Lauren Larsen is a manager who is dedicated to engaging staff and employees. She is an expert in LEAN manufacturing principles focusing on eliminating waste. She is also an innovator who successfully solves problems to increase productivity and quality. She is an effective communicator and leader who can build highly effective teams. She has expertise in several industries such as plastics, containers, and coatings. She also teaches manufacturing and business classes part-time.

1. Conceived and Implemented
By
Lauren Larsen

2. About Lauren Larsen
 Manager that is dedicated to engaging staff and employees
 LEAN expert focusing on the Value Stream of the operation and wastes
 Innovator who successfully solves problems to increase productivity
and quality
 Effective communicator with all levels from employee, senior
management and national customers
 Successful leader who can build and develop highly effective teams that
produce organization cultures of collaboration and success
 Technical and quality expertise in several industries such as plastics,
containers, coatings and with government contracting services
 Part-time teacher of core manufacturing, building operations systems ,
and MS office software classes at a non-profit organization

3. P&L and Key Performance Index
Minneapolis 2010
Comments Trays 74c/74EC
Jan Feb March April May June July August Sept Oct Nov Dec Yearly Totals
Pro. Rev. 186,564.27 165,119.39 178,864.26 148,807.30 137,312.62 148,749.47 117,252.57 126,402.22 122,969.86 121,484.61 122,457.51 136,267.82 $ 1,712,251.92
FG Rev. 15,652.50 13,028.64 22,677.96 23,167.48 16,068.14 18,011.05 21,326.02 20,925.12 21,784.97 20,936.53 27,228.08 24,406.45 $ 245,212.95
Sub-total 202,216.77 178,148.03 201,542.22 171,974.79 153,380.76 166,760.52 138,578.59 147,327.35 144,754.83 142,421.14 149,685.59 160,674.27 $ 1,957,464.87
Facility 80,592.83 80,592.83 80,592.83 80,592.83 80,592.83 80,592.83 80,592.83 80,592.83 80,592.83 80,592.83 80,592.83 80,592.83 $ 967,113.96
Core Staff 77,252.12 77,252.12 77,252.12 77,252.12 77,252.12 77,252.12 77,252.12 77,252.12 77,252.12 77,252.12 77,252.12 77,252.12 $ 927,025.44
Basic Ops 92,271.96 92,271.96 92,271.96 92,271.96 92,271.96 92,271.96 92,271.96 92,271.96 92,271.96 92,271.96 92,271.96 92,271.96 $ 1,107,263.52
Sub-total 250,116.91 250,116.91 250,116.91 250,116.91 250,116.91 250,116.91 250,116.91 250,116.91 250,116.91 250,116.91 250,116.91 250,116.91 $ 3,001,402.92
Miscellaneous 34,491.18 47,579.60 15.00 0.00 16,739.30 0.00 45,035.88 36,117.69 44,128.86 19,759.14 26,796.11 23,547.03 $ 294,209.78
Total Rev 486,824.86 475,844.53 451,674.13 422,091.70 420,236.97 416,877.43 433,731.38 433,561.95 439,000.60 392,538.05 426,598.61 434,338.21 $ 5,233,318.43
CR REV sep. 23,099.15 19,489.02 25,231.65 22,406.25 21,614.44 24,681.83 20,190.98 23,590.24 20,983.81 19,271.41 18,734.37 19,736.34 $ 259,029.49
Jan Feb March April May June July August Sept Oct Nov Dec
