- Manage master planning, material processes and systems, prepare and update production schedules, Manpower Capacity and purchasing needs. - Ensure operational alignment with production plan and KPIs. Optimize inventory and process improvements.- Coordinate and expedite the flow of materials (from suppliers and also within departments) according to production schedules. - Communicate and build customer relationships. - Standardize processes practices and support improvements on the receiving, inspecting, picking and delivery to the customs point of use- Manager configurations verification to allow Swaps on Critical parts and modules and reduce TAT off wing - Focused on GE90 and GP7200 Engines from Emirates fleet, leading a team of 18 people, that includes: Controllers, Planners, as well Warehouse and Materials Specialists; Quality and Finance functions.

. Leading regional / global projects to implement best practice manufacturing tools, mindset / thinking and processes.. Creating platforms to drive optimization and continuously improve 4 core areas of quality, safety, delivery and cost. Supporting TAT improvements at customers processes and applying correct Standardized Work and Structured Problem Solving approach.. Ensuring that Lean principles are being applied with the right goal in mind: To sustainably maximize the delivery of value to the customer.. Act as a coach to other Lean Practitioners applying Kaizen methodology to accelerate Continuous Improvement and Cultural Transformation. Challenging and supporting the organization to drive a culture that fosters continuous improvement, by asking guiding questions, supporting teams as they test hypotheses, and celebrating improvements, in both performance and process. Standard Work global Tool Owner, setting templates, training decks, tool playbook and internal standard work practitioners trainer - Leaders Standard Work, RACI Matrix, Transactional and Operational Standard Work.. QCO-Quick Change Over/Setup Reduction and OEE - Overall Equipment Efficiency tool owner, setting standards for GE Aerospace globally.. APICS CPIM and CSCP certified trainer, leading instructor for Internal groups for Supply Chain, Procurement, NPI, Planning.

▪ Lead projects to support customers challenges on Continuous Improvement in Manufacturing, Services and Projects Environments▪ Implement lean management (industrial and administrative areas)▪ Promote change management and transformation on clients▪ Lead teams in mid-large projects▪ Apply continuous improvement tools according to Staufen Táktica standards/portfólio to support customer needs▪ Support companies strategy development and implementation of Digital Transformation and Industry 4.0 concepts adoption to improve productivity and process stability.Promote Supply Chain optimization and S&OP, IBP implementations based on ERP, APS data and Markets information.Portfolio Management, Customer segmentation, Customer services and Order Fulfillment projects to optimize overall customer value perceived.Reference on Lean Manufacturing, Lean Office and Lean Six Sigma applications in all industries and companies segments.

Pos Graduation Teacher on Productivity and Pull Production discipline, teaching Lean Tools as TPM, QCO, Pull Production and Cell Design and also, Strategical Planning, Industrial Logistics and Business Games.Specific materials for hands on dinamics where students can understand lean benefits on productivity, WIP reduction, pull production benefits due to demand variation - using Legos, mini machines and dies, pens assembly plant and origami products assembly.More than 1,480 students in 14 cities in 3 different MBA courses.In 2006 and 2011 - 19 groups with classes in Lean Office, Lean Managament System and Lean Logistics.2012 - 7 groups - Lean Office (2), Lean Logistics (2), Lean Management (2) and Continuous Flow (1)2013 - 5 groups Lean Office (3), Industrial Logistics and Materials Flow (2)2014 - 2 groups Industrial Logistics2015 : 8 Groups; 3 Groups on FGV Logistics Management + 3 on Strategical Planning + 2 Groups on Business Games2016: 8 Groups; 3 Groups on Logistics + 3 Groups on Strategical Planning + 2 Groups on Business Games2017 : 3 Groups on Strategical Planning2018-2019: Expatriated in Norway, sabatic time from FGV2020: 2 Groups on Logistics and Supply Integration + 1 Group Materials Administration2021: 2 Groups on Logistics and Supply Integration: 2 Campinas, Taubate + 1 Group Materials Administration Jundiaí and Campinas

