Led and managed the maintenance and projects team comprising over 300 employees, including superintendents, supervisors, engineers, coordinators, and multidisciplinary technicians, divided into shifts covering 24/7 operations.Worked on the development of coordinators, supervisors, and maintenance leaders for organizational growth within innovation and sustainability.Developed and implemented operational strategies for the plant to enhance efficiency, productivity, and manufacturing system reliability, incorporating TPM, Lean Manufacturing, Big Data practices based on sustainability goals, asset management, parts and supplies management, and WCM indicators.Led critical problem-solving initiatives, managed plant assets, including production areas, Capex and Opex investments, and business relationships among service and parts contracts to achieve synergy, demand, and structural cost reduction, aiming to optimize resources, processes, people, and team restructuring.Ensured the application of Safety, Health, and Environmental policies and standards to prevent accidents, preserve the occupational health of all employees, and comply with environmental regulations.Contributed to a significant 18% reduction in energy consumption through meticulous management of each substation, identifying and optimizing areas with excessive consumption in Q2 2023, resulting in recognition from the VP of Manufacturing for promoting a culture of transformation and sustainability.Achieved an 8% budget optimization, focusing on the scope and performance of contracts in Q2 2023, and implemented control of service orders in PowerBI, resulting in a 23% reduction in backlog through effective management of scheduling, priorities, and delays in Q4 2022.Received awards in the Ethnic and Race committee for promoting the development of minorities and diversity growth, in the safety committee, and in the sustainability committee for the plant, managing water, energy, and gas consumption.

Led three high-volume shifts, spanning three levels of hierarchy, overseeing four superintendents, nine supervisors, 24 operational coordinators, and a total of 380 employees, ensuring alignment with company objectives.Developed potential leaders with exceptional technical skills, assigned tasks and challenges, provided training and development, conducted performance evaluations and feedback sessions, and offered mentoring and coaching.Developed and implemented effective daily routines, including safety walks, climate and environment meetings, KPI reviews, Lean, TPM, WCM practices, and production planning, managing the maintenance team.Managed quality, addressed critical issues, conducted scaling audits, and ensured supplier quality.Oversaw budget management, cost per unit, labor, contract management, and raw material supply, responsible for financial results and operational performance.Managed and led different teams and departments, implemented robust governance processes that resulted in achieving a sustained internal quality KPI of 100% for seven consecutive months, installed new technologies, and increased automation levels from 69% to 80%, resulting in a 3% cost reduction and promotion.Selected for a special mission to plants in the USA and Canada in 2021.

Led and supervised a multidisciplinary team composed of production, quality, and process engineers, focused on driving manufacturing operations and managing Production and Maintenance structures.Led workshops to identify improvement opportunities, including cycle time reduction, process automation, material flow, and productivity optimization; Applied methodologies such as Lean, Six Sigma, Kaizen, 5S, Gemba, and used specific tools to analyze processes and identify areas of inefficiency.Managed quality indicators, escalated audit plans, investigated critical quality items, and supervised the application of quality tools and Six Sigma techniques, including P-FMEA, DMAIC, CEP, Pareto, Ishikawa, and 8D.Achieved a significant 12% improvement in quality, as per a global customer audit, and an 8% reduction in manual micro-operations through a short-term plan implemented using Kaizen.Received "Plant Manager Recognition" for the 12% improvement in quality and the adopted method for achievement.

Led the production team with 02 hierarchical levels, including 02 production supervisors, 08 operational team coordinators, and approximately 180 people, focused on safety, talent development, quality, standardization, responsiveness, cost, and sustainability, based on lean manufacturing principles.Promoted a safety culture through risk identification, training, and internal audits.Implemented strategies to optimize production, utilizing data analysis tools such as Power BI, R, Python, and Excel.Monitored and controlled production costs, managing team performance, training, and development.Achieved a 2% reduction in absenteeism and implemented predictive measures during production pauses by the operations team.

