1. Megan Bowman 70 North Lakeshore Dr.
Springboro, OH 45066
937-422-0418 / 937-974-0512
mrdyp@aol.com
Professional Summary
P&L, Operations and Organizational leader with 20+ years-experience that has a proven record of creating effective
business teams, developing a strategic, executable vision, establishing high expectations and delivering quantifiable
results. Demonstrates Supply Chain depth in diversified manufacturing operations and technologies, lean and
continuous improvement, quality and compliance, capacity assessment and development. Possesses passion for
human resources, performance management and employee relations in union and non-union environments.
Education
2006 Kettering University, Masters, Operations Management
1996 Wright State University, Bachelors, Political Science
Experience
Arthur Williams Industries, LLC
2015 – present Senior Operations Leader
Full P&L and Organizational oversight for all Operations including Program Management, Procurement & Supplier
Management, Human Resources, Talent Development, Engineering, Facilities, Warehouse and Logistics. Driving
Business Strategy and Partnership Development initiatives to enable long-term success. Manage multi-customer
platforms supporting day-to-day tactical operations and providing excellent Customer Service. Experienced in
Import/Export logistics and compliance requirements. Implemented Continuous Improvement initiatives for
Engineering, ERP & Program Management Integration and Supplier Management requirements to create Operational
metrics.
Delphi Thermal
2014 – 2015 Value Stream Leader
Responsible for site assembly and injection molding value streams as Tier 1 supplier for major automotive OEM’s,
service and global customer base. Provide leadership to union and salaried support teams to drive compliance and
continuous improvement to functional metrics. Facilitated multiple lean, cost savings projects, created production
material flow plan and developed structured training skill building program for technical leads. Focused on
developing optimized production plan for complex product line as new product and process introductions are
incorporated.
GE Aviation
2012 – 2014 Site Leader
Managed 175+ person non-union facility providing leadership for all functional areas of manufacturing, engineering,
purchasing, sales and finance. Responsible for all key customer and operational metrics including, safety, quality,
delivery, cost and compliance. Drove a 20% increase in Sales, a 75% decrease in customer lead time and a 15%
reduction in shop overhead rate over a 2.5 year time span. Led team through S&OP and ERP transition planning
2010 - 2011 Commercial Production Assembly Business Leader
Led CFM56 & CF6 Engine Assembly to meet all customer quality and delivery commitments. Responsible for 170+
salary, union team members and cross-functional support staff. Founding member of the joint UAW - leadership
steering team, responsible for implementation of teaming (high performance teams).
2009 – 2010 Lean Six Sigma Black Belt
Drove material conversion and reclamation practices for critical market and engine alloys. Worked with sourcing,
strategic suppliers and customers to implement a customized recycling program.
2007 – 2009 Commercial Development Assembly Organizational Leader
Collaborated with salaried and union resources to prioritize build requirements and balance support capability for 9+
new product platforms. Led 25 support engineers to ensure quality engines were delivered on-time to support FAA
certification and customer commitments.
2006 – 2007 Senior Product Quality Engineer
Collaborated with critical hardware suppliers to provide guidance and approvals for first article inspections and vendor
substantiation packages. Conducted on-site process audits and drove corrective actions.

2. Delphi
2005 – 2006 Configuration Management Leader
2003 - 2005 Supplier Quality Engineer
2000 – 2003 Value Stream Operations Leader
1996 – 2000 First Line Manufacturing Supervisor
Accomplishments
 Delivered 8-12% YOY Sales growth and created strategic plan to win a new product market segment
 Drove 50% improvement in DLH productivity and overtime spend
 Created skill building training framework to develop technical IMM leads
 Improved Customer relationship with 75% lead time reduction and 50% increase OTD
 Reduced Customer Quality escapes by 38%
 Created Performance Management vision and structure for all levels of the organization
 Enhanced production operations flow to increase efficiency, capacity and floor space utilization
 Passion for being a Community Volunteer, Mentor and Career Coach
 Increased Leadership responsibility through promotions 4 times in 5 year
 Attended GE Crotonville Executive Leadership Development Training Forums (LDF, MDC, BELS, CAP)
 Trained as Lean Six Sigma Black Belt