Experience

Marian, Inc.

• United States
• Appliances, Electrical, and Electronics Manufacturing
• 100 - 200 Employee

• General Manager

  • Oct 2021 - Present



Grakon

• United States
• Motor Vehicle Manufacturing
• 1 - 100 Employee

• Operation General Manager

  • Oct 2017 - Oct 2021

  Report to VP Asia, being responsible for the entire operation and its results. Annual budget around USD$130M and leading 9 direct managers and 950 indirect employees. • Restructure of activities and demand planning (EDI). • Systematic KPI’s monitoring definition, cascading and evaluation. • Implementation of indicators culture evaluation with weekly trends and systemic actions plans. • Standardization of the operational management system in others China operations (3 Units). • Strategic logistic channel redirection in Asia, minimizing the impact of export tariffs – USA. Results: • Reduction by 70% scrap impact over total revenue value. • Direct Labor with a reduction of 40% on the total revenue value. • Adequacy and reduction of 36% of Indirect Labor impact. • Strategic reduction of commodities and WIP inventories increasing by 2.5 times inventory turns. • Optimization and monitoring usage of containers cubic capacity with consecutively reduction of total logistics cost. • Ensuring performance and trend of improvement of majors’ operational indicators even in the face of accelerated growth and demand.



Maxion Wheels

• Germany
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Production and Operation Planning Manager

  • Apr 2015 - Sep 2017

  Report to LATAM Operation Director, responsible for greenfield business unit set-up, managing entire technical and administrative project scopes. Operational Plan and start-up P&L. Direct management of 7 supervisors and 320 employees.• Implementation of the new plant from lay-out definition, equipment, balancing and capacity study, key labor hiring, production reports and interface with operational system (MRP), plant start-up as well customers samples approvals (civil construction in Mar/15 - startup Jun/16).• Definition and PCP systematic set-up which became benchmarking to others business units.Results• First inventory result certifying the plant as global benchmarking.• Scrap in the low-pressure casting process at levels way below active by other units (15-20% smaller).

• Manufacturing Engineering & Operational Excellence Manager

  • May 2013 - Mar 2015

  Reporting to Pant Manager, responsible for defining the strategy and implementation of operation excellence culture through lean, discipline, KPI’s and continuous improvement. Previous training in Europe at others two Aluminum business units. Management of 2 supervisors and 06 Engineers.• Local company representative at global operational best practice team (monthly call meeting).• Structuring and business P&L data base for global benchmarking project including worldwide locations.Results• General Scrap Reduction: 30% (focus at low-pressure casting - scrap by machine rhythm).• Machining productivity increase: 15% (reduction and systemic maintenance of cycle-time).• Weekly management meetings - P&L and KPI ́s data – effective results management.• Recovery and maintenance of double-digit EBITDA.

• Operation Manager

  • Apr 2007 - Apr 2013

  Reporting to General Manager, being responsible for the entire implementation and operation start-up. Responsible for all operational related departments. Management of 06 direct managers and 450 indirect employees.• Greenfield business unit set-up, managing entire technical and administrative project scopes (beginning construction Mar/07 - start operation Sep/08).• Adequacy and KPI ́s report, following new standard after Hayes Lemmerz Group acquisition (Jan/12).• Representing and reporting to EUR at global Operational Excellence team (productivity, cost, best practices, etc).Results• Plant certification by ISUZU – Japan.• ZERO functional defect - all customers (including DAIMLER - Germany).• Chinese valve qualification – quality improvement and significant yearly cost reduction (roughly USD500K).• Customer perceived quality as equal/superior of wheels manufactured in Brazil.

• Senior Process Engineer

  • Feb 2002 - Mar 2007

  Reporting to Plant Engineering Manager, responsible for process execution and definition, documentation, controls and PFMEA. Introduction of new technologies and equipment. Opportunity to rotate through all steel wheels processes and components. Management of 2 Trainees.• Specification and definition of equipment, tools and investments (Industrial engineering).• New painting line for off-road wheels coordinator (EISENMANN).• Operation license for chemical pickling from CETESB (new air treatment equipment definition and installation).Results• 30% Productivity increase at chemical pickling process - lay-out optimization, loading and unloading separation.• Increased capability: eccentricity of the central hole and disc pilot - Black Belt Project.



Rhodia Brasil - CTAL - Centro Tecnológico LATAM

• Paulinia - SP - Brazil

• University Trainee

  • Jan 2001 - Dec 2001

  • Projects Manament (schedule and expenses). • Budget Management. • Projects Manament (schedule and expenses). • Budget Management.