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Adam Grim

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

Everett, WA 98208

425-***-****

ad1but@r.postjobfree.com

Work History

Nov. 2021 – Jan. 2022

Systemart/Spirit AeroSystems

Industrial Engineer (3)

Duties: Print and distribute documents to support any required rework on 737 fuselages shipped by Spirit from Wichita, KS, to Renton, WA. Engage in process improvement projects as defined by stakeholders. Coordinate communication of status to management.

Oct. 2020 – Nov. 2021

Retired

Dec. 2018 – Oct. 2020

The Boeing Company

Production Control Specialist 1

Duties:

Frequent use of general Production Control knowledge, practices and standards,

General application of Production Control concepts and principles, Releases orders. Monitors shortages.

Tracks basic flow and daily schedule adherence,

Recognizes flow barriers/issues, Monitors purchasing updates from buyers, Understands sale orders, Is able to order and expedite parts, Solves routine Production Control problems of limited scope and complexity, Follows established PC policies and procedures in analyzing situations or data from which answers can be readily obtained,

Contributions are usually limited to task-related activities, Develops detailed schedules, material requirements lists and production plans for established product lines, Monitors production activity to ensure a smooth and controlled flow of materials timed to meet production requirements,

Troubleshoots and monitors potential scheduling problems, maintaining records such as reports on production and material deficiencies,

Receives general instructions on routine work, detailed instructions on new projects or assignments,

Builds productive working relationships internally and externally,

Represents Production Control function on specific projects, Frequent internal company and external contacts,

Analysis - Understands elementary problem-solving techniques,

Coordinating - Understands how to disseminate internal information,

Dependability - Understands Rockwell Collins' basic rules, policies, and procedures,

Drive - Understands the value of approaching work with enthusiasm.

Judgment - Appreciates the importance of basing decisions on factual information and sound logic

Relationships - Understands the importance of remaining compassionate and empathetic when dealing with the problems of others.

Team Building - Recognizes the importance of creating effective working relationships between team members.

Time Management - Maintains an organized daily calendar

April 2008 – Dec. 2018

The Boeing Company

Aftermarket Project Manager 4 - Interiors Responsibility Center (IRC)

Duties: Utilize standardized Project Management Best Practices to facilitate the execution of Running Healthy Core Business and up to 30 concurrent Aftermarket projects in the IRC. Interface with Boeing Global Services (BGS) and IRC Aftermarket Change Board groups to determine requirements for all assigned projects. Develop and execute detailed plans to ensure on-time delivery of IRC work packages to support Available to Ship dates for our Kent Benaroya part collection site and ultimately to airline Modification Sites. Work with BGS, engineering, shop supervisors, supply chain, capacity planners, mechanics, shipping, and other support personnel to facilitate plan execution.

Compile and utilize data to analyze and prioritize project metrics.

Accomplishments: Developed the Aftermarket Project System (AMPS) that encompasses all IRC Aftermarket end-items that enables the project manager to personally identify part, tool, and schedule requirements so they can reduce flow time (waiting for information). Developed multiple processes and metrics that utilize data to increase efficiency. Implemented use of Share Point that allows all stakeholders visibility of all upcoming projects to use in their build plans. Also developed a new crating process for all aftermarket parts that eliminates part damage, and initiated efforts to implement Radio Frequency Identification system to reduce costs.

Acted as Project Manager for the American Airlines retrofit project (2014) for 76 airplanes as well as the two largest IRC Aftermarket projects ever committed (2017-2020; a total of 206 airplanes), and Alaska Airlines Space Bin project (2017) that provided parts required to complete the modification of 34 ASA airplanes. Other projects include modification of entire interior packages for numerous airlines totaling over 200 similar projects over the past 10 years. Identified opportunity and executed rotable crate plan used to save the company over $1.5 million in shipping costs and reduction in ecological footprint.

Developed and maintained Buyer Furnished Equipment Master List, IRC Aftermarket Project Manager Roll-Up, 737 and 767 Boeing Converted Freighter management systems, Aftermarket Program Management Roll-Up, IRC Spacebin Capacity Chart, and numerous other systems and processes to improve team performance. Facilitate and resolve dispositions for Non-Conformance parts delivered to our downstream customers (internal and external).

Used Industrial Engineering background to develop and improve processes for Aftermarket, business planning, Spacebin Rate Readiness, and IRC Digitization activities with no direction from management.

