Douglas Calvin Email and Phone Number

Driving organization’s Operational Improvements for positive results. Projects include office, manufacturing, and service segments utilizing step by step participative solutions for bar raising results. Expertise in 1) fully understanding the want, 2) identifying the optimum improvement steps, and 3) partnering to enable and excite the employee’s for rapid success.Organizational Waste elimination – labor, inventory, lead time, etc. (Lean Flow, …), Defect reduction – late deliveries, product error rates, response times, etc. (Six Sigma, …), Leadership Mentoring, Outside viewpoint with joint options identification.

Managed multiple site global operations. Improved operating margins through global cost- reduction initiatives and labor efficiencies via Lean practices and unified team goals and metrics. Reduced overall inventory levels globally while improving service levels, utilizing electronic pull-systems. Implemented global procurement process standardization that resulted in improved global cost savings. • Managed division operations - driving growth through sales channel support, new product development and acquisition integration. • Improved inventory turns for high usage parts utilizing electronic KanBan. • Expanded quality improvement focus, resulting in annual warranty cost reduction. • Initiated extensive Lean Kaizen process improvement involving factory, distribution and service center personnel across diverse global cultures. • Coordinated on-time delivery improvement efforts utilizing interdepartmental involvement and training to accurately represent customers’ needs increasing performance 30+%. • Developed and led high-energy global operations team.

Drove Operational Improvement initiatives globally, including Factory, Office, and Service Centers. Led Lean Flow, Six Sigma, and Design for Six Sigma project identification, training, and project mentoring. Developed high-energy business excellence team of Lean and Six Sigma engineers.• Managed business excellence lean and Six Sigma initiatives for the Americas geographic region, consisting of factories and sales/distribution / service centers.• Delivered EBIT and cash savings exceeding 1% of annualized revenue. Responsible for Americas training programs for lean, Six Sigma Black Belt, and Six Sigma awareness.• Reduced inventory utilizing pull systems, sales and operations alignment, and reduction of excess and slow-moving inventory.Director of Operations, 1999-2001. Managed 375-employee mixed model Lean facility, consisting of 15 flow lines that produced high on-time delivery performance and short lead times within cost plan. Director of Engineering, 1997-1999. Completed design and implementation of Lean assembly lines, machining flow cells, and visual and ERP-triggered material pull paths. Reduced overtime by 60% with Lean balanced flow. Initiated hourly visual floor measurements, resulting in 95% linearity of production to planning schedule. Managed product design and R&D engineering functions. Drove quality improvement while maintaining ISO and industry certifications.

VP of Technology / Director of Engineering role included product design engineering, Research and Development, Quality Assurance, Field Service, and Inside Sales. Implemented platform product development and DOE testing with global engineering center interface.