Throughout the time I have been working in IBM, I have collaborated with my squad at the maintenance & valuation treadmill in the Santander Real Estate Project. This role gave me the opportunity to ensure the deliverables through Agile’s practices and secure that the workflow keeps running in a daily basis with a focused outcome for the client. I have the responsibility of managing the corrective maintenance of all Santander assets not for own use in Brazil. I began to understand how the market cost acceptance criteria function for buildings and started to analyze market valuation reports and make the decision to reject or accept the technical valuation report. In March 2022, I became an IBM Agile Champion for the project. In this assignment, my occupation is to inspire change and drive the Agile mindset in the project, delivering efficient, face-to-face and online workshops, bootcamps and support the squads with Agile practices and ceremonies. I am also able to form squads, track their development, assess their maturity (by intervals of thirty, sixty and ninety days), distribute work, measure what matters, train refreshers and teach new project members.I have delivered three bootcamps for new members of different squads within the project. I could teach the Agile mindset so that the team has broad vision and knowledge to realize their deliverables more safely and productively, compatible with the methodology used in the project. I am responsible for collect and report agile metrics such as: cycle time (Cycle-Time), total and unit cost, employee engagement (Mood Marbles), throughput and VSM.I was given the opportunity to learn more about assets valuation being more cross-functional for my team.

When I worked at MRV Engineering, I was involved in risk and conflict management with the final customer, doing one-on-one talks to gather feedback for the quality team and sorting priorities. With the Lean thinking, I was able to make a list of materials and services that were needed to manage the health of the building before the key delivery. Our team, using the Quality Manual (In agreement with IGLC and LCI), had to make detailed inspections of the apartments for the clients. We used to apply the Kanban board (Backlog, doing and done) to sort the inspections demands in priority order by the apartment delivery date and we used a detailed process Kanban board with all the steps until the key delivery (Definition of Done – Final Date). In site, I was encouraged to use the 5S (Seiri – Sorting and selecting the materials with times used; Seiton – All tidy for easy localization; Seisou – Cleaning and eliminate the causes of dirt; Seiketsu – Hygiene and Standardization; and Shitsetsu – Auto discipline) on my day-to-day activities and with the quality processes. Once, we observed that the inspections were very long, taking about three to five hours and having some repetitive processes. As a Lean resource of correction, we used the warning Poka-yoke and analyzed the inspection process together with the software development team and we decided to remove the repetitive steps that did not bring any value. This way, we achieved 40% reduction on the time that was wasted in all the inspections.