John Corry Email & Phone Number

St. Louis, Mo, Us

Greater St. Louis

United States

United States

Greater St. Louis Area

• Responsible for evaluation of new products and processes to support the Innovations pipeline • Partnering with Logistics to identify drive reduction in Logistics and Industrial costs through changes in footprint planning at the 18 North American Zone Breweries• Accountable for accurate costing of new and cross-brewed products• Owner of Brewing Capacity modeling and capacity debottlenecking for the Zone

Greater St. Louis Area

• Primary business representative on $14MM project to replace legacy manual scheduling systems at US Breweries with advanced scheduling and planning systems• Representing business aspects of project to North American Zone VP’s of Supply, Logistics, and IT• Responsible for ensuring that project fulfills goals of transforming planning and scheduling process across Logistics and Brewing departments• Led software developers in creation of advanced linear model to produce optimized production plans for some of the most complex breweries in the world• Delivered improved planning business process resulting in more consistent results and 6% reduction in working capital for the two breweries installed• Project implementation put on hold due to CAPEX funding reductions

Greater St. Louis Area

• Manager of North American Zone Brewing Technical Team: Managed team of brewing specialists in supporting 18 US and Canadian breweries’ improvements in safety, brewing quality and cost efficiency• Zone owner of the Total Extract Loss raw material usage efficiency KPI, reducing losses by 22% with a savings of over $15MM per year• Member of Zone Taste Panel ensuring consistent beer sensory for Global Budweiser and all North American production• Led transformation of team roles to enhance value to breweries by focusing on supporting solutions needed and best practice identification and cross-seeding• Brewing Lead for Optech initiative driving process ownership to the plant floor using six sigma methodology (KPI analysis, process mapping, RACI, enhanced SOPs and checklists)• Led team of Brewmasters to develop Project Compass, a roadmap for the future role of the brewer • Improved best practice sharing between breweries by initiating a recurring “Best Practice Bazaar” forum for breweries to present and discuss challenges and solutions• Developed a system of Technical GOPs to institutionalize technical knowledge and drive implementation of best practices• Brewing lead for transition from a legacy costs accounting system to a process data driven system capable of improved process visibility to better identify and address cost drivers• Responsible for generating $900 MM Raw Materials budget for North America Zone including operational and efficiency improvements, transformed process improve brewery involvement and ownership

Greater St. Louis Area

• Responsible for all aspects of the Filtration and Releasing department consisting of 5 managers, 2 process engineers, and 50 brewers to deliver the highest quality beer in the most efficient manner possible• Maintained a Zero Safety Incident environment by driving ownership of safe behaviors to the plant floor• Accountable for delivering financial reporting and LE’s for brewing department to General Manager• Led a cross-functional Improvement Task Force utilizing the PDCA process that resolved the cause of a quality issue that plagued the brewery for over 10 years resulting in the installation of a reverse osmosis water filtration system• Initiated the Finishing Department Optimization Workshop, a brewer led effort to optimize their workgroup output while improving delivery of SLA’s to other departments• Developed a low capital FlexDraft solution to allow for increasing the number of brands that the brewery could accept and thereby reducing the network logistics cost• Modified beer filtration blending controls and sampling regimen to reduce downtime to packaging department by 50%• Participated in a Zone wide Production Planning task force to identify and close gaps in the business cycles between Supply Chain, Production, Logistics, and Sales• Developed a two week brew cycle for all brands to simplify previous 6 week cycle reducing loss for tank changeover and reducing beer related packaging downtime by 20%• Created an advanced Finishing training class and led the development of tools for brewers to drive process analysis to the plant floor level• Increased hourly brewer ownership in traditional management tasks such as raw material ordering and production planning• Proactive coaching assisted in the promotion of four subordinates

Greater St. Louis Area

• 24/7 Accountability for all production and maintenance execution in the Chips/Finishing group • Ownership of training and development for four supervisors and 50 brewers• Tactical and strategic optimization of production schedule with Logistics and Operations department• Led development of Chip Planner Tool to automate scheduling of work assignments

• Experience as Area Manager in both the Can (5 lines) and Bottle (4 lines) areas, managing all aspects of operation including safety, quality, material loss, throughput, maintenance, and personnel development. • Created new concept for 6th Floor Optimization, delivering the same $5.8 MM savings while reducing scope from $18.4 to $5.5 MM• Led effort to optimize bottle line conversion cycles, resulting in a 15% reduction in conversion time• Successfully introduced both 22oz production and cold glue labeling to L34 through an Improvement Task Force• Reduced CO2 usage on three bottle lines by 20% without increase in dissolved O2• Executed data driven speed increase 3 packaging lines from 2000 cpm to 2200 cpm • In 2008, all four 12oz can lines were ranked in the top ten across the 60 lines at the US breweries for asset utilization• Reduced PQC Consumer complaints by 10% from 2006-07 and an additional 25% reduction in 2008• Increased Chelada production from test run of a new type of beer product to sole source for nationwide rollout while reducing related conversion time by 66% and low fill losses by 75%.• Increased a can line’s throughput by 6% after ramp-up of new packer install while incorporating two additional package configurations and continued increase in SKU’s• Reduced process loss on can lines by $250M from 2005 to 2006

Greater St. Louis Area

• Project lead for $20.5 MM Can Line Modernization at Newark Brewery• Responsible for full project life cycle including scoping, funding, design and implementation

Lexington, Kentucky Area

• Owner of product design and process specifications for inkjet cartridge product lines produced at five manufacturing sites in four countries. Lead international teams developing design and process modifications to improve quality and decrease cost.

Mba, Operations And Supply Chain Management

Bachelor Of Science (B.S.), Mechanical Engineering