If you ever want to cut through a dense crowd I highly recommend following a news camera man—as I did the other day at the Renton Boeing Plant.

My media badge was swinging around my neck like a monkey as the local camera man cut through a sea of Boeing employees like an ice breaker in the Bering Sea.

I had intended on writing a column about kids and aviation.

Like most people I had heard of the amazing things going on at Boeing: the new accelerated production rate of building 35 737 each month (from 31.5) a feat that helped secure the recent deal to build the new 737 Max in Renton.

I thought it would be fun to bring the kids on a tour and learn about Renton’s rich aviation history.

I discovered that tours aren’t allowed at the Renton plant (public tours are available at Boeing’s Everett plant).

But Linda Lee, 737 Program Communications Manager was nice enough to invite me to join a party celebrating the accomplishments of Boeing employees this past Tuesday.

Security is so tight at the Boeing plant that reporters are shuttled over to the building that overlooks the shores of Lake Washington and houses the 737 manufacturing lines.

I wasn’t sure what to expect as we walked inside the darkened hangar where a thin crack of light streaming through the gargantuan hangar door was the only tell that it was just 9:30 am.

Not in my wildest imagination would I have ever expected to experience flashing strobes, hazy smoke, and jet engines hanging from chains artfully like sides of beef at the hippest rave concert.

Live music cranked out of speakers at a decibel that would rival any U2 concert.

The mood of the employees was as high as the American flag displayed proudly.  Our group headed toward the flag and the projected screen of Chase Mckinney rocking on a stage somewhere up front.

When we surfaced at the head of the crowd there was a dais and behind that, looming “large and in charge” was the 35th airplane to be produced at the new rate of 35 737 per month.

A slogan signed by hundreds of employees was pinned to the planes gleaming silver fuselage like an honorary badge.  It said: Team 737 Rocks to 35 a month.

Boeing 737 program vice president and general manager Beverly Wyse took the stage wearing a colorful t-shirt that said Boeing 737 M.  The mood was exciting and hopeful.

Wyse inspired all with praise.

Because of the combined efforts of employees who created and implemented new lean efficiencies critical to meet order demands.  As well as partnerships between suppliers, fabrication divisions, the union and key federal, state and local divisions were celebrated as the reason that the 737 MAX will be developed and manufactured here in Renton.  Wyse said.

The market will demand 23,000 single aisle airplanes over the next 20 years and Boeing has plans to capture half of that market.

Which means decades of production in Renton.

38 a month in 2013

42 a month 2014

And someday 60 a month … that’s how many our customers will need in the future.”

“You made this happen!” Wyse exclaimed amid employee cheers.

“That’s how we’re taking 737 to the MAX!” Wyse said as light-weight beach balls began raining from high above via a crane.

Boeing employees kept the momentum alive by volleying the balls through the air like corn kernels in a popcorn popper.

Soon after the immense hangar door slowly opened, letting in light as the crowd dispersed to enjoy music and tasty cupcakes before heading back to work.

I made a bee-line for those hanging engines I’d glimpsed earlier in the dark.

“Could you take my picture in front of one of these?” I asked standing in front of a huge jet engine.

“Sure.” The man said.

I knew I had just outed myself as the ultimate tourist.

But one look at that magnificent specimen of human engineering and I couldn’t help uttering, “This looks like the engine on the Space Shuttle!”

The man I’d wrangled into taking my picture turned out to be Kenneth Balls, senior manager, 737 Propulsion Value Stream.

“Would you like a tour?” he asked pointing to a row of exposed jet engines.

“Would I!”

I learned a lot that day. How redesigning a door handle can save millions of dollars and exchanging rolls of carpet on an airplane for carpet squares can streamline the process and are easier to replace when “… kids throw up.”  All the practical things the average traveler doesn’t think about.  And yet all these “little” things add up and are examples of efficiencies put in place by employees.

Walking back to the press van an employee riding a tricycle-type bike cruised by — one of many I’d seen peddling around the large Boeing plant.

I asked the driver about them.

“Employees ride them around the plant to transport small parts in an effort to save money, streamline the process and are more environmentally friendly than cars,” he said.

Sitting in the van I took a moment to reflect on the experience. It was a little like finding out the smartest kid in school was also the coolest.

“Hey, did you hear that Kraft, GE and Boeing were Jim Cramer’s top three picks,” our driver said to another employee enthusiastically before sliding the van door shut.

I felt myself smile as I realized it had been a long time since I had heard anyone excited about stocks again.