Salvador Torres

Manager of Production Control for Tesla Remanufacturing

• Implemented KPIs to drive productivity and improve quality
• Managed a cross functional team of ~100 Warehouse Associates supporting all Warehouse functions.
• Oversee the Inventory Control department to meet finance requirements.
• Managed the delivery of raw materials to 13 different Production Lines and all Outbound Operations.
• Strengthened operational efficiency to remain cost-effective while maintaining quality service.
• Planned weekly build plans with Channel Planning and Production Planners to meet service needs.
• Conducted weekly staff meetings to motivate staff members, address concerns and questions, plan improvements and evaluate progress toward goals.

• Of the largest Tesla Model S and X parts warehouse managed by a third party logistics (3PL) provider with 500+ associates
• Responsible for daily operational effectiveness to meet production needs
• Manage complex warehouse operations and provide guidance to ensure proper receipt of inbound shipments, putaway of material, order picking, and outbound transactions
• Ensure that our 3PL provider is meeting the key performance indicators (KPI) which consist of warehouse inventory accuracy, putaway accuracy, pick accuracy and shipping speed
• Focusing on these areas, we were able to increase our fill rate outbound performance by 18%
• Implemented daily operational meetings to review KPI's, operational constraints, and daily plans to have a consistent flow throughout the shift
• Managed the compression of two warehouses to create space for new Model 3 production parts while continuing to meet production needs
• Current daily operational focus consist of, meeting operation objectives, increasing warehouse performance, data analysis, disposition and movement of obsolete material, inbound scheduling, and warehouse purity.

• For the largest Tesla Sequencing Warehouse supporting Model S and X production
• Responsible for overall shift effectiveness and meeting Tesla production requestments
• Manage 1st shift operations auditing associates to ensure they are following the standard SOP for inbound receipt, putaway, pick, and outbound processes
• Assisted with the implement of a sequencing program named “Insequence” this program forces the picker to scan the supplier barcode for a more accurate pick and then requires the picker to scan the slot that the part was placed in
• The addition of this program reduced and almost eliminated the number of errors being shipped to Fremont within the first few weeks from when we rolled out the program
• I managed the move and consolidate of the sequencing cells for the addition of the headlamp commodity and the move of our empty returnables department
• The move of the returnable department held reduce the drive time by 50% to unload our empty returnable trailers
• Managed the move of each of the sequencing commodities by coordinating our moves based on our material lead time to Fremont to reduce the risk to the plant
• Daily operations consist of, start of shift planning, operational performance review, safety, and warehouse purity.

• Aftermarket auto parts distribution warehouse that supplied 300+ bay area body shops and supply the local vendors
• Managed the warehouse operations ensuring proper inbound receipts, putaways, picks, quality of parts and proper route loading
• Daily Production Meeting to assign tasks and job duties for the forecasted day to meet our KPI's such as picker quality and scrap rate which was a result of poor handling from the putaway driver/picker
• Worked directly with satellite managers and purchasing managers to maintain accurate delivery of stock orders to keep customer satisfaction up
• Implemented an Inbound schedule by working our logistics department and suppliers to create a more consistent flow from the unload to putaways
• We seen an increase in our unload and putaways by 1 additional trailer an hour within 1st few weeks of the rollout
• Established a KPI's that focused on unload times, putaways and picker accuracy with an incentive to help the accuracy of the pick location and order selecting to insure customer satisfaction
• Budgeted for Overall Warehouse equipment repairs and maintenance