Anthony Adamson Email & Phone Number

Attending networking events Researching Industry LeadersTracking Industry TrendsParticipating in Industry Discussions

Plan and manage business development and services delivery for this consulting firm. Provide strategic planning, process improvement, cost reduction, data | metrics collection and analysis, IT and software development, logistics sustainment, process improvement and cost saving planning and implementation support. Serve as program manager for client projects.As ACS Program Manager for F-22 fighter aircraft logistics program, structured maintenance program for $65B defense initiative facing expanding maintenance costs without supporting budget increases. Provided technology, logistics and IT expertise to joint Lockheed Martin Aeronautics (LMA) and Boeing Integrated Product Teams (IPT). Led 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 the 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.

Planned and led Lean reengineering, IT and knowledge management services for $400M Government and Infrastructure division of this enterprise engineering and geospatially powered software provider to businesses and governments globally.Increased system availability, created shorter maintenance cycles and reduced costs. Inadequate vendor parts supply performance was impacting pipeline support for US Army’s Patriot missile program. As Intergraph’s Program Manager, led transformation to Performance Based Logistics, in which vendors contracted to meet performance metrics rather than just supply goods and services. Made possible $7M in savings with 26.5% ROI.Cut supply chain cycle time. Warner Robins Air Logistics Center had achieved only incremental productivity improvements using TQM. Led critical elements of Intergraph’s Continuous Improvement-based initiatives to build enterprise-wide supply, maintenance, IT and operational improvement. Reduced supply chain cycle from 21.8 days to 3.48 hours. Enabled site to process 12% more work in 40% less time with 32% fewer personnel.

Division Chief | Program Manager | Management Engineer | Value Engineer | Reengineer | Quality Engineer | Systems Engineer for USAF HQ Pacific Air Command's Management Engineering, Productivity, Quality, and IT Systems Programs.Responsible for planning and delivering operational improvement and equipment modernization initiatives for Productivity, Plans Computer Systems, Manpower Requirements and Management Engineering divisions. Managed multimillion dollar programs.Drove benchmark productivity and cost performance. As Division Chief for the USAF’s Pacific Air Command Productivity and Computer Systems Program, managed $1.6B budget covering 40,000 personnel in six countries. Introduced operating efficiency improvements credited by senior management as the critical factor in the office’s survival and success in a time of downsizing and closure. Headed capital investment program that saved $26.8M+.Ensured effectiveness of personnel, data systems and operational processes. Headed 26 USAF management engineering teams worldwide working to assure availability of manpower resources needed to fulfill missions. Led statistical process control studies. Initiated process improvement, technology implementation and quality management reengineering programs. Saved over $144M through productivity enhancement.Prior Assignments:- Squadron Commander | Division Chief | Program Manager | Management Engineer | Value Engineer for USAF HQ Strategic Air Command's Management Engineering Program . - Program Manager | Resource Manager | Management Engineer | Value Engineer for HQ USAF Manpower Requirements and Resources (Pentagon). - Division Chief | Program Manager | Management Engineer | Value Engineer | Reengineer for Manpower and Deputy Director of Personnel for Headquarters USAF Engineering and Services Center (HQ AFESC).- Analyst | Team Leader | Project Manager | Value Engineer | Management Engineer | Reengineer for Manpower at USAF Systems Command, Egin AFB.

Master Of Science, Systems Management

Bs, Industrial Management