Caio Furlan Email & Phone Number

Summary of qualificationsCareer developed in the area of ​​Production/Process Engineering, as DTM Pillar Leader. Professional with experience with Lean Six Sigma and TPM projects, related to efficiency improvement, scrap reduction, quality (CTQ), safety and team training, among other activities.• Experience in conducting a White Belt project, with the objective of reducing losses and increasing quality in production lines, through the application of the DMAIC methodology, for better targeting of projects and team leadership.• Responsible for the Implementation and Leadership of the DTM (Daily Team Management) pillar, with the objective of implementing TPM (Total Productive Maintenance) on the factory floor, focusing on standardization of production processes, ensuring greater stability in the process.• Elaboration, Simplification and Review of Lubrication Sheet Standards, Inspection Check List, Cleaning and Technical Modules aiming at increasing and stability of performance.• Ability to search for the engagement of production and maintenance teams, directing activities according to established goals, schedules and operational standards.• Performance and Presentation in Audits (Engagement), in English, directly with Sonoco of the United States, representing the development and implementation of the DTM, at Sonoco do Brasil.• Development, Management and Simplification of production and finishing processes with graphics and panels developed by programming in VBA.Skills and Activities Developed:• White Belt Project, with training and development carried out within the company, at the end of the delivery and validation of the project, the White Belt certification was carried out by Sonoco do Brasil, with the objective of reducing losses by 15%, directly impacting the KPI : Scrap, with an approximate annual gain of R$ 13,000.00.• Implementation and revisions of standards in production lines, through the TPM methodology and DTM pillar, directly impacting Small Stops, with an average reduction of 62% in the time of small stops.• Participation in Lean Six Sigma Projects, in the production line, through the use of the SMED tool, to reduce the START UP time, with a reduction of 41.6% of the time.• Preparation of plans for: Inspection Check List, Cleaning and Lubrication of equipment in the sectors of: production and finishing, and conducting and monitoring training together with maintenance, with an increase in productivity of 3.7% in 1 year.