Labor Cost 143,975.72 114,327.01 138,778.53 140,314.27 111,511.39 113,491.00 116,835.80 113,838.04 123,109.64 113,121.32 117,744.09 129,275.42 $ 1,476,322.23
Labor Ben. 54,724.27 57,133.92 55,993.86 67,456.96 49,320.79 45,396.51 42,831.52 33,661.32 100,798.22 44,928.44 38,376.82 25,209.67 $ 615,832.30
Adm Cost 54,128.65 28,288.65 46,693.41 75,118.55 60,542.25 37,117.09 37,495.42 36,081.39 33,631.28 32,432.44 34,099.17 37,386.87 $ 513,015.17
Total Labor Cost 252,828.64 199,749.58 241,465.80 282,889.78 221,374.43 196,004.60 197,162.74 183,580.75 257,539.14 190,482.20 190,220.08 191,871.96 $ 2,605,169.70
Staff Level 50.00 50.00 49.00 47.00 43.00 43.00 42.00 41.00 41.00 42.00 42.00 42.00
Work Days 21.00 20.00 22.00 22.00 21.00 22.00 22.00 22.00 21.00 22.00 21.00 22.00
Holiday 2.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 2.00 2.00
July 5th partial Ware.
Poss. Hours(1) 9,104.00 8,352.00 8,624.00 8,272.00 7,520.00 7,568.00 7,680.00 7,216.00 7,168.00 7,680.00 7,632.00 7,968.00
Labor$perDay 9,461.90 8,573.05 8,853.29 9,444.15 7,310.55 7,222.16 6,942.06 6,704.52 10,177.63 6,871.73 6,787.87 6,436.88
Pro Hours(2) 4,444.62 4,017.65 4,248.47 3,530.65 3,159.25 3,489.99 2,842.84 3,046.42 3,012.87 3,151.69 3,207.37 3,593.07
CR Hours 469.12 384.65 518.79 460.24 425.67 485.37 407.14 446.55 451.74 417.52 394.00 399.62
Ware Hours 1,619.58 1,554.58 1,712.02 1,489.32 1,169.28 1,268.67 1,356.72 1,306.97 1,238.08 1,260.37 1,312.97 1,408.20
Plant Wide Hrs 8,036.88 7,399.32 7,644.17 6,477.97 5,992.45 6,634.74 5,776.22 6,370.75 6,318.72 6,021.54 6,059.42 6,597.48
Jan Feb March April May June July August Sept Oct Nov Dec Yearly Totals
Tot. Rev/Pt. Hrs 60.57 64.31 59.09 65.16 70.13 62.83 75.09 68.06 69.48 65.19 70.40 65.83 $ 65.65
Tot. Rev/Poss Hrs 53.47 56.97 52.37 51.03 55.88 55.08 56.48 60.08 61.24 51.11 55.90 54.51 $ 55.17
Pro Rev/Pro Hrs 36.78 36.25 36.16 35.80 36.62 35.55 34.14 33.75 33.85 38.55 38.18 37.93 $ 35.63
FG Rev/Ware Hrs 9.66 8.38 13.25 15.56 13.74 14.20 15.72 16.01 17.60 16.61 20.74 17.33 $ 13.31
CR Rev/CR Hrs 49.24 50.67 48.64 48.68 50.78 50.85 49.59 52.83 46.45 46.16 47.55 49.39 $ 50.16
ProFG Rev/Pt Hrs 25.16 24.08 26.37 26.55 25.60 25.13 23.99 23.13 22.91 23.65 24.70 24.35 $ 25.00
P+FG Rev/ProCRWareHours 30.95 29.91 31.11 31.38 32.26 31.80 30.08 30.69 30.78 29.49 30.46 29.75 $ 31.02
Labor $/Pt Wide Hrs 31.46 27.00 31.59 43.67 36.94 29.54 34.13 28.82 40.76 31.63 31.39 29.08
Labor $/Poss Hrs 27.77 23.92 28.00 34.20 29.44 25.90 25.67 25.44 35.93 24.80 24.92 24.08
To. Labor/Days 10,992.55 9,511.88 10,975.72 12,858.63 10,062.47 8,909.30 8,572.29 8,344.58 11,706.32 8,281.83 8,270.44 7,994.67
2010 Jan Feb March April May June July August Sept Oct Nov Dec Yearly Totals
% ROI 13.90 24.70 12.50 -1.20 11.60 17.70 19.00 23.60 6.90 19.80 13.50 22.80 15.5
Monthly Profit $ 67,537.09 117,450.77 56,465.64 -4,953.90 47,861.38 74,012.63 82,473.96 102,443.62 30,123.93 81,707.85 53,930.63 105,155.90 $ 814,209.50
Comments
Profit/ Pl Hrs Worked 8.40 15.87 7.39 -0.76 7.99 11.16 14.28 16.08 4.77 13.57 8.90 15.94 $ 10.30