Feb. 2005 – April 2008

The Boeing Company

Industrial Engineer – IRC

Duties: Develop and maintain production schedule for 737, 777, and 787 stow bin commodities. Update weekly and monthly metrics, mentor and train new hires, develop budgets and forecasts, capacity models, and facilitate production adjustments to accommodate rate increases. Assist in the movement of work from 737 moving line in Renton upstream to the IRC, lead Accelerated Improvement Workshops (AIW’s) to improve production efficiency (including reporting to leadership team), plan and execute work-a-head’s, and evaluate and mitigate risk factors.

Accomplishments: Became the first industrial engineer in the IRC to become AIW Leader certified and have led numerous process improvement projects to reduce flow, inventory, and energy use.

July 2004 – Jan. 2005

Overall Laundry Services

Facility Manager

Duties: Acting Manager for Seattle facility with duties including route maintenance, warehouse reorganization, sales and marketing coordination, and customer relations.

Accomplishments: Managed project to reconfigure physical layout of facility to reduce product flow and truck loading time.

Sept. 2003 – May 2004

Wal-Mart

Assistant Manager

Duties: Responsible for 7 departments for stock room maintenance, store layout and organization, opening and closing store, personnel decisions, employee training, and customer relations.

Accomplishments: Lead stock room reorganization to reduce inventory footprint. Developed team-based department layouts that increased sales up to 5% over previous years.

Feb. 1997 – Feb. 2002

The Boeing Company

Electrical Installer

Duties: Responsible for work package in 767 Final Body Join. Job functions included routing wire bundles, installing electronic systems, wire splicing, installation of computer systems, and other related electrical requirements.

Accomplishments: Completed work package with no self-imposed travelled work. Developed new processes to reduce work flow time and chemical consumption.

Feb. 1983 – Feb 1997

Consolidated Electrical Distributors

Inside Sales/Warehouse Manager

Duties: Maintained relationships with key customers, placed special orders and stock orders, scheduled deliveries, took phone orders, and ran warehouse. Led several improvement projects including relocation of warehouse (twice) and layout changes to improve efficiency.

Education

April 2010

Project Management Professional

Earned my Project Management Professional certification in January of 2010.

April 2006 – Dec 2009

Stevens Institute of Technology

Masters in Project Management

Graduated from Stevens' Masters in Project Management program in December of 2009 with a GPA of 3.34, which stresses total project strategy over the traditional project success measures of cost, schedule, and scope. This perspective gives a more realistic view of the total contribution of a project to an organization.

April 2002 – Sept. 2003

Central Washington University

Bachelor of Science – Business Management

Graduated from Central with a GPA of 3.75 in my Business Management classes. I completed my studies at Central with a concentration in Project Management.

Sept. 1982 – June 1983

Western Washington University

General Studies

Sept. 1981 – June 1982

Washington State University

General Studies

Personal Approach

I am dedicated to performing my duties with integrity, intelligence, forethought, and an eye towards the future. I believe in hard work, dedication, the power of positive thought, and teamwork. I also believe in lifelong learning and progressive improvement in my skill-set. I have a great deal of confidence in my abilities and would be a great addition to any work group. My key identifiers are a belief in inclusion, synergy, hard work, and a sense of humor.

I have written and published a book titled “The Ultimate Goal & How to Practice Aggressive Positivity,” which focuses on the importance of a positive attitude on overcoming obstacles and reaching your full potential. My primary personal goal is to spread this information to as many people that I possibly can for the foreseeable future to elevate not only those I know and work with but also anyone who might be exposed to my message.

Committed to using my expertise in Industrial Engineering, Project Management, and Aftermarket to develop and implement processes to support the efficient and effective support of Operations.

My most glaring shortcoming is that I have a hard time identifying risks, which stems from my deep-driven tendency to see all risks as opportunities for improvements.

Final Thoughts

My belief in a holistic approach to Project Management has proven to be a popular one with all that I’ve worked with. By building a team of all stakeholders and providing everyone with the opportunity to express their perspectives I’ve found that the increased internal and external communication results in improved results.

Nothing personifies this better than the process I developed and executed for Boeing’s Aftermarket Space Bin projects, where I gathered data and information from the engineers, suppliers, mechanics, crate supplier, shipping and receiving, storage warehouses, and trucking companies to obtain feedback on how each change might affect them. I believe everyone should be treated with respect and appreciated for their input.

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