Lucas Almeida Faustini Email and Phone Number

Leading a great group, focusing in team development, promoting members growth. Taking care of our products, having high quality as our guidelines.Improving company results, thru cost reduction and control, seeking better utilization of our resources, capturing higher margins.

Customer communication focusing in a after sale experience and support.Responsible for product invoicing, internal expenses control, accounts payable management.Contracts, shipping schedule creation and invoicing utilizing SAP environment.

Responsible for the JBS leather division transportation in USA for all out going products.Vendor partnership development | Cost control | Budgeting | Load out planning | Scheduling | KPI management and creation | Documentation and process flow analysis.

Total Quality Manager with responsibility in Product Quality, Quality of Information, Quality Control, Customer Service, Logistics and Hides Billing/Invoicing.Responsible to manage all Key Performance Indicators(KPIs) scorecard in the division.Responsible for documentation, new procedure creation, implementing 5s program, Kaizen, continuous improvement and business intelligence.Margin analysis project, focused in better contribution margin, utilizing same fixed cost.Freight Cost Project resulting 28,5% internal freight cost reduction.Develop programs, controls and internal audits to improve product quality, delivery and reliability.Working focused in our people, training and development. Always using the “What, How and Why” for best engagement and results.

-Hiring-Employees Retention Programs-Payroll

Fabrication Supervisor in Cactus - Texas.

Production management in Fabrication, focusing on people management and indicators through KPIs and Scorecard.Work with focus on yields, food safety, people safety, efficiency and productivity.

Load out superintendent, focused on managing the daily routine of production and shipments.Focus on developing the right people in the right place.Facilitator of participatory programs such as CMC and 5S.Production control through scorecard and goals seeking greater profitability for the company.Perishable food inventory management, focused on FIFO and Food Safety.

Development and Implementation of DWRM (Daily Work Routine Management program);- Monitoring of the entire production chain of the beef segment.- Development and Implementation of Continuous Improvement Projects (PDCA);- Adoption of GMP (Good Manufacturing Practices) concepts.- Implementation of industrial management procedures and training (SOPs);- People Management, through direct relationship with the productive sector.- Problem solving management through action plans management.- Responsible for a PDCA project in deboning productivity of a beef slaughterhouse.Benchmark between the JBS Canada unit in Brooks and beef production units in Brazil.Search for improvements and good productive practices in the industrial processes of Slaughter, Deboning, Storage and Shipping of beef.WMS storage solutions.Production management oriented to productive efficiency.

Activities related to occupational safety engineering at a corporate level, participating in SPDA projects, elaboration of risk maps, access control and third-party documents, computerized PPE file system solutions, assistance in the elaboration of PPRA, measurements of environmental risks, management of an accident prevention system, control of a computerized control system for expiring fire extinguishers.

PPCP activities were carried out, both in the production control area and in the production planning area. Quality production routines, where I aimed to produce more in less time. Analysis of machining processes, aiming to reduce production time in machines such as manual and CNC lathes, machining center, milling, welding, saw and assembly line. Assistance from the project development sector, through the joint development of new products, and quality investigation in prototypes. Control of the productive team after the company is without a supervisor. After PPCP project, production dropped from 600 monthly products to 1400 monthly.