1. Continuous Improvement LeadershipStrategy definition and execution of Lean Manufacturing Tools and Physolofy Deployment in full Carbon Division, having EBS [Elkem Business System] : based on TPS and ABS.2. CPM Critical Processes Management applying Six Sigma Tools : Flowchart, SIPOC, Process Tree, Control Loops, Process Maps, SPC Charts, Focus Diagrams and Capability & Stability measurements.Leadership on 02 Global Process Improvement Teams on Calcining and Pastes bringing benchmarking and best practices within plants, Go&See and Standardization.3. Problem Solving, Help Chain & Standardized Work, A3, RCAs : Root Cause Analysis cases study and training - focused on Process deviations and EHS incidents / conditions improvement4. Best practices definition and deployment between plants in the full Supply Chain, leading Projects Management, KPIs and A3 design and review + Recognition and Reward programs.5. Lean Office and VSM deployment in order to optimize Cash Flow, AR turns, Assets and Capacity Management and Investment Applications evaluation.6. MES - Manufacturing Execution System deployment in all Carbon Plants, applying Critical Process Management, OEE and Processes improvement innitiatives for Productivity increase and high level assets running. Online monitoring.7. EHS and EBS Assessments in order to measure improvements, reinforce benchmarking and define action plan for gaps. Global reference and comparison within plants to document best practices.8. Agile methods applied on projects such as Stand up meetings, Kanban, Sprints planning, Recap meetings, being Product Owner or Scrum Master on different projects.Elkem Carbon Division - plants located in:Vitoria In ES - Brazil - 2 plants : Carboindustrial and Carboderivados.Shizuishan City (Dawoku) : Ningxia province - ChinaSarawak (Bintulu) - MalaysiaEmahlaleni [Ferroveld] Joint Venture with Samancor - South Africa Kristiansand [FISKAA] and Oslo - Norway

Expatriation Program in Norway 1. Continuous Improvement LeadershipStrategy definition and execution of Lean Manufacturing Tools and Physolofy Deployment in full Carbon Division, having EBS [Elkem Business System] : based on TPS and ABS.2. CPM Critical Processes Management applying Six Sigma Tools : Flowchart, SIPOC, Process Tree, Control Loops, Process Maps, SPC Charts, Focus Diagrams and Capability & Stability measurements.Leadership with Process Directors on 02 Global Process Improvement Teams on Calcining and Pastes bringing benchmarking and best practices within plants.3. Problem Solving, Help Chain & Standardized Work, A3, RCAs : Root Cause Analysis cases study and training.4. Best practices definition and deployment between plants in the full Supply Chain, leading Projects Management, KPIs and A3 design and review + Recognition and Reward programs5. Lean Office and CRM [Cost Road Mapping] deployment in order to optimize Cash Flow, AR turns, Assets and Capacity Management and Investment Applications evaluation.6. MES - Manufacturing Execution System deployment in all Carbon Plants, applying Critical Process Management, OEE and Processes improvement innitiatives for Productivity increase and high level assets running.

1. Continuous Improvement Leadership2. CPM Critical Processes Management applying Six Sigma Tools 3. Problem Solving, Help Chain & Standardized Work applying A3, RCAs4. Best practices definition and deployment between plants in the full Supply Chain5. Lean Office and CRM [Cost Road Mapping] deployment in order to optimize Cash Flow, AR turns, Assets and Capacity Management and Investment Applications evaluation.