4. Benefits and Wages Calculations
1. Percentage of benefits to wages; includes payroll taxes, medical, workers comp, and incentive pay
35.93% Varies due to portion of taxes.
2. Percentage of payroll taxes to wages; included in OT calculations
9.63%
3. Figures taken for the 1st quarter of 2007
4. Standard efficiency value will be 168% or $1.68 incentive as given estimates.
Other benefits paid at 40 hours medical, workers comp and small change to incentive
Standard Labor Wages and Benefits (hourly)
Functions Wage Payroll Taxes All Benefits Total Cost
9.63% 35.93%
MH $ 16.04 $ 1.544 $ 5.763 $ 21.80
Forklift $ 17.74 $ 1.707 $ 6.374 $ 24.11
Logistics $ 18.04 $ 1.736 $ 6.482 $ 24.52
Yard Dr. $ 20.39 $ 1.963 $ 7.326 $ 27.72
Mechanic $ 21.24 $ 2.044 $ 7.632 $ 28.87
OT Labor Wages and Benefits (hourly)
Functions OT Wage Payroll Taxes Incentive w/ Taxes Total Cost
9.63% See 4
MH $ 24.06 $ 2.316 $ 3.996 $ 28.06
Forklift $ 26.61 $ 2.561 $ 4.241 $ 30.85
Logistics $ 27.06 $ 2.605 $ 4.285 $ 31.34
Yard Dr. $ 30.59 $ 2.944 $ 4.624 $ 35.21
Mechanic $ 31.86 $ 3.067 $ 4.747 $ 36.61

5. Minneapolis MTESC Safety Incentive Program
Program Goal: At the Minneapolis ARI MTESC, our goal is that each employee works safely and is provided a safe work
environment. The Minneapolis plant has a several year history of being effective in achieving a safe work environment with
very few if any Lost Time accidents. Due to our demonstrated ability to work safely a monetary reward program is being
implemented to share with all employees the benefits of creating and maintaining a safe working environment.
Program Outline: On January 1, 2003, the Minneapolis Safety Incentive Program will be implemented. The plant will for each 3
calendar month period will be awarded $50 of safety incentive pay to each employee for work safely.
Program Rules: Successful completion of working safely will be measured against the 3 rules.
1. No Lost Time injuries during the period. (1)
2. Five or less minor injuries requiring a doctor’s visit. (2)
3. No failure to report an injury resulting in a doctor’s visit or obtain necessary medical treatment of a work injury .
(1) Lost time injury is a work injury that a medical professional prescribes absence from work for treatment of the injury.
(2) A minor injury is one requiring a medical professional treatment, but does not include “Lost Time”.
Payout: The payout will be in one of the following payroll periods after the completed 3 calendar month period (must be an ARI
employee during safety period and at time of payout). Each eligible employee will receive the Safety Incentive.
Note: These program guidelines is for information and illustrative purposes and are in no way meant to be a contract of
employment or guarantee of continue employment for any specific period of time. The rules contained in the Minneapolis
MTESC ARI Safety Incentive program are for illustrative purposes and are not considered being exclusive. No program or
policy can anticipate every circumstance or question, therefore, we reserve the right to unilaterally amend or withdraw this
program or policy at any time with or without notice for any reason it deems appropriate.

6. 90.00
110.00
130.00
150.00
170.00
190.00
1/7/2011
1/14/2011
1/21/2011
1/28/2011
2/4/2011
2/11/2011
2/18/2011
2/25/2011
3/4/2011
3/11/2011
3/18/2011
3/25/2011
4/1/2011
4/8/2011
4/15/2011
4/22/2011
4/29/2011
5/6/2011
5/13/2011
5/20/2011
5/27/2011
6/3/2011
6/10/2011
Plant Percentage Efficiency 2011
PHILADELPHIA
SPRINGFIELD
MINNEAPOLIS
SEATTLE
SAN FRANCISCO

