Eduardo De Alba Email & Phone Number

Mexico

Mexico

Directly impacted 212 operations and served as the official source of information used by thousands at the breweries. I oversaw the centralization, processing, and dissemination of crucial data which involved creating reports that were directly used by the CEOs and VPs of all 6 zones. Simplified, automated, and built fool-proofing locks to ensure the reliability and agility when providing this information. Collaborated with the financial champions of the company to provide insights as to which KPIs should be followed which would have the biggest impact for the breweries.Championed the creation and implementation of a customized management system for craft and special operations, tackling the challenge of developing a robust yet simplified system. Additionally, faced the complex task of defining Key Performance Indicators (KPIs) to ensure comparability across diverse operations, which enhanced operational efficiency by measuring reliable data from 100% of the Special Ops for the first time.

Mexico

Continued to shape and implement the strategy for industry 4.0 in Middle Americas, now with emphasis on technologies that could leverage the manufacturing management system. One example was the design and implementation of the Operator Workstation, with 130 implemented in one year across all fillers in the zone, this project had an ROI of less than 2 years as it leveraged KPIs like LEF by reducing bureaucracy and paperwork from the operators, freeing time to solve problems through better root cause analysis using real time data. This was the seed to the eventual transformation of all the zone’s operator workstations. This time in technology also enlightened me to one crucial truth: not every challenge can or should be resolved through technological means.

Mexico City Area, Mexico

Launched the Industry 4.0 program in Middle Americas, implementing seven simultaneous projects in the first year with a budget surpassing 3 million USD. These initiatives strategically transformed operations, integrating advanced technologies, including a cloud-based Standard Operating Procedure system, which was rolled-out globally later, and the first dynamic Innovation Oasis program, seeding 3 projects in the inaugural year. Although the savings from these projects were challenging to quantify in the first year, we achieved more than 2 million USD in savings related to these projects by the second year. Overall, I helped set the stage for the first technology department in all Middle Americas pointing out zone-wide deficiencies and helped build a long-term plan for the zone.

Mexico City Area, Mexico

After successfully implementing ABI's Management System in Mexico, I expanded its reach to Honduras and El Salvador, taking ownership of the system for the Middle Americas region. Through collaborative efforts, I co-created a comprehensive training process with peers in North America, leading to a 10% YoY improvement in adherence across the region. This achievement, coupled with the cascading effect of training 18 specialists and reaching over 10,000 individuals, paved the way for Middle Americas to emerge as the top-performing zone in ABI in both means and results two years later.

Mexico

This role originated from my involvement in a 'SWAT' team tasked with boosting the adoption of ABI's management system in Grupo Modelo post-merge. I personally coached 5 operations, aiding one site in achieving excellence, marking a significant accomplishment for Mexico after 3 years with the program. This site went on to become a world-champion in the global ABI competition which considers high proficiency in results by using the management system intelligently.

Tultitlan De Mariano Escobedo Centro, Mexico, Mexico

I actively participated in AB InBev's fast-growth program, undergoing comprehensive 360º training in all aspects of the brewing process, including vertical operations. Post-program, I contributed to a glass bottle factory, achieving a notable improvement in planning and scheduling for indirect materials. This resulted in a 3% enhancement in Production Plan Attainment, reducing unexpected line stoppages to virtually zero. Previously, 12-15 hour shifts and weekly plant stoppages were common issues, both of which were successfully addressed and sustained through a systematic use of problem-solving tools and continuous improvement approach.

Reponsible for designing, measuring and selling thermal solar-powered systems.