Cristiano Rodrigues Barcellos Email & Phone Number

State Of Santa Catarina, Brazil

Oslo, No

Yara is a norwegian company and fertilizer worldwide leader with operations in more than 60 contries and sales in over 160 countries.• Responsible for all operations of the largest and most modern fertilizer production and shipping plant in Latin America, leading a team of approximately 750 employees, a budget of approximately USD 18 million and annual revenue of more than USD 1 billion.• Management of a port terminal with 4 berths (two cranes, one ship loader and 2 barge loaders), a rail loading station (150 kton/h), a bulk loading station (400 ton/h), 6 internal warehouses (440 kton), 4 external warehouses for finished products (90 kton) and all internal and external material handling (4.5 Mton/year);• Management of an acidification plant (1 Mton/year), two granulation plants (1.1 Mton/year) and a blending plant composed of 8 automatic blanders (1,8 Mton/year). Management of a portfolio with over 100 products and daily loading and shipping of over 400 trucks per day during the harvest;• Responsible for the daily performance of operations (KPIs and OPIs), working to ensure that all plants are operating in accordance with the goals established in the management plan. Ensuring full compliance with all safety principles, operational and quality standards, and regulatory and environmental legislation.

Oslo, No

• Responsible for maintenance, engineering and project areas, leading a team of 300 people and a budget of USD 31 million (CRC and Capex);• Revision of maintenance structure (PCM, TBM, CBM, PBM and RCM) to optimize the performance of productive facilities by ensuring that these facilities function regularly and efficiently;• Management of annual planned turnaround, ensuring the correct sizing of equipment, auxiliary resources and materials required for maintenance services; Technical interface with operational process, production planning, procurement and human resources, seeking continuous improvement of the areas, focusing on synergy, optimization and cost reduction;• Implementation of the Maintenance and Project Committee with continuous monitoring of all key indicators to ensure the achievement of established goals and risks reduction for the site.

Oslo, No

• Support the YPS implementation, operational excellence program developed by McKinsey and YARA to improve plants’ productivity in Belle Plaine in Canada and Tertre in Belgium. • Head of YPS implementation in Rio Grande Plant, acting in synergy with the other areas implementing a set of actions and tools that should improve the company cash flow in USD 28 million and increase the volume in 200 thousand tons until 2020.

Zwevegem, West-Vlaanderen, Be

Bekaert is a world market and technology leader in steel wire transformation and coating technologies, serving customers from a very wide range of industry sectors in 120 countries and € 5 billion in annual revenue• Integration of Bekaert model and production practices with existing Pirelli Steelcord Plant.• Continuous benchmarking in Brazil and abroad, aiming at improving production KPIs and reducing costs.• BMS (Bekaert Manufacturing System) Implementation with support of Mckinsey & Company.Main Results:• Safety: - 73% number of accidents; • Quality: - 23.3% scrap generation, -14% non-conformities; -72% customer complaints;• Productivity: + 8% OEE stranding machines, + 6% OEE drawing machines, + 727 tons/year extra volume;Bekaert acquires Cord Brasil (Pirelli Wire Technologies Company) in Dec/2014

MBA - Project Management and Organizational ProcessesDisciplines: Fundamentals of project management; Scope Management; Quality management; Risk Management and Time ManagementMBA - Foreign Trade and International BusinessDisciplines: Coaching, leadership and people management.MBA - Strategic Business ManagementDisciplines: Marketing and Accounting & StatisticsMBA - Logistics and Supply ChainDisciplines: Coaching, leadership and people management; Production Management and Logistics project management

Milano, Mi, It

Pirelli is a global high value consumer tyre company with 19 production plants in 12 countries and a commercial presence in over 160, it has around 31.500 employees and a € 5.2 billion in annual revenue.• Responsible for production management, coordinating a team of approximately 500 employees, maintenance specialists, quality, efficiency, industrial engineering and HSE to ensure the fulfillment of production targets within the standards of quality, safety, quantity, cost and deadline established ensuring the correct balance of production and resources.• Analyze and evaluate the economic aspects of the production process, hand labor and quantity of materials consumed, to identify opportunities and / or alternatives to reduce costs and / or increased productivity.• Track and systematically monitor the production performance through the analysis of performance indicators, proposing plans and actions necessary to ensure compliance with business goals.Main Results:• Productivity: + Efficiency 7,6% kg/h;• Quality: -33% customer complaints;

Milano, Mi, It

• Coordination of the following areas: maintenance, engineering, projects, warehouse and water treatment plants being responsible for a team of 77 people, 876 machines and a budget of US$ 150 million. Design and implementation of maintenance programs: corrective, preventive and predictive; management of all technical KPIs and maintenance efficiency being benchmark of the sector .• Management and implementation of the investment plan (capex), operating in the transfer of technology, manufacturing expansion, development and purchase of machinery and equipment, optimization of production processes , adequacy of the machinery existing technical standards ( NR's) , being responsible for a budget of US$ 25 million .• Ability to guide the team in achieving results , acting as facilitator and developing individual potential in favor of the collective.• Design and implementation of BBS (Behavior Based Safety) and POWRA (Point of Work Risk Assessment ) programs in the area of maintenance, to reduce to zero the number of accidents .Main Results:• Costs: - 7,8% Spare Parts, -8,4% Maintenance; - 10% manufacturing costs;• Volume: + 4300 tons/year (increase manufacturing capacity)• Safety: - 30% the number of accidents in maitenance area;

Milano, Mi, It

• Implemented the Pirelli Manufacturing System (PMS), from the model definition to staff training; implementation of the 9 pillars of PMS (Focus Improvement, Continuous improvement, Quality Maintenance, Planned Maintenance, Autonomous Management. Training and Devolopment, HSE, Office, Early Equipment Management and Supply Chain) • Developed and managed all factory improvement groups, aiming at elimination/reduction of production and management losses to improve financial results.Main Results:• PMS - Lean Implementation: +450 employees envolved, +50 initiatives, effective capture UDS 5,7 million;

Milano, Mi, It

• Designed machinery, equipments and production lines for all factories of the group, managed a budget of € 20M a year. Responsible for component purchase, assembly coordination, tests and expedition.• Developed new machinery and equipment project with external consultancy firm to develop new products and technical improvement. Elaborated the technical documentation to attend European norm.• Developed in partnership with Product Engineering, machinery and product line improvements, promoted the transfer of these improvements to other factories to guarantee a standard process.• Technically supported the group factories (Germany, Brazil, Italy, Romania and Turkey). Developed and certified suppliers of technological components. Responsible for purchase and transfer of the technological material made in Europe to other factories.

Milano, Mi, It

• Elaborated and managed the investment plan (capex) of the semi finished factory, using the following metodologies: Early Equipment Management and TPM in the projects execution;• Evaluated the technical actions according to safety policies, productivity increase, qualitative and technical improvement and related economic feasibility studies;• Coordinated the design team to develop and improve machinery, production lines and production equipment, managed the internal and external teams to project execution.• Created and audited the improvement groups focusing on continuous process and machinery improvement to attend the management plan goals

Rio Grande Do Sul, Br

Disciplines: Heat Exchangers and Volumetric Machines.

Porto Alegre, Rio Grande Do Sul, Br

Canoas, Rio Grande Do Sul, Br

Canoas (RS)

Pde - Executive Development Program, Leading For Growth

Postgraduate, Project Management

Mba, Business Management

Pde - Executive Devopment Program, Leadership Development

Bachelor'S Degree, Business - Production

Master'S Degree, Mechanical Engineer

Bachelor'S Degree, Mechanical Engineering