Quality Engineer - Quality Assurance, ISO 9001 Leader Auditor, Supplier Quality Engineering (SQE), Operational Excellence and Continuous Improvements. Implementation of the Quality audit program (ISO 9001) in suppliers (Designers, Laboratories and Aggregates for civil construction) in compliance with current policies, standards and procedures. Technical support for standardization and compliance of processes and services, documentation (standards, procedures and best practices) in the areas of technical services engineering and remote operations, in order to ensure that projects comply with established Quality requirements.

Consulting services, development and implementation of Reliability Processes and Asset Management.Master Black Belt Six Sigma,

Master Black Belt Six Sigma.- Leader of the strategy for the development of Operational and Maintenance Excellence program of the drilling practice for mining. This includes delivering projects to our clients that allow them to improve their performance and productivity through the implementation of Lean six sigma, quality process, reliability engineering, asset management and maintenance solutions. -Some processes: drilling in mining and management performance in Quality Programs with LEAN Six Sigma Projects of sustainable and reliable increase in productivity with safety in large companies from different segments (Drilling in mining (iron ore), Oil & Gas, Lubricants / oil, Automotive, forged steel for oil platforms, Fiberglass pipes for Petrobrás, sanitation and pulp and paper). VSM’s approach of lead time, cycle and takt time. -Some methodologies and tools: 5 S, Kaizen, VSM, FMDS, A3, TPM, SMED, RCA, PDCA, Routine Management, Hoshin Kanri, BSC, SWOT, Action Plan, new KPI’s, MSA, FMEA and DOE. -Main results in mining process: Ex.: Estimated saving obtained with reduction of stopped hours’s waste around R$ 30,000,000.00 in 02 years in MG State. a) Sustainable increase of 45% in productivity with safety in Diamond Core Drilling equip. in the years 2019 and 2018, when compared to the same period of 2017; b) Reduction of 82% in operation’s downtime (07 wastes of Lean-Toyota). Reduction in the number of stopped hours/ work unit; c) Reduction of 73% in maintenance's downtime. Reduction in the number of stopped hours by Corrective Maintenance / work unit; d) Reduction of 71% in the number of stopped hours with stuck pipe; e) Reduction of 50% in the number of hours used to setup of drilling in a new hole (SMED).

Identify needs and adjust solutions, with reliability and asset management applications for technically and economically evaluate improvements prospects with contributing to the company's growth goals. Responsible for leading the strategy for the development of reliability engineering and asset management. - Main results: - Overall reduction of 66% of the number of hours with stopped machines from the Lubricant Filling Process (Final Process), from the second month of implementation of RCM – LEAN activities (Saving of R$ 6,000,000.00/ month); - Overall reduction of 42% of the Downtime of the all equipments of SHELL Lubricant Filling Process when compared to the Jan.-Jul / 2016 average with the Aug -Dec./2016 average. The five months of work were considered the best results of the year 2016. In October, the Downtime reached half of the established goal and was considered the best of the year 2016 and the years that have passed; - Monitoring and analysis of the "OEE" of the SHELL Plant approached by each process and the respective participation of the process of "maintenance and utilities" in the effective availability of the machines and equipment for the accomplishment of the Production Schedule. Main activities: - Perform and follow up corrective maintenance, preventive maintenance, predictive maintenance (use of DLI collector), sensitive maintenance, maintenance based on conditions and technical study of reliability (RCM) aimed at the prompt acquisition of strategic spare parts; - Reliability Centered Maintenance (RCM – Lean) performed by each process, such as “predictive maintenance” in the SHELL Grease Process and “maintenance based on the conditions” in the SHELL Lubricant Filling Process (lubrication, tightening / re-tightening and implementation of technical cleaning of sensors / mirrors), as well as sensitive maintenance; - Monitoring and analysis of the OEE and availability of the SHELL Plant.

