Eric Grimes

Managed a team of skilled Technicians in the building of composite parts for Aerospace applications using strict engineering and quality guidelines. • The only manager in the plant during off-shifts, assuming all responsibilities inherent in directing operations, maintenance, inventory, and shipping/receiving personnel. • Majority of work involves large and complex first article builds. Attention to detail is crucial when building products such as outer panels for the NASA Artemis rockets, for example. • Helped take a financially struggling site into profit. • Learned composite manufacturing skills through hands on work alongside technicians. We make it on earth but it goes to outer space.

Doubled profitability within five years managing the production of automated gas plasma treatment systems for diverse applications and industries. • Transitioned product lines to demand flow, reducing build times by 50%. Lead demand flow projects for new products. • Up to 35 direct reports covering 6 unique product lines. • Replaced the normal Production Management staff of 3 for two months in 2018 (Fellow Production Supervisor & Production Manager absent). • Faced an unprecedented customer demand and quickly ramped production in 2015. One-fourth the production time per system, tenfold capacity increase, on-time delivery, satisfied customers, and record profit. • Worked briefly at Nordson ASYMTEK Managing the production of fluid dispensing and conformal coating products for diverse applications and industries. • Continued support of Nordson MARCH while managing 24 direct reports at Nordson ASYMTEK 2nd shift. • Trained and active as a member of the internal ISO Audit Team. • Led the Nordson MARCH site through COVID. Following strict guidelines and communicating regularly with the team resulted in zero reported COVID cases.

Helped to bring company out of the red and into profitability. Built safety, quality, productivity, and planning structure from the ground up to be compliant with OSHA, food safety HACCP and FDA standards. Directed 15 Employees in the Manufacturing, Warehouse and Shipping Teams, increasing shipping and production by 30% (approximately 14,000 to 20,000 units per month) without adding to the workforce. • Designed planning and forecasting tools based on past sales and expected growth to proactively maintain inventory. • Worked closely with Fedex to help automate the shipping process and assigned correct international shipping codes to over 300 uncommon products. Virtually eliminated breakage by sourcing new packing materials. • Cut packaging cost in half via data analysis proving pre-printed bags more cost effective than manual application. • Interfaced and negotiated pricing with material and service providers to bring costs under control. • Taught basic Lean Manufacturing and continuous improvement ideas and practices to Employees.

Made over 30 million gallons of wine. Responsible for coordinating work flow, driving production, and managing teams of 15 to 60 personnel for the largest ISO / FSSC Certified grape crush facility/winery in North America. • Promoted to oversee two Team Leaders and operations for the Crusher/Fermenter area. • During the Grape Crush, my team held top marks in sanitation, safety and productivity. Revitalized one of the worst sanitation areas to one of the best Company wide. • Applied Lean Six Sigma principals as a team member in three projects and directed a project to streamline solids removal from the winemaking process. Achieved a perfect score in the Gallo Lean Six Sigma Greenbelt training final exam. Qualified Gallo Lean Six Sigma Greenbelt. • As a core team member, helped create and drive the Total Cost Productivity process (Lean manufacturing) at Gallo Fresno, collecting over 1150 ideas from employees and saving $4 million over two years. Awarded Company-wide "Best Team" Award for 2009. • The only manager in the plant during off-shifts, assuming all responsibilities inherent in directing operations, maintenance, lab, supply and security personnel. • Assisted in increasing the return rate of seasonal employees from 20% to 80%. • Represented the production floor team during internal / external audits and visitor tours for customers such as Kraft, Coke, Nestle and Ocean Spray. Passed audits to include FSSC 2200, retained customers and corrected deficiencies in the audit process.

Maintained the workload of 8 staff members for over a year in support of Operation Iraqi Freedom. Assigned simultaneous responsibility as Chief of Staff, Operations, Force Protection, Readiness and Maintenance Officers for Military Sealift Command Diego Garcia while the Commodore and remaining staff remained forward deployed in Kuwait (Replaced a staff of 8). • Executed command and control of 26 military cargo ships and maintained a $250,000 ship repair expense account. • Developed the standard operating procedure for Military Sealift Command Kuwait to coordinate offloading 160 ships and over 150,000 tons of equipment in support of Operation Iraqi Freedom. • Awarded the Navy Achievement and Commendation Medals for superior performance of duties.

Deployed to the Indian Ocean with an aircraft carrier group post 9/11. Supervised and coordinated 30 technicians in direct support of Operation Enduring Freedom responsible for the daily operation, preservation, and maintenance of all deck equipment and external surfaces. • Aggressively managed Deck Division to an "A" rating, excellent in every measurable respect, for the 2001 and 2002 annual assessments. • Achieved 100% personnel retention every quarter. • Identified insufficient readiness of the Search and Rescue program. Coordinated, trained and led a SAR team which saved four lives in the North Arabian Sea.

Minor in Range Management; Minor in Wildlife Management

120+ hours of project management training culminating in a capstone project to demonstrate working knowledge.