• Reduced DPPM from >6,000 to
• Implementation of Visual Workplace
• Performed dimensional layouts, Internal Audits, MSA/Calibration of Metrology Equipment, SPC, APQP/PPAP (FMEA, Control Plans, Flow Diagrams, and Etc.), MRB, Corrective Actions, DOE, Customer Support Visits, Supplier Audits, Inspection, teaching operators/inspectors (GD&T / SPC / Auditing) and facilitating Tiger Teams.