Colleen Stewart

Worked w IT, Ops and managers to reduce ppw used during processes: receiving-shipping Improved current state WH processes Developed Labor Planner Created a LM Tool to monitor task by task at a team member level to monitor labor Identified KPIs to drive continuous improvement Developed reporting tools in Excel and Access from data in SAP for ops teams Data analyses on racks to improve productivity Led Kaizen events to identify and eliminate waste in the LTL picking, packing and loading processes

Due to an unexpected increase of the EComm business which grew 500% since March, 2020, I was asked to head up engineering efforts in our fulfillment warehouse Created and implemented a Labor Planner to identify where labor was needed and used Implemented labor standards for all processes within the warehouse Redesigned the packing stations to include manifesting which identified an increase of 22 sec/line which is 5,000 MH saved per year Performed slotting analysis on racks to improve picking efficiencies

Envisioned, designed and spearheaded a Labor Management maintenance program across the 35 warehouses of DSC’s network, coordinating a group of 10 engineers: ·        saved $2,500,000, min of 2 FTE’s per site ·        Identified $500,000 (red of 9 FTE’s) at the Beta warehouse for one customer Supported new business initiatives and start-up facilities by rolling out new LM standards: building, validating and coaching Drove change management from the operation specialists through the supply chain leaders.

Utilized Industrial Engineer techniques across many industries to design/relocate warehouses, improve business processes, establish productivity standards, collect and analyze data, perform change management, train and coach people from all levels of the companies.