Led a team of 18 members, including project managers, senior and mid-level engineers, and coordinated with 05 global suppliers (USA, Korea, Italy) in the development of processes and prototyping, redesign of the production line, process automation, layout construction, infrastructure, CAPEX, OPEX, and asset renewal.Managed the development of advanced project phases in China, including process validation, assembly, devices, and product validation.Assigned tasks and projects based on skills and experiences, developed training plans and monitored the performance and progress of team members.Developed strategies for interventions in production lines, involving more than 2,500 third parties in the installation of complex equipment, with strong communication with senior leadership and a focus on long-term vision.Collaborated with project managers in defining goals, scope, timelines, and necessary resources; Implemented innovation strategies in processes; Worked with top management to define guidelines and policies for the team.Collaborated with the global team to ensure projects aligned with standards, strategies, and goals; Monitored project progress, schedule, costs, identified potential challenges, and took measures to resolve them.Increased plant automation level by 23%, strengthening relationships between different teams.Received the "President Award" from the VP of Manufacturing; Exceeded performance and behavior expectations for two consecutive years.Launched 03 new products, increased team engagement and involvement with the plant and the project over 12 months, restructured project management and communication, eliminating existing delays.Awarded the "Plant Manager Award" by plant leadership.

Led and managed a group of seven engineers, specialists in robot and PLC programming, responsible for developing solutions that connect virtual processes with the factory floor, optimizing the installation and programming of industrial robots, factory floor systems, and computers managing the production process.Developed suppliers and systems that meet user and business needs, leading to the creation of new solutions. Provided training for operational groups and supply chains, developed descriptive memoranda, budget and cost specifications, and business cases.Conducted studies on productivity, cell operation, PLC logic, throughput studies such as bottlenecks, system recovery time, buffering, layout optimization, and material flow.Implemented the "Industry 4.0" concept in 2013, resulting in a 25% reduction in the installation time of new cells during line commissioning and successful production start.Awarded the "President and Innovation Award" for global leadership; Received a visit from the Ministry of Technology of Brazil.

Planned and led teams and supplier groups in project execution, project management, risk analysis, quality, labor, budget, scope, integration, engineering, supplies, and critical path analysis.Managed crises and negotiations; handled claims management, identified and mitigated risks, implemented project performance improvements; Procurement, contracting, supplier development, and definition of memorials.Established and managed relationships with project-involved areas to ensure on-time delivery, including Product Engineering, Planning, Contract Management, Supply Chain, Manufacturing, and the design team.Conducted project management/review meetings; Reported project progress to Directors, led approval gates for cost, schedule, quality, and EHS.Managed project assets, depreciation and amortization, Capex, Opex, cash flow, and forecast accuracy.Evaluated lessons learned, documented and communicated them to relevant areas, and applied them to future projects; Trained and empowered the team in methodologies and best practices in projects; Provided training for new project managers.Launched two new products, and executed two interventions in the plant involving a group of 600 people, 07 different suppliers, and a team of 12 engineers, optimizing costs, reducing execution time, and achieving zero rework.

Developed processes for new production lines, conducted field surveys, identified operational needs, introduced new technologies, and made operational adjustments to the plant, including studying cycle time, designing layouts, and developing assembly flow for products.Developed technical proposals, implementation strategies, quotation processes, supplier selection, cash flow management, importation processes, and schedule management.Coordinated the buy-off process, managed installation phases, and served as the focal point for major interventions during production shutdowns; Responsible for the validation process of new products on production lines, safety system validations, and product validations according to quality KPIs; Trained line operators.Installed a new automated line with 52 new robots, increasing the line speed from 27 to 47 vehicles per hour.Skills: Manufacturing process, Planning, Influencing, Quality, informative communication, Team work.

Acted as the LATAM focal point for developing methodology and standardizing processes in the region.Trained and implemented methods with a group of 150 engineers and the supplier chain, led the migration in the engineers' working methods, virtualized the development of processes, and trained the entire group, resulting in standardized processes and reduced errors on the factory floor.Contributed to the reduction in direct costs associated with reworking devices, gained efficiency in the use of plant layout space, and challenged traditional concepts.

• Specialized in manufacturing process and product management solutions.• Served as a key account manager for GM, Volkswagen, and Mercedes.• Orchestrated the operationalization of product solutions at client sites, including conducting training sessions, defining pilot projects for implementation, identifying gaps for application improvement, and ensuring applicability in the client's value chain.• Monitored the entire client value chain process, assessed gains and opportunities for each client, and acted as a focal point for global development within the clients.• Implemented standardized processes, applied continuous improvement methodologies, designed business cases for fundraising, and expanded business operations at client sites.• Achieved 100% implementation and application of solutions in all three accounts, impacting manufacturing engineering processes positively by enhancing process development, increasing accuracy, reducing costs, minimizing errors previously detected only on the factory floor, providing training throughout the supplier chain, and standardizing the quotation and process contracting procedures.