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IGCT Consultores AssociadosDiretor de operações
Apr. 2022São Paulo, BrasilA IGCT Consultores Associados é uma empresa de consultoria e treinamento que oferece soluções altamente especializadas para aprimoramento de processos, resolução de problemas e desenvolvimento de lideranças para as indústrias.
Nossa equipe de especialistas utiliza técnicas avançadas para reduzir defeitos, minimizar paradas de máquinas e otimizar níveis de estoque e custos operacionais.
Com foco na satisfação de clientes e no aumento da capacidade produtiva, nossa empresa impulsiona ganhos significativos em fluxo de caixa e eficiência operacional.
Conte com a expertise da IGCT Consultores Associados para alcançar resultados consistentes e duradouros.
NSKDiretor industrial
Apr. 2019 - Oct. 2021SuzanoResponsibility for P&L, strategic planning, annual budget, investment plan and control of corporate and government requirements.
Management of the EHS, Manufacturing, Maintenance, Quality, Engineering and Production Planning areas.
NSKGerente Industrial
Apr. 2018 - Mar. 2019SuzanoManagement of the EHS, Manufacturing, Maintenance, Quality, Engineering and Production Planning areas.
GGB Bearing TechnologyPlant Manager
Apr. 2013 - Nov. 2017Barueri - São PauloReport to the VP Global Operations
Responsibility for P&L, strategic planning, annual budget, investment plan, and corporate & governmental requirement control.
Managing EHS, Manufacture, Maintenance, Quality, Engineering, Logistics and Supply Chain, Human Resources, Finance, and IT. Key Achievements
Attaining an average operational gross margin of 29% (32% target) in a recessive scenario, by reducing 30% of employees, reorganizing work teams, improving operational processes and managing costs and expenses.
Penetrating the segment of renewable energy, by supporting sales strategy preparation and supply-chain development for raw materials and plastic injection services.
Record of 2,200 days with zero accidents up to 2017, confirming the safety culture as an institutional value by creating and implementing Safety/Security Committees, with focus on communication and prevention actions.
40% reduction in problem-solving meetings, with increased response efficiency and efficacy of actions through self-manageable teams under the ROPE (Removing Obstacles to Promote Engagement) program.
Grupo Libra TerminaisProcess & Quality Manager
Jun. 2011 - Dec. 2012Sao Paulo areaReport to the Director of Engineering & Infrastructure
Leading process and quality teams at the Santos and Rio de Janeiro port terminals.
Responsible for standardizing and deploying business processes, responsibilities, and indicators. Key Achievements
Increasing vessel productivity by 32% at the Santos terminal and 24% at the Rio de Janeiro terminal, by implementing Routine Management, including value-chain definition, process mapping and review, indicator-based review and management, and problem-solving methodology.
Eliminating the queue of vehicles at the Rio terminal entry by implementing Trucks Kanban methodology in the importation process.
Standardizing processes, indicators and management rituals in Santos and Rio de Janeiro operational units via integrated work between processes and quality teams in both terminals.
Training approximately 600 professionals and knowledge multiplicators by workshops on Lean Manufacturing, process mapping, problem-solving & quality requirements.
Metokote BrasilOperations Manager
Aug. 2010 - Jun. 2011São Paulo Area, BrazilReport to Brazil General Manager
Responsible for Diadema Plant’s P&L and Budget
SSMA, Manufacture, Maintenance, Lab, Engineering, and Logistics leader. Key Achievements
Renewing customer trust through direct presence and performance, solving and preventing problems, with consequent improvement of the service level provided.
Reducing labor of the final inspection area by 30% and increasing the capacity of E-coat painting by 25%, applying Standardized Work and Theory of Restrictions concepts.
Improving customer perception using a plant differentiation strategy via 5S methodology.
New Oldany Metalworks IndustryManager Operational Excellence
Aug. 2009 - Jul. 2010Report to the President & CEO
Responsible for Production, Process Engineering, Continuous Improvement, Tooling, Logistics, Safety and Environment. Key Achievements
Reducing Honda Motos share in the company’s total sales revenues from 100% to 60%, increasing income by developing and launching new products for customers such as Delphi, Schaeffler and Arvin Meritor, and for the spare-part market with fantasy brand Original Brazil.
Timken do Brasil Com. e Ind. LtdaProduction Manager
Nov. 1986 - Mar. 2009Production Manager
Managing the Heat Treat area to ensure the metallurgical integrity of products provided after communicating plant shutdown in Brazil. Corporate Specialist, Lean Manufacturing (2006-2008)
Corporate consultant, having worked in the United States and Europe for three years, providing support to 22 plants, qualifying people and facilitating the implementation of Lean-Manufacturing and Six-Sigma methodologies. Cone Production Manager (2004-2006)
Managing all inner-bearing-rings manufacturing processes (thermal treatment, rectification, burnout, assembly and packaging) using the Value-Flow Lean model. Lean-Six-Sigma Manager (2002-2004)
Leading the Lean-Manufacturing methodology implementation at the Brazilian plant and participating in methodology dissemination in automotive BU plants. Quality & Continuous Improvement Manager (2001-2002)
General Production Supervisor (1999-2001)
Process Engineer (1995-1999)
Metallurgical / Quality Technician (1986-1994). Key Achievements
Keeping the metallurgical integrity of the product supplied in view of plant shutdown, applying better thermal-treatment process controls, transparent communication and relations with employees.
Reducing stocks by US$ 5M at the Gaffney plant (USA) by implementing the Kanban system.
Reducing tool manufacturing lead time from 120 to 35 days by implementing mobile-phone manufacturing at the Poland plant.
Reducing costs by US$ 9.0M and stocks by US$ 7.0M, with business unit positioning as corporate reference in the organization, implementing Lean-Manufacturing methodology at the Brazilian plant.
Supporting the global manufacture consolidation strategy implementation by coordinating the local project team, interfacing with global supply-chain teams and consequent approval of over 300 production processes at customers in the Americas, Europe and Asia.
ISO 9000 certification, achieving recommendation with zero non-conformity indicated, acting as project leader in work teams.
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