David Torres Email & Phone Number

New York, Ny, Us

New Brunswick, Nj, Us

New Brunswick, Nj, Us

Lausanne, Ch

Scope: Indirect spend across all categories in the Mexico market/factory including: Logistics, Fleet, Security, FSS, Business Services, Marketing, Retail and Sales.

Lausanne, Ch

Scope: Indirect spend across non-commercial categories in cluster lead role (Mexico, Dom Rep & Costa Rica).- Regional & International logistics- Facilities, Services & Supplies- Fleet, Canteen, Security and Safety Services & Supplies

Lausanne, Ch

Accountable for:- Regional Engineering projects in Mexico & Canada manufacturing centers- Saved over 75% of OEM cost in purchase of equipment by engaging local vendors and performing refurbishment to extend machinery lifespan.- Reached 99.71% financial accuracy on Capital Expenditures projects.- Ensured proper assets capitalization in alignment with Engineering & Finance principles.

Lausanne, Ch

- Handled all framework of more than 10 projects integral to the continuity of the production, following PMI methodology from development stage, scope identification, risk management, procurement and schedule control.- Involved closely in projects in the Primary Process (Leaf) department, completing all cigarette manufacturing levels of knowledge along with Continuous Improvement, Secondary Process and Engineering.- Planned and monitored capital expenses of all Operations function projects successfully meeting the year’s budget of $7M USD with a hit rate of 100.2% – target is 100% ± 2.

Lausanne, Ch

- Performed data analysis of optimal process specifications for higher tobacco yield and less direct materials waste in the cigarette production area, which resulted in an improvement of 0.55% vs target of DIM Waste.- Lead root-cause analysis and other problem solving tools in over 50 CAPAIAS (“Corrective Actions, Preventive Actions and Improvement Actions” form) providing accurate explanations and corrective actions when needed, while also giving weekly updates to the management team.- Performed complete assessment in filter-making machine reducing acetate tow waste to as low as 0.59% vs 2015 target of 1.30%.- Developed a rewarding system for the non-unionized personnel designed to give quarterly incentives to those who provide better results than what expected; this resulted in KPIs of Uptime (Efficiency) and DIM Waste being met and D.R. receiving mention for being in the Top 3 in Latin America & Canada for CPQI (Physical Quality) and VQI (Visual Quality).

Lausanne, Ch

- Guided a group of 12 people in the search of practical and efficient solutions to the factory’s main KPIs, as part of the Continuous Improvement Team; this resulted in innovative ideas being executed that saved time and money while also improved working conditions of the main workforce.- Coordinated and planned 2 Continuous Improvement (CI) events drawing a complete attendance of the Operations collaborators – approx. 125 people – with the focus of introducing and explaining the revamped CI system.- Designed and created KPIs Oobeya Room to increase visual management and ensure sustainability of improvements.- Created Six-Sigma documents (RACI, work instructions, work standards) to align local procedures to company’s international standards.