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Work Background
ValeOperational Excellence Lead
Jun. 2020 - Jun. 2023Belo Horizonte, Minas Gerais, Brazil- Responsible for disseminating Vale's management model (VPS). - Responsible for defining the main KPIs from HSE, Costs, Productivity, Quality, and People sectors. Guarantee the management and monitoring routine. - Increase performance by being the change agent in process standardization and 5S evolution in the sectors. - Be ahead of the evolution in problem-solving methodology, with training, support, and control of operation improvements. - Formal evaluation of the VPS management model in the operational sector and support and management for the implementation plan.
Aker SolutionsSenior Quality Engineer
May. 2018 - Jul. 2020Rio das Ostras- Development of the continuous improvement culture; - Value stream map facilitator (VSM), involving the sectors to achieve gain in the process; - Support and technical knowledge in quality tools and continuous improvement through training and workshops (VSM, PDCA, 8D, Kaizen, 5 whys, Ishikawa, and others); - Management and support with areas to develop cost reduction opportunities and projects aligned with the goals defined for the year; - Support activities in the quality engineering sector. (Quality system, measurement documentation, NCR, and guarantee processes).
voestalpine Böhler WeldingProcess Coordinator
Mar. 2015 - Jun. 2018Brasil- Responsible for developing CAPEX projects such as process automation, equipment improvement, and increased productivity. Managing and reporting progress to the Board; - Improvement in welding electrodes and cored wire (FCW) processes; - Know-how with the process, drawing, forming tubular wire and welding electrodes; - Implementation of Lean culture on the factory floor (Gemba), putting tools and methodologies into practice, resulting in a major transformation in the manufacturing environment. - Implementation of the OEE measurement system, using data to identify improvements and motivate people. Increased productivity with effective management. - Kaizen in FCW processes and coated electrodes with results measured through VSM. - Pull system applied in the electrode production value chain, optimizing stock and production according to demand (Kanban). Improvements approved by VSM. Results obtained: - Project to build a continuous furnace generating a two times increase in production capacity in the electrode heat treatment sector (Process bottleneck) and a 24-hour reduction in the lead time of a family of products. - Retrofit to the solid wire drawing machine, generating a 3 times increase in solid wire drawing speed and, consequently, production capacity. Meeting 100% of the demand for electrode cores, which were previously purchased. Reduction in product cost by 30% with savings of 2.5% of annual revenue.
voestalpine Böhler WeldingProcess Engineer
Jul. 2014 - Mar. 2015São Paulo Area, Brazil- Responsible for strategic projects (CAPEX) in the manufacturing of welding electrodes. - Lead improvement teams (Lean, 5S and PDCA), presenting the methodology, training the team, applying MASP tools, and following the action plan. Monitoring results and standardizing actions. - Development of suppliers and service providers, seeking improvement
of quality and Saving. - Preparation of KPIs and visual management on the factory floor (Team Improvement Board)
Sapore S.ASenior Project Analyst
Mar. 2014 - Jul. 2014Campinas- Development of the Project Management Office together with the contracted consultancy (PMO). - Monitoring of 21 strategic projects of the company, considering the 10 PMBOK knowledge topics. - Management of weekly meetings and monitoring of projects, analyzing quality, action plan, budget, and expected and realized return. - Development of visual project management management (PMB) and project progress (PPB). Increased communication and information for everyone involved.
Maqpro EngenhariaProduction Engineer
Oct. 2012 - May. 2013- Development of weekly production KPIs, analyzing productivity and relating them to operational efficiency and various occurrences. - Development of new product projects. Technical drawing, portfolio, cost composition, and profitability calculation, a flowchart of the assembly process and product components. - Implementation of visual Kanban in material stock and Kaizen in the pipe laying process.
Johnson ControlsTrainee
Aug. 2011 - Sep. 2012Sorocaba Area, Brazil- Black Belt in the Continuous Improvement sector, Six Sigma projects in the Training, Semi-Finishing, and Finishing sectors of automotive batteries. - Project to reduce TCD (damaged lid and box) in processes. Detailing data for analyzing Y at Tactical and Operational levels. Savings of US$30K/Month - Daily use of the DMAIC methodology and tools such as process mapping, SIPOC, IPO, VSM, VOC, Pareto, MSA, Ishikawa, 5W2H, FEMEA, QFD, 8D, DOE control charts, Hypothesis Testing, Evaluation Matrix, and CEP.
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