ANTHONY ADAMSON

Madison, AL 35758

RESUME
Phone: 256-520-0199 Email: aa@adamsoncs.com

VP - DIRECTOR - PROGRAM MANAGER PROJECT MANAGER VALUE ENGINEER REENGINEER - MANAGEMENT ENGINEER CONSULTANT
performing

Business Process Engineering | Reengineering | Value Engineering | Management Engineering | Lean | Analysis | Process Improvement | Organization Effectiveness | Six Sigma | Consulting | Continuous Improvement | Information Technology (IT) | Automation | Productivity | Quality Engineering | Systems Analysis | Statistical Analysis | Facilitation | Enterprise Assessment | Strategic Planning | Operational Assessment | Team Building | Management Consulting | Engineering Analysis | Data Analysis | Metrics | Return on Investment (ROI) | Modeling | Integrated Definition (IDEF) | Value Stream Mapping | Knowledge Management | Software Development | Change Management | Training
in both Commercial Industry and the Department of Defense (DoD) Environments such as Operations | Logistics | Maintenance | Supply | Repair | Manufacturing | Depot | Weapon Systems | Offices

You know how our current economy is driving huge cut backs in our nations corporate and defense budgets and how this is driving layoffs and everyone is looking for ways to do more with less. I solve this by helping organization's remove waste and standardize their operations, then automating the necessary processes that are frequently performed and labor intensive. I do this by utilizing a proven methodology thats based on working with an organizations leadership, staff and teams and focuses on exceeding an organizations mission, goals, and vision for the future. This results in a tailored Action Plan, where I utilize my experience for the best tools and techniques for process and system analysis and improvement. My methodology drives the continuous capture of key data and metrics, allowing the initial data to be used as a baseline for quantifying improvements. Often this can be automated with real time feedback enabling better decisions, as well as an environment for culture change, organization innovation, and continuous improvement. My business philosophy is to help others master the skills of continuous improvement and let them be the heros of their organization. In spite of the fact, I bring Fortune 500 level experience in managing large complex projects and achieved productivity improvement and cost management savings up to $144M, prepared and coordinated budgets as high as $3.9B, and monitored budgets up to $24B, people like working with me. I make change rewarding and fun while exceeding mission goals and objectives.

Career Summary
Adamson Consulting Services, Inc. (ACS); President | Program Manager | Lean, Value Engineering, Management Engineering, Reengineering for Operation Improvement and Program Management Support; Oct 2006- Present Intergraph Corporation; Program Manager, Senior Systems Consultant, Lean, Value Engineering, Management Engineering, Reengineering, Business Development; Sept 1995- Oct 2006 Headquarters Pacific Air Command, Division Chief (Program Manager) for Productivity (Value Engineering and Lean), Plans, and Computer Systems Programs; and Division Chief (Program Manager) of Management Engineering, Value Engineering, Reengineering, Process Analysis Programs; June 1992 June 1995 Headquarters Strategic Air Command, Commander | Director | Program Manager of World-wide Management Engineering, Value Engineering, Process Engineering, Lean, and Analysis Programs; and Headquarters Division Chief for Management Engineering Program; August 1990 - May 1992 Headquarters USAF (Pentagon), Program Manager for USAF Manpower Requirements and Resources, Management Engineering, Reengineering, and Lean; September 1986 - July 1990 Headquarters USAF Engineering & Services Center, Chief (Program Manager) of Manpower Requirements, Studies, and Analysis Program for Management Engineering, Reengineering, and Value Engineering; as well as Deputy Personnel Director for Center, June 1982 - August 1986 USAF Systems Command, Analyst | Team Leader | Project Manager for Management Engineering, Reengineering, and Value Engineering Manpower Requirements, Mar 78- May 82 Clearance: Active SECRET Clearance as of 24 Aug 11 from DoD; highest held--Top Secret | SCI Certificates: Lean Value Engineering, Six Sigma, and Facility Security Officer (FSO) certifications Education: MS in Systems Management from The University of Southern California (USC) BS in Industrial Management from Auburn University (AU)

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ANTHONY ADAMSON
Madison, AL 35758

