Experience

• 

  NIMR

  • United Arab Emirates
  • Defense and Space Manufacturing
  • 500 - 600 Employee

  • Senior Production Manager

    • Jan 2022 - Present

    Responsible for the entire production process in 2 different sites, leading 10 supervisors and 310 direct employees. Production areas are basically working on transforming raw material - mainly armored and mild steel - assembly and inspection process. Main areas are cut and bend , welding, painting, vehicle assembly, vehicle commissioning and final test plus process quality

  • Fabrication and Paintshop Plant Manager

    • Apr 2016 - Jan 2022

    Fabrication & Paintshop Plant MgrResponsible for Cut & Bend plant in Al Ain as well as Weld and Paint Shops in Al Ajban plant (3 supervisors, 4 team leaders, 200 blue collars):oresponsible for all deliverables (people management, safety, quality, productivity, organization)oOverhead cost controloResponsible for bringing up Lean Manufacturing Culture to enhance processes and reduce losses, binding different cultures from many different countries•Cut & Bend plant in Al Ain supplying parts to welding in Al Ajban (mild/armored steel)oPart of the startup teamoDeveloped and implemented a comprehensive VSM for the new Cut & Bend plantoDevelop actions to keep machine OEE above 92%;•Weld and Paint shops in Al Ajban plant;oTooling welding cells, Lean Manufacturing based layout - handling optimization, line balance, KPIoDevelopment of a Welding Excellence Area focused on training and new process developmenta research area for welding processes for mild and armored steel development has been built to reduce cost as well as improve quality and deepen the knowledge into the teama very comprehensive training methodology has been developed to reduce time-for-learning for new joiners, reducing cost of hiring and side effects as low quality and productivity problems; USD 300k potential saving within 12 months10% reduction on direct labor plus 30% overhead cost on mild steel products due new weld process set up after very extensive research; USD 1,050k total saving in 12 months

  • Fabrication Plant Manager

    • Jan 2015 - Apr 2016

    Fabrication Plant Mgr Responsible for Al Ain plant, producing the main welded components leading production and process quality (2 supervisors, 3 team leaders, 185 blue collars) and supporting Planning, Process Eng, Logistic and Admin•42.1% increase on productivity through basic Lean tools implementation (5T, 5S, 5Why, 4M, 5G, PDCA) •90 MIG welders certified based as per AWS D1.1 for armored steel•Implementing Ideas Program to enhance processes

• 

  Case New Holland

  • Sorocaba Area, Brazil

  • Manufacturing Manager

    • Mar 2011 - Oct 2014
    • Sorocaba Area, Brazil

    Manuf Eng & Logistics Manager (Nov/13 to Oct/14) Resp for process and industrial Eng at Sorocaba plant (4 coord/15 engineers/7 technicians), reporting to the Plant Director•Management of the Industrial investment plan for the industrial area (US$ 9.000k/year)•WO (Workplace Organization) pillar sponsor for WCM (World Class Manufacturing) to the entire plant, focused on loss reduction (Muri/Mura/Muda), line balance using Yamazumi Board;•65% reduction on NVAA in a engine sub-assembly cell through WO tools implementation (Yamazumi Board, 5S, 5T, Muri/Mura/Muda, One-movement to Assembly and Minimum Material Handling)•From Dec/13 to Aug/14, responsible for handling (113 blue collars, 5 warehouses, receiving & dispatch areas) and logistics engineering (1 coordinator and 6 engineers) for the entire plant•95% reduction on missing parts on Assembly due lack of delivered parts in a 6 month-project through Heijunka Board and kits delivery routes implementation•Part of a team who has designed a Values-Based Management Project for the entire plant (cultural change)Manuf Manager (Mar/11 to Nov/13) Resp for fabrication area (laser cut, bending and welding), painting and logistic - 350 blue collars and 13 white collars - reporting to the Plant Director•Start-up the entire fabrication area – laser cut, bending, welding and logistic – hiring and training management and operative team as well as implementing WCM, KPI and production control and reports (650 welded parts plus 4.200 cut and bend parts)•MTS (Manuf Training System) implem for laser cut, bending, welding, painting and logistic - knowleadge and skills training. This method has allowed us to hire employees without previous experience preventing problems with safety, quality and productivity•AM (Autonomous Maintenance) Pillar Leader for the whole plant. On Laser Machines shop, OEE has been increased from 54% to 90% in six months through operators training, parameters set up and stoppages reduction