7. Warehouse Change from Efficiency KPI
0
20
40
60
80
100
120
140
160
180
200
4/14/2003
4/21/2003
4/28/2003
5/5/2003
5/12/2003
5/19/2003
5/26/2003
6/2/2003
6/9/2003
6/16/2003
6/23/2003
6/30/2003
7/7/2003
7/14/2003
7/21/2003
7/28/2003
8/4/2003
8/11/2003
8/18/2003
8/25/2003
9/1/2003
9/8/2003
9/15/2003
9/22/2003
9/29/2003
10/6/2003
10/13/2003
10/20/2003
10/27/2003
11/3/2003
11/10/2003
11/17/2003
11/24/2003
12/1/2003
12/8/2003
12/15/2003
12/22/2003
12/29/2003
Warehouse labor reduction with my Efficiency Program Implemented
Loaded
Unloaded
Dept. Hours
Poly. (Loaded)
Poly. (Unloaded)
Poly. (Dept. Hours)

8. % Price Change All Sites
SITE NAME Long Island, NY Minneapolis, MN Phil, PA San Fran, CA Seattle, A Springfield, MA
Eff 12/01/09 Eff 11/01/09 Eff 11/01/09 Eff 12/01/09 Eff12/01/09 Eff 12/01/09
Unit Price Unit Price Unit Price Unit Price Unit Price Unit Price
Product Group
Nylon Mailbags -3.2% -8.0% -6.3% -2.6% -8.9% -9.5%
Plastic Mailbags -3.2% -7.9% -6.1% -2.5% -8.8% -9.5%
Canvas Mailbags -3.1% -7.9% -6.1% -2.5% -8.7% -9.5%
01V Plastic Mailbags -3.2% -7.9% -6.1% -2.5% -8.8% -9.5%
03V Plastic Mailbags -3.2% -7.9% -6.1% -2.5% -8.8% -9.5%
Tray Processing
Small Plastic Trays -4.6% -7.6% -6.4% -3.0% -7.7% -10.6%
Large Plastic Trays -4.7% -7.6% -6.4% -3.0% -7.4% -10.9%
Sleeves -4.0% -8.0% -6.4% -2.8% -8.7% -10.1%
Lids -3.9% -8.1% -6.6% -2.9% -8.7% -9.8%
Small Cardboard Trays -4.6% -7.6% -6.3% -3.0% -7.7% -10.8%
Large Cardboard Trays -4.7% -7.2% -6.2% -2.9% -8.1% -11.1%
AVE OF MB and TSL -3.8% -7.8% -6.3% -2.7% -8.4% -10.1%
Pallet Processing
Pallet Processing -5.0% -9.4% -8.8% -4.6% -9.9% -13.7%
Container Processing
Container Processing -2.9% -10.8% -11.7% -6.3% -9.6% -16.3%
Container Mechanical Repair
Repair Hamper r -3.8% -5.8% -3.8% -4.4% -11.9% -11.1%
Repair UMC -2.9% -5.1% -2.6% -4.4% -11.8% -11.3%
Repair 3909 GPMC -3.0% -5.2% -2.8% -4.4% -11.8% -11.3%
Repari 3910 OTR (HD) -3.0% -5.2% -2.8% -4.4% -11.8% -11.3%
Repair ERMC -2.9% -5.1% -2.6% -4.4% -11.8% -11.3%
Repair Wiretainer (RWIRE) -3.1% -5.2% -3.0% -4.4% -11.8% -11.2%
Repair 1046P Hamper -3.6% -5.7% -3.6% -4.4% -11.9% -11.2%
Repair CON-CON 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Repair 84C CWIRE 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

9. Automatic Bander and Wrapper
Eliminated manual banding and wrapping and moved 5 FTEs to added value functions
 Induction  Finished Goods

10. Automatic Conveyor and Turn
Eliminated manual transportation of FG pallets from Processing to the Shipping docks
Inventory improvement with single file data entry by conveyor
 300 ft conveyor  Turn

11. Material Handling
Created automatic box tipper and reduced MH labor for handling this product
Designed a high volume shipping area to increase loading capacity and reduce warehouse travel
 Automatic Gaylord tipper  Finished Goods order
staging

12. Automatic Tray Folding
LEAN Initiate: reduced set up time from 1 ½ days to 30 minutes
Increased output capacity by 300% with this automation
 Tray Folding unit 1  Tray Folding unit 2

13. EHS – Safety innovations
 Installed protective barriers in tight forklift
areas to protect team members and
materials.
 Installed protective barriers around 480
electrical areas.