Ryan Krause Email & Phone Number

Edwardsville, Illinois, United States

Led the U.S. Unilever CPG Re-pack division, responsible for driving top customer service levels, operational efficiency, profitability, continuous improvement, and safety initiatives.– Responsible for the execution of $200+MM per year in network-wide operational sales across the U.S. market– Engaged in top level customer support, consisting of weekly updates, overarching ways-of-working, and run strategy planning – Directly oversaw the 4 core Unilever sites, supporting 1700+ staff and hourly personnel and 3MM+ hours annually– Onboarded an additional 4 auxiliary multi-customer sites to support CoVid operations from 2020 to 2022– Supported several automation and design change initiatives to reduce the reliance on direct labor and cost – Led the corporation by division in Safety with an average TRIR of .26 for the last four years. Three of the four core sites had 18+ continuous months without injury. – Sustained CoVid Unilever Tier IV protocols with zero missed days of production, establishing best practices for the corporation regarding operational health and safety.– Assisted in the delivery of over $38.6MM of external CIP, and $8.7MM internal savings, working with Design, Engineering, and Customer Brand teams to facilitate improvements for all parties– Established a Shared Synergies Campus for the two Edwardsville sites, focusing on the reduction of overall cost, benchmarking of best practices, and the sharing of knowledge and resources.– Implemented Lean Operational Ordering Methods to reduce overall scrap and excess inventory overages by $1.19MM on average per year.– Managed the Labor Estimating team to drive competitive pricing and internal profitability year-over-year

Edwardsville, Illinois, United States

– Launched a new 500+ sq ft Edwardsville facility to support winning the US Unilever contract in 2014– Directly managed the execution of $60+MM in sales revenue per year– Oversaw 30 production lines across 6 different production platforms– Collaborated with team personnel to establish best practice SOP’s for Safety, Production, and Supply Chain delivery

Edwardsville, Illinois, United States

Manage daily operations for a $20+MM co-packaging facility, including the direction of sixteen salary employees and over three hundred hourly employees across two shifts.– Created a Safety Awareness program, leading the training of salary and hourly employees in the identification of injury and hazard awareness. Reduced LTWI’s from 21 in 2010 to 1 event in 2012 and zero events in 2013.– Increased average gross profit margins by 16.5% from 2011 through 2013 by reconstructing manufacturing and warehouse designs, driving increased efficiencies and greater overall production attainment.– Initiated an overall increase in sales by 11% in 2011 and 17% in 2012, transferring production from competitors based upon a 99.8% production attainment rating and superior quality performance.– Collaborated with reporting managers to rewrite and create new SOP guidelines for the Edwardsville facility. SOP’s were adopted corporate-wide after outstanding NSF and FDA inspection audits at the Edwardsville facility. – Spearheaded new plant start up and transfer of facilities for the Edwardsville site in 2013 with zero production downtime days and 99% schedule attainment throughout transfer.

Hesston, Kansas, United States

Directed the management of production planning, receiving, and material handling across six fabrication and production plants throughout the facility.– Responsible for overall inventory management through the determination of EOQ values for made materials and the on hand inventory balance of purchased parts and WIP product for nearly $70MM of material.– Led the implementation and development of new facility-wide material movement logic based upon lineside inventory management and JIT material delivery.– Initiated plan and developed the restructuring of storage capacities and lean cycles of work, resulting in first year project payback, increased material storage, and decreased required-to-run-hourly personnel.

Fenton, Missouri, United States

Led Chrysler’s largest pilot program and facility overhaul efforts impacting materials management and plant production operations for the 2009 Dodge Ram. – Directed the project lifecycle from initial concept, objective outline, program scheduling, execution, and finalization.– Managed 140,000 sq. ft. offsite pilot program sequencing facility. Responsible for all staffing, operations, inventory control, and quality assurance.– Selected to lead “Right-Sizing Program” to increase trailer/container utilization, lower logistic costs and eliminate non-value-added shipments.– Improved material delivery efficiency, reduced manpower, and cut standing inventory by $11MM through developing and implementing process improvement initiatives and LEAN / SMART stations for 2009 model year.– Served as key resource to divisional vice president in presenting the 2009 model year material management plan-of-record, evaluating materials storage, lineside display, delivery efficiency, and supplier-to-production cost strategies. – Supported engineering of a plant-wide, new product line-side delivery transformation for 257 manufacturing stations.– Established new KANBAN routing for small lot deliveries, resulting in 20% increase in manpower efficiencies – Played a key role in launching preliminary aspects of five additional third party extensions of the plant– Received certification in LEAN conceptual thinking and JIT implementation.

Fenton, Missouri, United States

Accountable for overseeing follow-up operations associated with productive and non-productive material used in producing all vehicle families.– Directed supply chain organization management, materials procurement, JIT delivery, excess transportation costs, inventory flow control, record management, and materials float for two production shifts.– Oversaw a daily supplier pipeline of $40M-$60M. Managed the analysis and reporting of two extension-of-the-plant facilities including all logistics and materials inventory.– Reduced excess transportation costs by $1.2M+ leading to a year-end improvement of 49.7% cost avoidance for 2007.– Achieved the highest corporate-wide overall scorecard rating in operational and expedited delivery costs for 2007.– Chosen by senior management to participate in the program analysis of new materials tracking measurements, devising portal alarms systems, and supplier delivery/ship notifications.