Projects

Nordstrom

Optimizing Store Returns Processing for Increased Efficiency

As an Industrial Engineer at the East Coast Distribution Center (DC), I identified and resolved a critical backlog issue in the store returns process—one that was leaving millions of dollars in merchandise unavailable for sale.

Every day, the DC receives store-returned items, consolidates them, and ships them to the Fulfillment Center (FC) for processing and restocking. However, during the post-holiday season, return volumes surged beyond the capabilities of the FC, overwhelming the system and causing the backlog of returns to be kept at the DC. This backlog not only tied up valuable inventory but also risked lost sales due to unavailable stock.

To streamline operations and eliminate delays, I conducted an analysis of weekly return volumes at the DC and collaborated with my FC counterpart to assess their department’s processing capacity. I determined that to meet demand, the DC needed to process 20% of the FC’s daily return volume—approximately 20,000 units.

1. Designed and implemented a new Store Returns department within the DC to take on the additional processing capacity.
2. Optimized department layout using FlexSim simulation, mapping workstations, conveyor systems, and material handling flow to maximize throughput while minimizing space requirements.
3. Identified an underutilized area within the DC, repurposing it to house the new department.
4. Developed and deployed a temporary solution using existing workstations and a manual roller conveyor system to immediately begin processing returns while a full-scale upgrade was in progress.
5. Integrated the Returns Warehouse Management System (WMS) into the DC’s systems, ensuring seamless operations.
6. Hired and trained 60 employees across three shifts to support the expanded processing requirements.

This initiative was successfully proposed, approved, and completed on time (3 months) and within budget ($1M). The department began operations in phases as new sections became available, ultimately eliminating the backlog and ensuring returned stock was quickly processed and made available for customers.

Shipping Sorter Upgrade & Optimization

As Project Manager, I led a $4.8M shipping sorter upgrade project that resulted in an 84% increase in carton throughput, significantly improving operational efficiency and strengthening the Distribution Center’s capacity to support the region's anticipated store growth over the next five years. This project introduced the first shoe sorter in the network, marking a major advancement in automation and throughput capabilities.

This initiative involved overseeing all aspects of project execution, including scheduling, contractor management, testing, and operational coordination. To ensure the project's success, I developed and maintained a structured project schedule, closely managing milestones and dependencies to keep the initiative on track. I collaborated with contractors to ensure seamless equipment installation and integration while adhering to project timelines and budget constraints. Additionally, I designed and conducted comprehensive test plans to validate system performance, ensuring the new sorter met operational requirements and efficiency targets.

During testing, the sorter exceeded performance expectations, achieving an 84% increase in throughput—surpassing the original projection of 70–75%. This unexpected performance boost further enhanced the facility’s capacity, providing even greater long-term efficiency and scalability.

Throughout the project, I navigated several setbacks, including significant delays in cutting a large hole in a concrete wall for the sorter to pass through. By having a well-defined critical path, I was able to quickly adjust contractor workflows and re-sequence tasks, minimizing the overall impact on the project schedule and keeping the implementation on track.

Beyond performance improvements, I also implemented key design enhancements to improve workplace ergonomics for material handlers. By adding roller-top tables at the end of the sorter truck lines, I reduced manual lifting and strain, creating a safer and more efficient work environment.

A key challenge of this project was minimizing disruptions to ongoing operations. By proactively coordinating with operational teams, I implemented phased rollouts and contingency strategies that allowed the facility to maintain productivity while the upgrades were underway.

This project highlights my ability to manage large-scale automation and logistics improvements, adapt to unforeseen challenges, drive innovation within a distribution network, and enhance both operational efficiency and workplace ergonomics.

GE Aviation (Co-ops)

GE Aviation, Erlanger, KY:

I optimized delivery processing in the Warehouse Management System (WMS), reducing untracked inventory and operational delays. By refining workflows and collaborating with customers and material handlers, I achieved 70% fewer deliveries missing receipt scans 80% fewer deliveries missing put-away scans. To streamline tracking and resolution, I also developed an automated Excel system, improving accuracy and efficiency in inventory management.

GE Aviation, Lynn, MA

As a Supply Chain Engineer overseeing gages and overhaul tracking, I developed an Excel-based tracking tool to enhance the management of military and commercial overhauls.

