**** **** *** *. ******** Park, Fl. ***** 727-***-**** acteep@r.postjobfree.com

Christopher J. Rauscher

Experience

May 2012 - Present

Transitions Optical, Inc.

Pinellas Park, FL

Manufacturing Manager

Operations Manager for FDA regulated, ISO 9001, and ISO 14001 certified manufacturing facility producing 8MM pcs annually, with a total operating budget of $24MM

Oversee Production Engineering teams, Maintenance staff, Facilities Engineering, and all Supervisory and Production Floor Associates

Reduced unit manufacturing cost by over ten percent during tenure by creating and driving a culture that integrates the use of quality tools such as Lean, Six Sigma, RCA, and DMAIC into the way all continuous improvement is executed

Reduced and maintained out-going mispack rate of < 50PPM through automation and error-proofing

Created new Vision / Mission for production operation focused on innovation and problem solving to challenge norms and accelerate process experience curves

Created effective communication tools to increase employee engagement and participation at all levels of the organization

Reduce order turn-around-time by increasing manufacturing flexibility of Production Associates

Significantly improved facility safety performance by implementing behavioral-based safety program driven-by Production Floor Associates

February 2007 - April 2012

Transitions Optical, Inc.

Pinellas Park, FL

Production Unit Manager

Responsible for daily operation of multiple production lines using two manufacturing technologies using thin film topside coating to process optical lenses for the production of Transitions lenses® and Transitions performance Sunlenses®

Led team of 8 exempt direct employees and 75 indirect hourly employees:

oResponsible for employee engagement, career development, and daily work instruction for direct and indirect reports

oIncreased manufacturing yields over 7%, contributing over $3.0MM in positive manufacturing variance, and set the global benchmark for process performance using a disciplined DMAIC approach and strict management of change (MOC)

oIncreased employee productivity by 25% measured by labor hours per unit produced, saving over $1.6MM by implementing key measurables/metrics and systematically executing Kaizen events to eliminate waste and non-value-added activity

oIncreased engagement of direct reports from 3.42 to 4.74 (out of 5.0) during tenure

Led new product introductions to manufacturing, all on or ahead of schedule and all with significantly higher manufacturing yields than planned quality standard

September 2011 - November 2011

Transitions Optical, Inc.

Cincinnati, OH

Project Leader, Distribution Center Relocation

Led cross functional team in feasibility study to determine best option to relocate Transitions’ global distribution center

Completed financial analysis and business risk assessment to relocate 8.3MM pieces/yr. distribution operation

Successfully executed move of operation to meet condensed three-month deadline ahead of schedule with no impact to customer order fulfillment

2004 - January 2007

Transitions Optical, Inc.

Pinellas Park, FL

Sr. Production Engineer

Responsible for the complete management of six high speed packaging lines, including cost management, product identification, physical packaging, and preparation of product for shipment according to varying customer requirements

Responsible for employee engagement, career development, and daily work instruction for 4 direct and 40 indirect employees

Led Transitions Florida’s mispack reduction team and reduced facility mispack PPM from 2,000 to under 200 PPM

Increased packaging department productivity by 33%

Eliminated all upstream production downtime through the implementation of several key Lean Manufacturing initiatives such as 5S, Kaizen events, and Value Stream Mapping

2002 - 2004

Transitions Optical, Inc.

Pinellas Park, FL

Project Engineer

Lead Equipment Engineer for Plant Packaging Department

Daily management and career development of 3 packaging technicians

Developed automated packaging processes to meet capacity requirements

Justified requests for capital funding for engineering projects using automation to reduce direct labor costs- producing a less expensive, higher quality product

Responsible for identifying and purchasing new capital equipment including buy-offs, managing installation, employee training, and startup of fully automated packaging machinery

US plant representative for world-wide packaging team focusing on sharing best practices, proliferation of new technologies, and equipment standardization

2001 - 2002

Corning, Inc.

Wilmington, NC

Manufacturing Engineer

Lead Mechanical Engineer for Plant Automation Equipment:

Managed a $4MM project from new installation phase, completing several modifications along the way, to turning over to production community. This included meeting rigorous deadlines for design, work completion, and all documentation of system

Developed control systems and programmed Allen Bradley PLCs

Developed graphical user interfaces to control/manipulate equipment

Interfaced with and managed all issues of the production community, outside vendors, system integrators, upper management, maintenance, and quality

Troubleshot and maintained numerous mechanical/electrical fully automated systems for on-call duty to support production in a high volume manufacturing environment

Education

2010 - 2012

University of Florida

Gainesville, FL

Masters of Business Administration (3.9/4.0)

1996 - 2000

State University of New York at Buffalo

Buffalo, NY

Bachelor of Science in Mechanical Engineering (3.7/4.0)

Certifications

Six Sigma Green Belt Certification

Lean Manufacturing Certification

Good Manufacturing Practices (GMP)

Proficient at and teach Root Cause Analysis (RCA)

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