Trevor Vavreck

Led enterprise‑wide operational transformation across 4 Warehouse Operations, fostering a culture of innovation, continuous improvement, and data‑driven decision‑making while directly influencing executive‑level strategy and outcomes.

• Drove step‑change productivity and cost improvements, delivering a 52% productivity increase through Scan‑Less and Visual Monitoring automation (584 → 892 CPH), generating $34.1M in annual savings across three major nodes.
• Significantly improved quality and reliability, reducing inbound automation defects by 46.5% year‑over‑year (22.27% → 11.9%), strengthening downstream manufacturing flow and customer service.
• Advanced workplace safety while increasing throughput, leading pedestrian and equipment separation initiatives that improved site safety culture and unlocked higher‑efficiency equipment usage, delivering $342K in annual savings.
• Project Lead for multi‑site manufacturing and operations launches, successfully standing up inbound operations at newly built facilities in Riverside, CA and Hampton, GA, ensuring scalable layouts, modernized systems, and rapid ramp‑up.
• Architected inbound manufacturing and material‑flow enablement, partnering with Product and Engineering teams to modernize WMS capabilities, transition from legacy systems, and enable global testing supporting 318 appointments and ~337K cartons during ramp.
• Owned Cross‑Dock and Material Handling redesign initiatives, leading end‑to‑end process design (layout, scan logic, flow paths, automation logic) that Delivered $8.0M validated annual savings (exceeding $6.6M forecast)
  Reduced inefficient cross‑dock handling from 8.6% to 1.6% of outbound volume
  Improved variable cost per unit (VCPU) to $0.015
  
• Established a network‑wide continuous improvement culture, launching the first Kaizen Blitz at the company’s oldest facility and scaling deep‑dive problem‑solving practices across the enterprise.
• Led cross‑functional teams through complex scope changes, maintaining execution velocity while shifting strategies (pod‑based to depalletization models), coordinating Product, Safety, Design, Engineering, and Vendor partners.
• Directed safety‑critical automation optimization, resolving vendor issues, influencing safety policy, and aligning system logic to reduce downtime while improving operational efficiency.
• Delivered high‑ROI capital and technology investments, leading printer standardization analysis and zero‑impact testing resulting in >$600K ROI by Year 2 and a clear enterprise deployment recommendation.
• Shaped future manufacturing and replenishment strategies, influencing automation standards, facility layouts, and operating models for next‑generation sites, while leading near‑term pilots and long‑term visioning initiatives.

• An elevated leader during the launch of a new Sortation Center, collaborate with cross-functional teams to streamline processes for Target’s Last Mile. Utilize Continuous Improvement tools to dissect Root Cause of the biggest opportunities and drive counter-measures achieving process excellence.
• Successful Launch of New Node in elevated leadership position
• 88% reduction in quality opportunities: Reduced from 1.8% > 0.23%
• Mentor entry level leaders, and foster a culture of problem solving excellence
• Created innovative solution at the Network level for process adherence auditing

• Elevated Leader on the first “Target Last Mile” Executive leadership Team which launched the First Ever Target Sortation Center. Developed network wide innovation, standardization, daily, weekly, and monthly tracking using available data and analytical problem solving.
• Developed Network Wide Quality Culture on how to track, analyze and solve exception defects
• Fostered and owned relationship with 3rd Party logistic partner

• Plan, deploy, and lead all lean activities that will produce significant cost savings through productivity, quality, waste reduction improvements, and improving business processes.
• Designed, trained, and implemented a 5S auditing system to improve operational organization and housekeeping.
• Provide mentoring and support to all production team members to bring about the necessary cultural change within the company. (Up to 130 Team Members during peak months)
• Create and communicate project reports to management to provide visibility for the lean initiative.
• Shown ability to generate results through thoughtful process change and thoroughly leading people to deliver sustained results.
• Documented and Audited Standard Work throughout the plant thus maintaining process control.

• Accomplishes manufacturing staff results by communicating job expectations; planning, monitoring, and appraising job results; coaching, counseling, initiating, coordinating, and enforcing systems, policies, and procedures.
• Maintains staff by recruiting, selecting, orienting, and training employees; developing personal growth opportunities.
• Provides manufacturing information by compiling, initiating, sorting, and analyzing production performance records and data; answering questions and responding to requests.
• Company Description

• Liaison for all communication channels flowing from Customer Service to Production.
• Maintained close business relationships with Metal suppliers, trialing new processes and products to determine what best suited company’s needs.
• Responsible for 20 million pounds of inventory in Anoka, ensuring stock levels satisfied work orders and customers’ needs.
• Analyzed inventory reports to determine on-hand stock.
• Created purchase orders with approved vendors to transition material to facility.
• Partnered with purchasing to value stream future inventory needs for the plant.
• Developed projections of material usage to determine material needs
• Company Description