Experience

Sterilex Científica

• Brazil
• Medical Equipment Manufacturing
• 1 - 100 Employee

• Diretor Geral

  • Aug 2022 - Present

• Diretor de Finanças e Operações (Head de Supply Chain, Compras, TI, Finanças e Recursos Humanos)

  • Aug 2021 - Aug 2022

  - Implementação de modelo de gestão conforme SOX e boas práticas de governança corporativa- Gestão do processo de implementação ERP - SAP Business One - Modelo de gestão financeira com resultados expressivos em geração de valor- Melhorias diversas de processos com foco em expansão, sustentabilidade do negócio e desenvolvimento de capabilidades chaves- Alinhamento estratégico e desdobramento operacional com foco na ágil e efetiva implementação- Reorganização da proposta de desenvolvimento humano com foco na consolidação de equipe de alta performance.- Expansão portfólio de produto por meio de parceria estratégicas e desenvolvimento técnico Show less

• Superintendente de Operações

  • Jan 2021 - Aug 2021

  Gestão estratégica das áreas de Supply Chain, Finanças, Fiscal e Recursos Humanos.

• Gerente de Operações e Supply Chain

  • Nov 2020 - Jan 2021

  Gestão das áreas de Supply Chain e Fiscal



Gestão Valorem

• Brazil
• Business Consulting and Services

• Strategic Turn Around - Operations and Supply Chain Associate

  • Nov 2019 - Present

  Significant results in turnaround through the generation of value supported by strong expertise in Operations, Supply Chain and Finance. Systemic vision and executive experience with balance between short-term deliveries and the business sustainability. Our Solution: - Operations and Supply Chain support guided by the financial and strategic perspectives Our strengths: - Global Experience - Strategic partnership - Strong network in different segments - Focused in Operations and Supply Chain but with background in finance and strategy - Team building and people development - Good communication across different hierarchic levels - Effective results in different segments Our differential: - Commitment in achieving goals - Teaching by doing - Result Culture Show less



Aptar

• Packaging and Containers Manufacturing
• 700 & Above Employee

• Supply Chain Brasil & Cajamar Operations Director

  • Jul 2017 - Oct 2019

  Successful career, resulting in three merit promotions in almost seven years. History below: - Supply Chain Brazil & São Paulo COO – Since Oct 2018- Supply Chain Brazil & Cajamar COO – Jun 2017– Sep 2018- Plant Manager - Cajamar – Jan 2014 – May 2017- Industrial Manager - Cajamar - Oct 2012 – Dec 2013Aptar Group is a US$ 6 Billion US based company provider of packaging, dispensing, and sealing solutions, for the beauty, personal / home care, prescription drug, health care, injectable, food / beverage markets (12700 people / 18 countries). Three sites in Brazil / 1000 people.Production / Manuf Eng. / Operational Excellence / Full Supply Chain / Purchasing / Procurement / Quality / Maintenance / HSE.Team of 420 employees (1 Senior Manager / 5 Managers).Main Results:  Lean approach - Hard savings / cost avoidance of US$ 7,8 MM + people’s engagement & development + Reduction of 67% in the absenteeism rate + customer Service Level improvement + quality rate. Cajamar site was scored in 2017 the “best” amongst 67 in the world. Supply Chain reorganization resulting in a lean / fast process, improving the service level rate (90% to 98%) supporting the business growth (double size in the 7 years) in 2018; High Tech expertise for assembling / anodizing (capacity increase, cost competitiveness, high quality level) Supply foot print strategy (make or buy) Portfolio harmonization strategy (reduction of 1000 SKU + 40% of capacity increase + cost competitiveness);  Turnaround for Jundiai Operation (+business volume + operational capacity) resulting in an annual saving of US$ 1,5 million project to 2019;  Quality process reorganization with strong improvement in the area results and client perception; Landfill Certification / PCMAP - ISO 22716 / FSSC 22000 and ISO 14000 maintenance. Reduction of slow moving level  Supplier / subcontractors development program Ergonomic and Safety concepts implementation: TOP3 in the group Show less

