Lauren Meeks Email & Phone Number

United States

Seattle, Washington, Us

Seattle, Washington, Us

Seattle, Washington, Us

Seattle, Washington, Us

Translated lean concepts from manufacturing to retail to provide value to 4 enterprise projects focused on centralization. - Facilitated the creation of a standard 34 person centralized allocation team. Developed the team to value lean concepts, improving throughput by 31%- Defined a centralized 6 person dropship team, providing 300+ hours/week back to Nordstrom buying teams- Developed data collection and provided analysis for entry level buying role, increasing daily efficiency by 52%- Partnered with Business Process managers and product teams to organize change and process management for new tools to the merchant organization- Currently developing and deploying the lean management system for full price merchant organization. This includes coaching of lean principles, establishing standard, efficient processes, and leading improvement events.

Mentor, Ohio, Us

Continuous improvement leader for manufacturing site of ~120 people. Obtained Six Sigma Greenbelt; project saved $48,000 annually. Worked with Avery Dennison employees to find ways to make their jobs more efficient. Specialized in creating and providing training to further the plant's continuous improvement journey.

Mentor, Ohio, Us

•Directly supervised a manufacturing team of 25 over 8 machines in the finishing department. •Designed and implemented operations process improvement strategy to increase service metric from 96% to 99%, resulting in over $30,000 of savings and a 10% reduction in service-related customer complaints •Analyzed and drew information regarding material handling damage scrap losses, equating to $24,000 of annual savings to the finishing department by driving through root cause identification and problem resolution

Mentor, Ohio, Us

•Initiated, implemented, and supported process upgrades to minimize scrap, increase productivity, and improve quality while sustaining improvements•Led a team to root cause a 2% increase in coating webstock losses. Analyzed historical data to focus on root cause and collected, examined, and reported findings of $960,000 in annual savings to the plant’s bottom line •Used lean sigma tools (A3, FMEA, etc.) to investigate, diagnose, and develop a “troubleshoot mode” as a countermeasure to low corona treater machine reliability, which reduced downtime by 56% and reduced scrap by 575,000 feet •Managed the installation of a $28,000 static bar to the machine; defined the problem, designed a trial run, obtained funding, installed, and trained operators on the new equipment

Kalamazoo, Mi, Us

•Provided design change recommendation, through using A3 thinking, for EMS cot assembly which had a potential scrap reduction of 2% leading to a cost savings of $1,200 per year•Managed a continuous improvement project by identifying solution to improper and/or missing material certifications from a total of 36,248 parts representing a potential savings of $48,000 per year

London, England, Gb

•Originated process improvement through development of an instant feedback form for Chrysler’s vehicle portfolio to improve efficiency and standardize reliability data collection

London, England, Gb

•Developed and launched an effective Error-Mistake Proofing (EMP) system used on two engine machining lines and improved program use by 67%•Researched Toyota Production System (TPS), helped prepare 2 Kaizen reports for process improvements, and updated the plant's QA Matrix