The tool collected and stored reported operation times in a database, which then calculated the average completion time for each operation. These insights were used to accurately estimate completion dates for new overhauls, improving scheduling efficiency and operational planning.

Wegmans (Co-op)

Resource Analysis

I conducted a time study on two positions, analyzing the workload of six employees to assess whether new responsibilities could be managed without impacting efficiency. Using a combination of time study data, historical records, employee interviews, and statistical analysis, I determined that the existing team was understaffed for the expanded workload.

After presenting my findings to supervisors, the company hired two additional part-time employees to balance the workload. I then reevaluated and redistributed responsibilities, leading to an 80% reduction in overtime for the affected employees and a more sustainable work structure.

Streamlining Bakery Stockroom Resets

I developed a Gantt chart using MS Project to guide the complete reset of the bakery stockroom, ensuring a structured and efficient process. This timeline was adopted across the maintenance network, enabling teams to successfully reorganize inventory and implement improved control processes for better stock management.

Centralized Stockroom Management for Efficiency and Cost Savings

During my time at Wegmans, I worked extensively across multiple stockrooms on two campuses, where my team frequently encountered operational inefficiencies. To address these challenges, I designed a centralized stockroom system to streamline inventory management and improve overall operations.

I led the data collection, analysis, and proposal development, identifying a solution that enhanced purchasing efficiency, operational costs, resource utilization, and data integrity. The proposed system included:

1. Leveraging supplier relationships to secure better pricing on standard parts
2. Establishing more accurate minimum and maximum spare part quantities
3. Implementing a new process for requesting and delivering parts directly to the worksite

With an estimated savings of $250,000 annually, this initiative significantly improved cost-effectiveness and resource management across the organization.

Improving Purchase Order Accuracy for Better Cost Projection

identified and addressed inefficiencies in purchase order due dates, enabling management to accurately project monthly costs. Through targeted improvements, on-time due date accuracy increased from 6% to 97% in just two weeks.

1. Educating buyers on the importance of accurate due dates
2. Providing training on proper use of the due date application
3. Leveraging an existing database to track lead times effectively
4. Strengthening relationships with distributors to improve reliability

I continued to monitor accuracy over three months, implementing further refinements as needed to sustain long-term improvements.

RIT

RIT Senior Design Project: Rochester Roots High Tunnel (January 2014-December 2014)

For my RIT Senior Design Project, I collaborated with a team of two mechanical engineers and two industrial & systems engineers to retrofit an existing high tunnel—a greenhouse-like structure—ensuring it could sustain an adequate growing environment in Rochester, NY, while also being vandalism-resistant.

This project was developed for Rochester Roots, a nonprofit organization dedicated to providing low-income families with locally grown produce through a Community-Supported Agriculture (CSA) program.

As the project manager, I led planning and research efforts, guiding the team through thermodynamic analysis, benchmarking, and simulation modeling to design a high tunnel capable of maintaining proper growing conditions. To validate our design, we built a scaled-down prototype and tested it in a freezer, confirming its ability to sustain the required temperatures for winter food production.

The project was successfully completed in December 2014 and was passed on to another RIT Senior Design Team for further iteration and development.

RIT Capstone: Comparative Life Cycle Analysis of Traditional Manufacturing vs. Additive Manufacturing for Aerospace Titanium Parts (January 2015-June 2015)

As part of a Sustainable Engineering Capstone project, our team of four graduate students conducted a comprehensive environmental impact analysis comparing traditional manufacturing methods and Electron Beam Melting (EBM) 3D printing (additive manufacturing) for aerospace titanium components.

The objective was to perform Life Cycle Analyses (LCAs) on both manufacturing approaches to assess their overall environmental footprint. We evaluated key factors, including:

1. Material efficiency – Assessing part volume and buy-to-fly ratio, a critical metric in aerospace manufacturing.
2. Energy consumption – Comparing the energy demands of subtractive vs. additive production processes.
3. Transportation impacts – Analyzing supply chain logistics and emissions.
4. Production scale – Evaluating how batch size affects sustainability and resource utilization.

By quantifying these variables, our study provided data-driven insights into the potential benefits and trade-offs of using additive manufacturing for titanium aerospace parts, supporting more sustainable production practices in the industry.