Manage quality control, laboratory, supplier qualification engineering, quality assurance, environment engineering and continuous improvements as lean six sigma and reliability applications for technically evaluate improvements prospects with contributing to the company's growth goals. Responsible for leading the standardization, qualifications and management models (Strategic and Tactical) to ensure operational continuity and continuous improvements in operational and maintenance processes. Clients in Brazil: GE, WEG, Alstom, VALE, VLI, FCA, Samarco, Raizen, Aker Solutions, Wartisilla, Drill Quip, Onesubsea, Aker Solutions, FMC, NOV, Bardella and Eletronuclear. Identify, propose and implement solutions aimed at optimizing work standards and practices and achieving operational excellence through innovative technologies that are economically and technically feasible, using existing solutions in the market or developing new solutions with suppliers. Control of project milestones, KPIs, detection of deviations from the Gantt chart, generation of reports and presentations of progress status to the respective Top Management. Plan and control the area's budget, assigned resources, and the specific budgets of the projects in charge. Change management and communications plan to install a culture of innovation to transform Acoforja into a Forging player of the future. - Some methodologies: - Implementation and execution of Açoforja Production System (APS) based in LEAN-Toyota (TPS) with "5 S (5 Senses)", Kaizen, RCM, FMEA, FTA, RCA (Root Cause Analysis), VSM, FMDS, A3, SMED, TPM, PDCA, Routine Management, Hoshin Kanri, Balanced Scorecard (BSC), SWOT Analysis, Risk Analysis, Action Plan, new KPI’s, MSA, DOE and Staggered Audit. - Quality Assurance: AAR-M-1003 Certification, ISO 9001/ ISO 14001 (DNV-GL), ABS Certification of Forging Steel Process for Marine market and Eletronuclear Certification.

Manage quality control, laboratory, quality assurance, engineering, qualifications and continuous improvements as reliability and quality applications for technically evaluate improvements prospects with contributing to the company's growth goals. Responsible for leading the standardization and management models (Strategic and Tactical) to ensure operational continuity and continuous improvements in operational and maintenance processes. Clients in Brazil: PETROBRAS, VALE, Usiminas, Vallourec, Suzano, Veracel, VCP, Eldorado, Copasa, Codevasf, Cagece and Embasa. Identify, propose and implement solutions aimed at optimizing work standards and practices and achieving operational excellence through innovative technologies that are economically and technically feasible, using existing solutions in the market or developing new solutions with suppliers. Control of project milestones, KPIs, detection of deviations from the Gantt chart, generation of reports and presentations of progress status to the respective Top Management. Plan and control the area's budget, assigned resources, and the specific budgets of the projects in charge. - Some methodologies: - Implement process improvements such as tape welding of Drostholm machine that reached 20% increase in productivity in the manufacture of fiberglass pipes, based on LEAN-Toyota (TPS), SMED, VSM (cycle time/ takt time), Kaizen, FMEA, RCM, FTA, RCA (Root Cause Analysis), TPM and 5 S. - Statistical Process Control (SPC) and Quality Management (new projects in industrial process / developments / qualifications with sanitation companies in Brazil (10,000 hours of testing of Hydrostatic Design Basis (HDB) and 10,000 hours of testing of Strain Corrosion (SC) witnessed by DNV)). - Quality Assurance - Certification and Recertification of the ISO 9001 - Quality Management System in two plants.

Identify needs and adjust solutions, with reliability engineering applications for technically transformation initiatives for new models and automotive processes. Responsible for analyze the reliability of automotive systems based on in-depth analysis of the guarantee data given by groups / components and definition of the goals of reliability by component, system, group and total model for 12 months of use (R/100) for new designs. Responsible for definition and development of FMEA's design and new components / systems process. Leader of the Audit FIAT - Product Quality Level (road activities, functional qualitative checks and aesthetic quality checks body shop, welding, painting and assembly) on the FIAT brand vehicles in Brazil (Betim and Sete Lagoas) and Argentina (Cordoba). Leader of the Benchmarking of Audit of Quality Product Level of National Competitors, such as conducting Benchmarking visits in VW, GM, FORD, RENAULT, PEUGEOT and CITROËN Plants in order to measure the final quality of the vehicles (car and van) on own factory competitor (road activities, functional qualitative checks and aesthetic quality checks body shop, welding, painting and assembly). Leader of the process responsible for welding and production of the side doors of the vehicle Palio and Strada pick-up in Carmaker Body Shop.Plan and control the area's budget, assigned resources, and the specific budgets of the projects in charge.