Christopher Vatter Email & Phone Number

Dahlgren, Il

•Leads the Planning Team consisting of seven direct reports responsible for the Quality, Scheduling, Warehouse Inventory Control, Logistics and Training departments.•Implements and maintains SAP based training records for sixty-two full time and twenty-four contract employees in the Quality Management System covering 105 corporate level work instructions, 193 site specific Standard Operating Procedures and 57 site specific Job Safety Analysis sheets.•Chairs the Process Safety Management team of six shop floor personnel covering twelve processes.•Updates and maintains contracts for twenty seed transport providers and twenty-eight local service providers.•Chairs the Implementation Task Force responsible for Best Practices and the implementation of the DuPont Production System.•Conducts twice annual physical inventories.

Dahlgren, Il

•Led the Production Team consisting of eleven direct reports responsible for the Planning, Productivity Improvement, Scheduling, Receiving, Conditioning, Treating, Packaging, Warehouse and Logistics departments.•Met corporate annual production targets of 2.5MM units of soybeans and 300,000 units of wheat by driving the Production Team to achieve short and long term performance metrics.•Trained entire workforce on Standard Operations Procedure methodologies which led to the Production Team authoring 193 Standard Operating Procedures and 57 Job Safety Analysis sheets.•Directed the development of shift reports to facilitate communication departments, shifts and management and to track progress toward Safety, Quality and Productivity goals.•Facilitated the training of the entire workforce in DuPont’s Respect for People initiative.

Marengo, Il

•Directed ten - person distribution center team conducting receiving, packaging, picking, packing and shipping functions in support of aftermarket sales in excess of $41M annually.•Improved quality 69% from 437 ppm down to 135 ppm by conducting root cause analysis of every return material receipt and tightening picking and packing procedures.•Raised productivity 32%, from an average 35.7 lines per hour, to an average 52.6 lines per hour through head count reduction, process improvements and cross training of the workforce, saving $400,000 annually.•Reduced over-time hours 93% from 208 hours per month to 13 hours per month by stabilizing the workforce and improving schedule of daily operations saving approximately $6,000.00 per month.•Assumed responsibility of packaging and return material operations without increase in department headcount.

Marengo, Il

•Supervised forty material control and three cycle count personnel in support of three assembly lines, three weld lines, one fabrication and one paint department in lean manufacturing environment supporting production of up to fifty-two finished vehicles per day.•Implemented new forty-three-unit RF barcode scanning system ahead of schedule and under budget that increased picking accuracy rate to 99.98% while on assignment out of the country.•Achieved a 30% improvement in quality defects per unit measurement by re-layout of existing warehouses supporting Nissan, Mast and Barrett Assembly Lines.•Consolidated the Weld Warehouse material handling functions eliminating redundant operations and improving productivity 14%.•Authored 80 Standard Operation Sheets for the Material Control Department as part of the Nissan Way production system implementation.•Reduced on hand line inventory from one hour to thirty minutes while maintaining delivery to TAKT Time.•Member of design team that produced an automated chain cutter that served the Mast Assembly Line and allowed the elimination of over one hundred stocked finished mast chains.•Conducted annual physical inventories resulting in total variance of less than $14,000 on inventory of $14MM.

Master Of Science (M.Sc.), Engineering/Industrial Management

Master’S Degree, Operations Management, 3.8/4.0