RESUME
Phone: 256-520-0199 Email: aa@adamsoncs.com

SELECTED PAST PERFORMANCE EXAMPLES

Directed critical innovation providing operational excellence. As Adamson Consulting Services, Inc. (ACS) Program Manager for the F-22 fighter aircraft logistics program, structured maintenance program for $65B defense initiative facing expanding maintenance costs without supporting budget increases. Providing lean reengineering expertise, methodology, tools and techniques, along with IT innovation, led joint F-22 Lockheed Martin Aeronautics (LMA) and Boeing Integrated Product Teams (IPT) in significant operational improvement through the use of enterprise assessment and strategic planning, electronic value stream mapping, and kaizen events establishing a program for culture change and continuous improvement. Managed, facilitated, and led hundreds of initiatives for LMA F-22 program over this period. Improved production, maintenance and operational availability schedules, saving millions of dollars. One such management consulting initiative was the identification of some 15,000 out dated requisitions for parts in an LMA legacy system that could not be stopped from shipping erroneously upon implementation of the new corporate IT system. The new IT system could not be delayed and LMA simply did not have the manpower or time to manually fix this problem. Developed the requirements for then directed the development of a software program that completed the work of finding and removing the old requisitions before the new IT system came online. Saved LMA and the F-22 Program an estimated $6.28M by preventing shipment of the wrong parts to the wrong locations across the world. Not to mention the greater savings based on the avoided mission impact for F-22 parts that would not have been available for F-22 mission requirements. Increased system availability, created shorter maintenance and repair cycles, and reduced costs. Inadequate vendor parts supply performance was impacting pipeline support for US Armys Patriot Missile program. As Intergraphs Program Manager and Management Consultant, led transformation to Performance Based Logistics, in which vendors contracted to meet performance metrics rather than just supply goods and services. Made possible $7M savings with 26.5% ROI within first three years. Cut supply chain cycle time. Warner Robins Air Logistics Center (WR-ALC) had achieved only incremental productivity improvements using TQM. As Intergraphs Project Manager, Lean Sensei, and Value Engineer, he led and facilitated critical elements of Intergraphs Lean Reengineering and Continuous Improvement program for WR-ALC to include developing enterprise-wide electronic process models, metrics, and improvements for Supply, Maintenance Repair & Overhaul (MRO), IT, operations, and office functional areas. Results, WR-ALC won Shingo Gold Prize in 2005. WR-ALC achieved cultural transformation exhibited by a 40% reduction in flow days for F-15 and 30% in C-130, $2M in savings, cycle time reduction from 21.8 days to 3.48 hours, activities from 201 to 18, and paper forms from 51 to 4. Directed IT, productivity, and cost performance innovations. As Division Chief (Program Manager) for the USAFs Headquarters Pacific Air Command Productivity and Computer Systems Program, managed $1.6B budget covering 40,000 personnel in six countries. Introduced operational efficiencies, and IT innovations credited by senior management as the critical factor in the programs survival and success in a time of downsizing and closure. Headed capital investment program that saved $26.8M+. Ensured effectiveness of operational processes, data systems, and personnel. As Commander and Division Chief (Program Manager) of USAFs Headquarters Strategic Air Commands Management Engineering Program, directed 26 value engineering teams worldwide working to assure availability of limited manpower resources needed to fulfill missions. Led reengineering, statistical process control, and technology innovation studies. Directed the commands productivity, process improvement, and quality management reengineering programs. Saved over $144M through IT innovations and productivity enhancements. Managed USAF manpower requirements. As Program Manager at the Pentagon for USAF Manpower Requirements and Resources, planned, budgeted, and managed Air Staffs Management Engineering, Value Engineering, Reengineering program for 114,000 plus positions across the Air Force. Conducted analysis and developed policies, reporting requirements, standards development guidance and savings initiatives requiring close coordination and staffing with Congressional, OSD, Air Staff, command, and wing levels. Responsible for reengineering program and development of macro manning standards for functional areas across the Air Force. Recommended and implemented multi-skilled jobs and a more efficient zonal maintenance process, reducing 7200+ positions and savings worth over $252M per year.

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