• 

  ICEC Construções Metálicas ltda

  • Manufacturing coordinator

    • Jan 2010 - Dec 2010

    Responsible for production, maintenance and process engineering areas in a Steel Processing plant (cutting, welding, forming, painting), reporting to the Plant Manager. Main activities:•Specification, follow-up, try-out and start-up equipment and utilities (gas and compressed air lines);•Hiring and training all industrial team (engineers, leaders, blue collars and maintenance team);•Process and Product Standardization (along with production, process and design engineering);•Lean Manufacturing implementation on production and maintenance areas, supporting other areas as HR, quality, sales and IT to develop his own tools•KPI development for the entire production area

• 

  Marluvas Calçados Profissionais ltda

  • Production Manager

    • Mar 2009 - Oct 2009

    Executive responsible for managing the entire production (1,050 blue collars) and maintenance (30 employees), reporting to CEO. Responsible for the implementation of tools for Lean Manufacturing as well:• 15% increase on labor productivity (around 4% reduction on product final) through blue collars operative training and manufacturing cells implementation;• Operational Training Centre implementation for training and refreshing blue collars, in order to increase skills and versatility as well as operations standardization in a partnership with SENAI (Governmental Institution for Industrial Learn-ing);• Development and management of PDCA teams to increase product quality;• Development and implementation of Plan of jobs and salaries for the entire production.

• 

  Volkswagen

  • Executive Supervisor

    • May 2002 - Feb 2009

    Production and Maintenance Executive Supervisor (Mar/07 to Feb/09) Executive resp for the production of engines and maintenance eng, reporting to the Plant Manager and acting on his behalf when necessary. Resp for 400 employees (blue and white collars, prod leaders, maintenance eng and maintenance technician), managing US$5,000k in controllable expenses per year, and leading Lean Manufacturing implementation•3% increase on OEE in a transfer for machining engine block (30 years old machines, 130 stages) through TPM implementation •6% average increase on blue collar productivity on assembly lines through Kaizen projects•Best Practices Project Leader for Engine plants in Brazil, reducing 8% overhead costs through costs comparison, best practices sharing and process standardization – US$400k reduction per yearLogistics Executive Supervisor (Jul/06 to Mar/07) Executive responsible for the logistics of both São Carlos and São Bernardo Plants (engines and gearboxes), managing US$15,000k in material inventory and finished products. Resp for financial control of the inventory, parts call off, production planning and inventory management •8% reduction on financial inventory level through tight stock level control using ABC curves•15% increase on blue collar productivity and 30% reduction on parts available at the production line through JIT implementation (supported by Porsche Consulting) Cell Leader (May/02 to Jul/06) Responsible for manage engines production line (people management, production and process) and special projects•KPI implementation based on the BSC for the entire production•Corporate auditor of Volkswagen Production System working along with the team who had restructured the system in Brazil, have been audited all VW plants in Brazil•Part of the team who has transferred a cylinder head production line from Germany to Brazil, witnessing production in Germany for 32 days•Experienced on VDA 6.3 Process, standard for German Automotive Industry

• 

  Tecumseh do Brasil Ltda

  • Production Supervisor

    • Sep 1998 - May 2002

• 

  Bicicletas Caloi S/A

  • Production Supervisor

    • Apr 1997 - Sep 1998

• 

  Alcoa Alumínio S/A

  • Production Supervisor

    • Sep 1994 - Apr 1997

• 

  Mallory Ltda

  • Drawer

    • Feb 1994 - Jul 1994