• Plant Manager

  • Jan 2014 - Jul 2017

• Industrial Manager

  • Oct 2012 - Dec 2013



ROSSINI MURTA

• Brazil
• Automotive
• 1 - 100 Employee

• Operations Manager

  • May 2007 - Oct 2012

  Rossini Murta is a Brazilian company, 450 employees and revenues of R$ 90 MM focused on machining mechanical parts for different applications and customers (ZF, Caterpillar, Volkswagen, Valtra, TRW, General Electric and others for South and North America Market). Responsibilities: Manufacturing & Industrial Engineering / Production Management / Operational Excellence & Continuous Improvement / Production Planning (Materials & Scheduling) / Warehouse Management / Quality (Supplier, Product & Process, Systems) / Maintenance Engineering & Management of Facilities / Supply Chain Management (Sourcing, Purchasing, Logistics and Customer Service) / HSE Management / Project Management / Product Engineering / HR and Finance. Team: 400 people - 4 managers / 2 supervisors Results:  Lean Manufacturing, TPM and Six Sigma - savings / cost avoidance of US$ 7 MM and a manufacturing cost reduction of 40%. Considering freight optimization, Scrap reduction, labor and machine efficiency, new chart organization, make or buy decision and cost reduction as a result of negotiations with suppliers and implementation of contracts aligned with service level agreements.  Potential development of employees: The project is based on lean techniques and area management training - focused on consistent continuous improvement & teamwork culture development;  Service Level managing program implementation: OTIF Improvement (65% to 99%) and overall quality rate from 100.000 to 30 PPM  S&OP implementation. Emphasis on sales forecast.  MRP implementation (TOTVS)  OHSAS 18000, ISO 14000, ISO TS16949, QSB and VDA 6.3 Implementation  Working capital improvement. stock reduction (120 to 20 days) and payment deadline.  Zero accident program. From 48 to 576 (Thousand Labor hours without an accident)  Balanced Score Card. Implemented to drive the all of the organization to determine and to follow short, medium & long term strategies Show less



RFS - Radio Frequency Systems

• Germany
• Telecommunications
• 400 - 500 Employee

• Manufacturing Manager

  • 2004 - 2007

  American Company (Alcatel-Lucent Group), 400 employees in Brazil and an annual revenue of R$ 250 MM focused on Wireless Infrastructure Solutions, RF Transmission & Distribution Solutions, Radio Link Networks and Broadcast & Defense Systems present in over 20 countries. Areas included as my role within Manufactring Management: Production Management (Planing/ Manufacturing & Industrial Engineering / Warehouse Management / Quality (Process) / Logistics A total team of 100 employees, with 4 supervisors  Lean Manufacturing / 6 Sigma implementation resulting an accumulated hard savings / cost avoidance of US$ 8 MM and a manufacturing cost reduction of 50%. Considering freight optimization, Scrap reduction, labor and machine efficiency, new chart organization, make or buy projects (subcontracting no core business process) and nationalization projects for several families of products.  Potential development of employees: The project is based on lean techniques and area management training (on the job or/and structured training strategy) - focused on consistent continuous improvement & teamwork culture development;  Product Nationalization: Management of transferring of High Technology projects from European and North American sites in order to nationalize the manufacture of strategic product families creating a new business unit.  Service Level managing program implementation: OTIF Improvement (From 65% to 99%) and overall quality rate from 300.000 to 120 PPM (parts per million) by zero defect program  MRP implementation – SAP R3  Reduction of manufacturing lead-time / productive capacity expansion. Reduction of 70% for the lead-time to manufacture the main product families by new process & layout organization (pull process) and fast setup as a result of SMED implementation including a total capacity expansion of over 300%, contributing strongly for the inventory reduction and working capital.  Zero accident program implementation (30 to 700) - TLWA Show less



Valeo

• France
• Motor Vehicle Parts Manufacturing
• 700 & Above Employee

• Process Technologist

  • 2001 - 2004

   Lean Manufacturing methodologies implementation such as VSM, TPM, 5S & Visual Management, Cell Design, PDCA, SMED, Hoshin, 5S, Kanban, Kaizen projects, Poka-Yoke and FMEA implementation  Layout and workflow modification All assembly lines (10) were modified to cell design considering one-piece flow production resulting in an overall productivity gain of 30% and a reducing of 45 % of labor efficiency  Layout and workflow modification All assembly lines (10) were modified to cell design considering one-piece flow production resulting in an overall productivity gain of 30% and a reducing of 45 % of labor efficiency  Self-control implementation The quality activities in the assembling lines were totally transferred for the direct labor by the implementation of a development & training program implementation (Versatility Matrix), visual documents standardizing the work activities, poka-yokes and CEP aligned with the mains risks identified by the FMEA update.  Ergonomic concepts implementation: The project was based on application of standard ergonomic tools such as OCRA (Occupational Repetitive Action Checlist) / SI (Strain-Index) and HAL (Hand Activity Level) for work station validation obtaining as result the elimination of ergonomic issues.  Project team member for new products: Process and quality member for new products development. Show less



Rolamentos FAG

• Tecnologo de Processos

  • 1999 - 2001