JOHN E. CALOW

**** ******* ***

Jeffersonville, Indiana 47130

269-***-****

acqhoe@r.postjobfree.com

Profile

Over 20 years of engineering and operations management experience in manufacturing environments. Strong background in Best Practice in product development, manufacturing, EVM, quality, CI, high performance teams, value stream mapping, Kaizen, Lean manufacturing, budgeting, P&L, and consulting. Product backgrounds include precision electro-mechanical devices to fabricated structural components.

Career and Impact

The Manitowoc Company, Sellersburg, Indiana

A $1.7 billion division of The Manitowoc Company, a global leader in design and manufacture of commercial food preparation equipment.

2013 to 2015

Director of Global Engineering - Centers of Excellence: Responsible for directing multi-site team of Engineering experts to provide responsive and Best In Class predictable and repeatable solutions for New Product Development, R&D, and Sustaining, servicing 14 unique product sites. Established and maintained yearly expense budget.

Led team to the development and launch of the first embedded instrument, Oil Quality Sensor that reported Total Polar Materials, via in-depth review of DFMEA and study of GD&T Key Product Characteristics. Result: Analyzed and launched within a 6 month window meeting planned durability/life and generated $2,500,000 new customer orders. Selected as Manitowoc’s Innovation award recipient.

Assigned to fully engage and holistically own a 3 year ongoing design/processing issue. Led development and 3rd party laboratory to determine root cause and corrective action for a P/V sensitive design. Result: Offered comprehensive understanding and multiple solutions to avert an ongoing COPQ spend of $36,000 weekly.

Drove development and sustaining team to permanent corrective actions on a 3 year ongoing metallurgical/processing issue. Result: Improved COPQ yearly spending of $800,000. Enhanced customer relations via improved product durability, and eliminated store owner liability concerns.

Introduced and implemented Pugh data driven decision making tool, in concert with D&PFMEA, DVP&R input. Result: Improved accuracy and helped drive decisions 300% faster.

Performed multi-site "project post-mortems" finding non-adherence to NPI process as root cause. Result: Enforced adherence to NPI guidelines in development and maintenance of MRD, PRD, FRS, DFMEA, Logic State Maps, and Regression testing. Improved initial accuracy of equipment performance with less iterations during development, and estimated 15-20% improved delivery time.

Nexthermal Corporation, Battle Creek, Michigan

An international leader of custom engineered resistance heat solutions for retail, industrial, medical, defense, packaging, plastic processing, and Green automotive.

2010 to 2013

Director of Operations: Responsible for defining, implementing, operational strategy, competencies and processes through performance metrics to manage operations in manufacturing, supplier quality, engineering, materials procurement, and shipping.

Launched Nexthermal’s first modular assembly line, PPAP’d investment castings (ss), and die castings (Al). Result: Improved customer energy consumption 20% and increased sales by $3,000,000.

Sponsored and released Visual manufacturing system that reported key performance indicators (SQDCM). Result: Provided early incremental adjustments real-time generating capacity to produce 10% more product.

Implemented visual Heijunka load leveling system for resource deployment. Result: Improved manufacturing throughput by 13%.

Drove Kaizen events for Lean Manufacturing, 5S, Value Stream Mapping, as well as cross-training and empowerment. Result: Optimized floor layout opening an additional 12.5% for new processes and equipment.

Conducted cultural training. Implemented executables for Empowerment, Accountability, Communication, Collaboration, Teamwork, and Respect. Result: Improved seamless flow of ideation through production by 10%. The best result was seen as "we the team, commitment for business growth". Promoted an openness to discuss continual improvement ideas from direct labor through the highest rank of the company.

Implemented and validated precision laser for welding fine wires. Result: Improved first pass yield and scrap by 25% and final product durability by 5%.

Implemented and validated precision dual element high speed NiCr winder. Result: Established higher watt density and dual element durability and entry into Chinese market.

Calow Technical Consulting LLC, Plainwell, Michigan

A privately-held engineering consulting firm providing technical analytic solutions to customers for design and manufacturing issues.

2009 to 2010

Senior Consultant: Responsible for providing design and manufacturing engineering consulting services to companies, including Hotset, X-Rite, The Manitowoc Company, and Alliant Health Care.

X-Rite Inc., Grand Rapids, Michigan

A $250 million global leader of hardware and software solutions for color critical control in retail and industrial applications, medical diagnosis to FDA guidelines, printing, and graphic arts.

