Thomas Peterson

*Increased the site’s merge rate from 50% to above 65% within 3 weeks by redesigning the X-dock layout, optimizing space for a 5S-standard merge area. Consistently met the 65% merge goal from Week 13 onward.

*Reduced weekly D-0 MDS from 3.5% (Week 10) to 2% (Week 33-36), achieving a site low of 1.69% in Week 24. Accomplished through targeted training, gap identification, and sustainable corrective actions with managers.
*Spearheaded initiatives that led to regional recognition for a reduction in wasted adhocs, resulting in an estimated annual savings of $598,174. Improvements included changes to MTP processes, revamped hourly tracking, BUP adjustments, and fostering better collaboration between X-dock and sortation teams.
*Increased site auto sorter efficiency by 38% and sorter capacity by 18% from Q1 to Q4 2022. Reduced daily labor hours by 21% (from 1,900 to 1,500 hours) by implementing a Cost POC strategy, improving overall site efficiency by 24%.
*Led a project to improve driver capacity in the W2 region, resulting in $1.5M in annual savings for Amazon.
*Drove a 68% improvement in quality defects from Q2 to Q4 2021, achieving significant quality enhancements as a DEA Champion.
*Successfully developed 1 L6 to L7, 1 L5 to L6, and 1 L4 to L5 during 2024, demonstrating strong mentorship and commitment to team growth and succession planning.

*Played a key role in developing and promoting 2 Process Assistants to Area Managers and 4 T1 Associates to Process Assistants, contributing to the growth of the team and strengthening the talent pipeline.
*Supported the training and successful launch of SMF5’s Auto-sorter, ensuring smooth implementation and operational efficiency.
*Created a new inbound trailer slotting guide, increasing daily site capacity by 24K during the 2019 peak season.
*Implemented a cross-dock operation in 2021, boosting the site’s daily capacity by 34K and significantly improving throughput.
*Drove a 23% improvement in defect reduction from Q2 to Q4 in 2021, contributing to overall quality enhancements as a DEA Champion.
*Acted as the Point of Contact (POC) for floor layout changes, overseeing the optimization of site operations to improve efficiency and capacity.

*Implemented multiple process improvement projects around trailer unloading, resulting in a 35% increase in site unload/stocking efficiency and a reduction in daily hours from 200 to 130.
*Developed and promoted 3 leaders into the team lead role, fostering leadership growth and building a strong management pipeline.
*Sent on an STA to a neighboring site to improve unload efficiency, achieving a 15% reduction in daily hours usage through targeted process optimizations.