Jan-2015 to Jan-2017: 3M BRAZIL MATERIALS ADM MANAGER FOR E&EBG + S&GBG BUSINESSESIn charge of 2 full Business Groups including 4 of the 7 sites that 3M has in Brazil (Sumare, Ribeirao, Itapetininga and Manaus). Dec-2012 to Dec- 2014: MATERIALS ADMINISTRATION MANAGER - PSD, TSSD, CSD, EMD, CMD, AdMD, ADSD(AT) & ENERGYIn charge of 11 Manufacturings and more than 5,950 SKUs, 75% MTO, 25% MTS.1. OP and S&OP : Sales and Operations Planning process 2. MPS/RCCP and MRP/CRP : Capacity Planning3. Inventory Management & Cash Council (Executive S&OP)4. PPC: Kanbans, Pull Production, CPFR, Consignated inventory5. KPIs Mangt: PA, OTIF, ATP, Inv. Turns, NWI, TTM, Order Book Attainment;6. Import and Export routines management;7. APICS qualificationFrom October-2010 to November-2012SUPPLY CHAIN SERVICES AND LEAN MANAGER1. CRM Management + SFA Sales Force Automation;2. CPFR with dealers3. APICS - CPIM / CSCP Certification Program4. Lean Especialists Certification Program5. Standardized Lean Strategy deployment on the (07) sites in Brazil.6. Std Work Roadmap + Team Leaders deployment.7. BrinqLean deployment - Lean concepts for white collars8. Materials Flow (inbound, internal, outbound) Roadmap execution9. Mobile CRM and SFA - Siebel on Demand basis10. Hoshin DeploymentFrom October,2008 to September, 2010ADVANCED LEAN MANUFACTURING MANAGER1. Coordinate and lead Lean Manufacturing Implementation2. Establish corporative strategy and toobox to deploy in a uniform way in all 5 sites and areas, define and execute trainning matrix 3. M&A (Merge and Acquisition) due dilligences on manufacturing approach, evaluating processes, productivity, bottlenecks and manpower in order to define company value.4. Make sinergy between Six Sigma program and Lean Manufacturing, connecting projects and professionals to BB and Green Belts experience.5. Deploy pull production on extended value stream maps and reduce work in process inventory and increase inventory turns in 20%.

- Lead and coordinate Productivity Committee approaching cost reduction and productivity increase projects in 12 soybean crushing and refining plants all over Brazil. - Responsible for leading assessments and team training to achieve multifunctional skills on implementing LeanSigma tools. Strong projects on Standardized Work, TPM & OEE, Six Sigma, Electrical and Thermal Energy consumption reduction in all plants, for 2008 US$ 14,0 MM achievements on cost reduction and margins increase. - Working closely to top management, organizing business plan deployment and local plans to support capacity usage increase, quality improvements and specific projects designed for new business approaches. - Every 3 months support and organize business results review meetings with Plant Managers and Directors to follow up plans, teaching lean concepts to top management in order to help cultural change in a top to bottom strategy.

- Hired to help Lean Manufacturing implementation in Joinville plant, focused in VSM to define the proper kaizens to be made in order to reduce Lead Time, Work in process, increase key equipments OEE and teach people Continuous Improvement techniques.- Strong results in Lead Time reduction (-25 to 35% reduction).- Benchmarking in Latin American region on Scrap reduction, Productivity and Continuous Flow concepts implementation.- New products implementation, using FMEA, DFMA and modular production concepts, since product concept definition to production start and after sales quality problems. - Manufacturing manager of 3 assembly lines, with 667 People, 36 Team Leaders and 10 Group Leaders, working in 3 shifts, producing 2690 products / day, leadership responsible for achieving targets on Quality, Costs, Responsiveness, People and Safety, using Lean Manufacturing transformation, achieved 33% lead time reduction, 23% productivity improvement, 34 kaizens made in 13 months.

- Operator on Engine and Chassis Line – (15 months);- Quality Problems Analysis – Squeaks and Rattles, Water Leaks – (12 months); - Manufacturing Supervisor - Chassis and Trim Line, with a team of 175 people – (15 months);- Lean Implementation Team Supervisor, responsible for leading Lean manufacturing in the S10 plant, the job was reported to GM board in USA for the strong results in productivity +18% and scrap reduction of -42%, based in Standardized Work, Quick Setup, TPM and Continuous Flow – (11 months);- Lean Implementation Team Coordinator, covering 2 Manufacturing Complex (São Caetano and S J Campos, SP), in order to standardize lean tools usage, establish assessment method, wood made cars based learning center (Gemba simulation), Lean Tools standards and requirement in connection to GM – GMS (General Motors Global Manufacturing System), both plants achieved level 3,3 to 3,8 in a max of 5,0 establishing benchmarking in Latin American Region - (18 months).

- Freights analysis;- Transportation documents;- Cross docking analysis;- Trucks routes management;

- Programming in Visual Basic and C++- Simulation on VLS (Satellites Launching Vehicles) program - Drag calculation simulator- HTML web pages design