2005 to 2009

Engineering Directing Manager Mechanical/Optical: Responsible for leadership of Electro-Mechanical-Optical R&D, Operations, and Manufacturing group. Defined and Implemented Engineering Best Practices for R&D, Engineering, and Manufacturing.

Introduced and trained Electro - Mechanical - Optical development team of 20 associates to GD&T, Proper Datum Structure, and Key Product Characteristics. Result: Eliminated hand manipulated part assembly on line, and improved First Pass Yield on sensitive optics to the point that the legacy rework area was removed.

Introduced and trained Electro - Mechanical - Optical development team to "Design for Manufacturability" DFM, "Assembly" DFA, and "Serviceability" DFS. Result: Improved quality fit-up of components, reduced fastener count on products over 100%. Standardized fasteners resulting in reduction of over 100 SKUs.

Introduced and implemented Functional Platform, Component Reuse “FPCR” design implementation. Result: Reduced manufacturing equipment variability, improved PCBA by 8%, and reduced new component part to new final product over 100%.

Spearheaded think tank sessions with senior level engineers and marketing associates. Result: Received patents, including:

US Patent - 07251712.1-2217 Calibrating Electro - Optical instrument within printing devices

US Patent - 07253694.9-2307 Fiber Optic Overmold

Patent Application 200******** Flexible illumination for instrument development.

Held Engineering positions, including

Engineering Manager with Leica Geosystems, Grand Rapids, Michigan.

Contract Program Manager, with Magna Donnelly, Muskegon, Michigan.

2003 to 2005

Yorozu Automotive North America, Battle Creek, Michigan

A global $500 million Automotive Tier I supplier of steel fabricated and die cast chassis componentry systems.

2001 to 2003

Plant Manager: Responsible for launch of Japanese start-up company, including a 150,000 sq. ft. facility, hiring of key support associates, development and implementation of plant operational controls, and site P&L. Directed hiring of 150 direct labor positions.

Second staff member hired to fully develop a viable Tier I automotive supply facility for steel fabricated chassis assemblies. Result: Completed launch of 120,000 sq. ft. manufacturing plant and 11-stage 30,000 sq. ft. monorail E-coat paint system.

Launched and improved via Kaizen events, problematic product lines transferred from sister company to the start-up company. Result: Reduced COGS over 50%

Provided leadership in development of Quality Operating System and full company standard operational procedures in Engineering, Quality, Materials, Supplier Development, HR, and facilities maintenance. Result: Awarded TS16949 accreditation.

Benteler Automotive Corporation, Grand Rapids, Michigan

A $9 billion global Automotive Tier I supplier for fabricated steel, HPDC, precision machined products, and full-service supplier modules.

1992 to 2001

Engineering Manager: Responsible for directing team members to support design, development, validation, and launch of Tier I automotive steel fabricated subassemblies.

Established non-U.S. based business, chosen by Honda Motor Corp. as “Guest Engineer” to develop impact systems in Tochigi, Japan. Result: Established transplant (Asian) business from $0 to over $50,000,000 in sales over a 5 year period.

Directed Tier 1 VA development of Nummi impact system. Result: Named Toyota VA sharing recipient for a design improvement and shared $300,000 award, and generated $3,000,000 new business.

Directed Ford Motor Company’s Full Service Supplier team in design, validation, and launch of Benteler’s first Tier I Independent Rear Suspension Module (IRS/SN95 platform). Result: Added Mustang Cobra and Cobra-R IRS business generating $8,000,000 sales.

Selected for and trained by Toyota for Lean Production/TPS, Aichi Toyota City, Japan.

Oshkosh Truck Corporation, Oshkosh, Wisconsin

A $7.1 billion manufacturer of severe duty all-wheel drive truck for military, emergency rescue and firefighting, and recycling applications.

1989 to 1992

Senior Safety Engineer: Responsible for FMVSS and NHTSA compliance.

Education

Bachelor Science Degree, Aeronautical/Mechanical Engineering, Western Michigan University, Kalamazoo, 1989

Additional Certifications

Strategic New Product Development (Gated development)

Lean Innovation Processes

Six Sigma Practical Tools for Midsized Companies

APQP

VSM Lean Modeling

GD&T

DFMEA / PFMEA

DFSS

DFM / DFA / DFS

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