Responsible for managing and bringing a new state-of-the-art foundry site to full capacity, overseeing production, maintenance and process engineering.Implement a production management system, integrating engineering, quality and OPX.

Responsible for establishing a process engineering department in a new state-of-art foundry.

- Responsible for strategizing, planning and implementing maintenance initiatives across three plants and five production lines.- Coordinated the development of a user-friendly maintenance system with a cloud database, enhancing breakdown tracking with detailed solutions. Facilitated easy access for technicians to historic maintenance records, diagrams, blueprints, manuals, and work instructions, significantly reducing downtimes.- Established and developed a maintenance engineering department for conducting failure analysis methodology (5 Whys, A3, Fishbone diagram). Created Power BI dashboard for S2DQC meetings and trends analysis.- Reviewed and optimized preventive maintenance plans, worked with production areas to prioritize planned activities and maximize machine availability for maintenance.- Oversaw and managed a team of maintenance engineers in key projects, including the design and commissioning of a new crankshaft production line, infrastructure expansion (energy, air, water), automation, data traceability, and equipment procurement/commissioning.- Led a spare part management project, including BOM development, safe stock definition, MRP management training, and collaboration with procurement for supplier development.- Implemented cost-effective reverse engineering for customized OEM spare parts, reducing repair process lead time and minimizing stock value.- Contributed to ISO 14001 certification as part of energy management committee - Structured an internal training department, focusing on hands-on training replicating existing controllers and mechanism.- Assisted in developing and managing the department budget, ensuring daily cost control with visual management for the entire team.- Implemented 5S methodology across all maintenance areas.- Assisted the team in adhering to OSHA regulations and HSE requirements.- Reduced MTTR in 25%, increased MTBR in 35%, reduced cost/piece by 23%, and increased PM/100 breakdown from 25/100 to 86/100.

- Responsible for integrating machining maintenance, forging maintenance and industrial engineering. Reorganized the maintenance structure, reviewed job descriptions, departmental targets and strategies to increase machine availability, supported by daily dashboard, linked with main KPIs.- Redefine corrective and preventive maintenance process and implemented a systematic failure analysis using the 5 Why's and A3 report methodology for the top 10 breakdown machines, increasing OEE from 67% to 83%.- Create preventative maintenance plans for all machines and develop dedicated plans for critical points, ensuring they are carried out.- Review BOM, define the spare part management process, ensured fully automatic replenishment, and implement tools for monthly consumption analysis. Reducing PR lead-time from 45 to 1 day and inventory by CNY 1.1M over 1.5 years.

Main tasks and achievements- Responsible for leading the CAPEX buyer team, providing strong guidance on cost savings and close collaboration with the engineering and industrial areas.- Implemented a new CER process, giving more transparence and integrating involved areas throughout the process, deployed strategic sourcing aligned with the main stakeholders, and revised standard contract for machinery and equipment acquisition.- Achieved savings of 15% on PVO and implemented e-auctions for purchases exceeding 100 KBR/year.

Main tasks and achievements- Responsible for leading the purchasing team for MRO and Services- Served as Lean Office Project Leader, overseeing the procurement process and achieving the following key deliverables: o Implemented Procurement KPIs to measure performance and drive continuous improvement. o Implemented Diary Management system to identify trends in requests and manage workload effectively. o Improved integration with manufacturing and engineering departments, ensuring a clear understanding of their needs, demands, and priorities.- Implemented an automated tool for MRO purchasing, significantly reducing the cycle time from requisition to order placement to just one day and reducing rework occurrences in the fiscal area by 80%.

Main tasks and achievements - Responsible for electronic maintenance, managing a team of 45 direct employees and 20 indirect employees.- Focused on developing the team's skills by investing in external and in-house training, strengthening the culture of creating procedures, and promoting technical discussions and sharing experiences within and between shifts.- Worked with HR to develop trainee program and partnership with contractors to develop future employees.- Defined team goals, maintenance strategies, integrating the engineering team to conduct failures analysis with the technicians.- Oversees the maintenance team during machinery transference (decommissioning and commissioning) from system plant in France to India.- Leads the maintenance team in the start-up of machinery for new production lines in BU-China.- Successfully led a Six Sigma project, resulting in R$ 1.2 M cost reduction with services across the industrial area, implemented a management system with KPIs for all internalized teams.

Main tasks and achievements- Implemented maintenance KPIs to measure and improve the efficiency and effectiveness of maintenance operations.- Defined the main plan, tasks, and goals for the maintenance engineering department- Oversee preventive and planned maintenance activities.- Successfully performed new machine try-outs and pre-acceptance of construction in accordance with RFQ requirements.- Responsible to integrate automated gantries to the production line machine at BU-USA (Danville-USA).