Igor Silva Email & Phone Number

State Of Minas Gerais, Brazil

Belo Horizonte'S Region

. To assure the industrial plants performance (costs, quality, flexibility), managing strategies of investment reduction such as equipment reuse and plant depreciation optimization.. In charge of managing the integration of the company department such as finance, HR, Purchasing, Logistic in order to analyze and support the definition of the strategic middle plan taking into a consideration Market evolution and technology innovation besides of coordinate the global best practices in Stellantis group and competitors.. Management of 30 people.. Investment: U$ 280 Mi. Expenses: U$150Mi/year

Belo Horizonte'S Region

Responsible for finishing the tests and approvals of the machines of a New Factory of Turbo Engines, choosing and training the people for the operation of this new factory, manufacturing, testing and approving the first engines and ramp-up this new factory until it reaches its full productive capacity. In addition to the Start-Up of the New Turbo Engine Factory, he was also responsible for the Engine Diagnostics and Hot Tests Area, which is responsible for the hot tests of all 3 different engines produced in the Production Plants, as well as quality certifications of those Plants and also diagnosis and repairs in case of quality problems.Facilitator of projects and improvements (Processes, People, Quality), support the development of WCM in operational areas, training and coaching and auditing activities in production lines. Develop production planning / actions to reduce unit cost. Ensure and promote the application and results with the use of the Workplace Organization tool, monitor working conditions and safety within the production area. Promote and ensure the results of the Manpower and Materials cluster, with atque / loss reduction. Develop Production Leaders through training and coaching, ensuring the understanding and fulfillment of job requirements. Leading Committees and Multifunctional Teams, aiming at the implementation of programs, routines and practices to improve the company's performance and results.Main achievements: Solid work focused on Quality and anticipation of problems, which led to a production increase in record time and without any Quality problems due to human error and also identification of failures from suppliers.Direct management of approximately 200 people.Expenses / Managed Accounts: U$5Mi/year

Belo Horizonte'S Region

In this talent program, the objective was to provide an overview of the business areas, understand their challenges and objectives. During this program, he worked in 4 different business areas at FCA and developed four projects relevant to the business with clear and tracked objectives. MOPAR Area (1st Camp):He worked transversally with some areas to identify a solution, build a BC and approve a business model to solve a problem of customer dissatisfaction. More than 6 scenarios were evaluated and a new business model for the company was approved. Program Management (Development of a new vehicle) – 2nd Camp:After 16 years on the Powertrain side, he had the opportunity to participate in the Development of a New Vehicle. He improved his knowledge in areas such as design, architecture, safety, packaging, interiors, suspension, integration, etc. Project developed globally, participated in discussions with teams from North America, Europe and Asia dealing with problems, technical solutions, cost reduction actions, prioritization, action plans. He was responsible for following the construction of the prototype vehicles, developing cost reduction activities and following the activities / cars that also served the Asian program. Product and portfolio (3rd Camp):Worked on the development, testing and approval of new features of the “new connectivity” of FIAT and JEEP vehicles. Activities carried out with the Product, Eng. Product, Purchasing, Global Suppliers and Manufacturing. Finance (4th Camp):Participated and contributed in the preparation of Budget for the expenses of Production Plants of Vehicles and Components. Developed projects to identify and implement proposals to reduce expenses with taxes on imports of parts from Europe and Asia.

Belo Horizonte'S Region

Worked on construction and approval of Business Cases for new products (Engines and Transmissions) for Fiat and Jeep Brands in global projects. Analyzed and proposed improvements / increases in production capacities, was responsible for the management / coordination of preventive investments in machinery, B&U and related, start-up and training for the industrialization of new products and factories. He was the EEM Pillar Leader (WCM Methodology) of the Cordoba (Argentina) and Campo Largo Plants, where in both Plants he was responsible for the level up/recognition of the respective pillar.Main achievements: Launch of EVO VIS Engines that equip Jeep vehicles, developed a manufacturing strategy to make it possible to supply more than 200,000 engines to the European market and energy efficiency projects for the Betim Plant. On the Transmission side, Global Shiftability Improvement and Capacity Increase (450k/y to 650k/y) represented significant investments and the acquisition of more than 50 machines. As WCM, he worked with the team that took the Córdoba and Campo Largo Plants to Silver Award (2014 and 2016).Direct and functional management of approximately 45 people.Managed Investment: U$180Mi

Belo Horizonte'S Region

Main activities: Responsible for coordinating the development of a new Engine with work on a global scale from the design of the engine to the beginning of development with the Purchasing sectors to the Logistics Sector, also passing through Quality, HR, Manufacturing and Finance. Led the team that was responsible for the development of new suppliers, new product development, design / construction of the new factory and respective timings and investments in fixed assets and R&D.Functional management of approximately 30 people.Managed Investment: U$260Mi

Turim, Italy

Main activities: International experience of 17 months (Feb/08 – Jun/09) in Europe (Turin-Italy) where, together with the Italian Process Manager, he was co-responsible for the project of a new transmission factory in Argentina (Exchange C514) that would produce 300k transmissions / year (€250Mio) and that would supply the South American market. In this project, global suppliers of machinery / equipment and parts were involved (Germany, Italy, USA, Japan, India and China) and worked together with Brazilians, Italians and Argentines in the preventive, planning and development of the new factory project, being responsible for the management of the 15 South Americans (6 Brazilians and 9 Argentines).Direct management of 15 people and functional management of approximately 20 people.Managed Investment: U$200M

Belo Horizonte'S Region

Assistance to the Program Manager regarding the same activities listed in the first paragraph of the position above. Developed activities from the preventive phase (investments, transformation costs, etc.) with the development of the 1.9 Tork Engine in Argentina, which was the adaptation of the production lines (Machining and Assembly) for the production of the then new Tork Engine. We were also responsible for managing the investment, controlling liquidations, achieving preventive transformation costs and meeting the key dates of the programs.

Belo Horizonte'S Region

Coordination of process PFMEA groups, preparation of technical documentation in accordance with QS and ISO-TS 16949 standards, monitoring of quality audits. Coordination of launch teams that managed the entry into production of new products in the production process, ensuring the start of production effectively in the process. Preparation of cost estimates for issuing financial projects for process improvement, control of project settlements and certification of completion of improvements in machinery. Preparation of bid requests for the acquisition/restructuring of machinery, technically comparing the proposals received, looking for which best suits the company, for product modifications, productivity improvement and new products defined by the board. Responsible for several improvements in the production process of the assembly lines, such as optimization of inefficient stations, low-cost automation (manpower reduction), implementation of a new process for the adoption of a new PTFE seal in engines in production and installation of various Error Proofings and Error Proofings Verification.

Belo Horizonte'S Region

Coordination of maintenance activities in the engine head machining line, control of critical spare parts and management of payments and labor of the maintenance service provider.

Master Of Business Administration - Mba, Business Administration, Management And Operations, 8

Bachelor'S Degree, Control And Automation Engineering