Consultant in the industrial area covering: HR, Bottle neck analysis, productivity enhancement, Start-up programs, etc.CASES DEVELOPED BY HAR&MA“A” - Prepare a new “General Chart Organization Design” for the Industrial Area and over time reduction. / Achievements: more than US$ 290,000.00 pay roll reduction in 8 (eight) months.“B” - Develop “success fee” agreement and assume the Production Department. Achievements in 18 months:- 42,0% production increase;- 62,0% in Net Productivity / employee;- 32,0% in spoilage reduction.“C”- Prepare a diagnosis for the top management; suggest a re-engineering in the Production Department; work as a “headhunter” to hire 3 (three) Jr. Managers and design the Master Training Schedule for all line technicians. Eight (8) months later, for the first time, the Company made profits: the production level moves from 21,0 million cans/month to 59,0 million cans /month .“D”- Prepare a Diagnosis and an Action Plan. Suggest a re-engineering for the whole organization and a Training Program to enhance the technical knowledgement at plant level. Analyze and reduce the “bottle necks” over the production. During the last 2(two) years the Company could increase the sales 42,0% and 38,0% consecutively. The “spoilage index” was reduced in 60,0% and the production level increased 33,0% in the same period of time.“E” - Commissioning & Start-up coordinator for the Tecnored Process at TECPAR Plant (VALE Group). The Tecnored Process is a genuine design to produce pig-iron to compete with the traditional “Blast Furnace Process”. (2009 / 2012)

Human Resources, Engineering Dept., Environment Dept., Maintenance and Metallurgy Dept.Nominated responsible to visit GfE ( Nürnberg, Germany) and LSM ( Rotherham , England) to transfer the technology to produce NiNb, FeNb alloys and TaC (tantalum carbide).Acting with ANEEL (a Brazilian Agency for Electrical Energy) in order to update all the licenses for operation and production activities.Acting to eliminate the bottlenecks as: soluble oil system, rolling mill failures, air bags filter system, the aluminum rod coil system, etc.

Sales grow from US$ 60.00 MM/year to over US$ 500.00 MM /year after eight years in operation.Responsible for “Starting-up” four Aluminum Can Plants in Brazil and supporting two other plants in Argentina and Chile.Building the Master Training Schedule for Aluminum Can Plant.Managing Production, Quality Assurance, Maintenance, Distribution and Purchasing. Coordinator to get the ISO 9002 Certificate at REYNOLDS-LATASA facilities and moving from Quality Control to Quality Assurance concept. Acting through the Government Environmental Agency to get all the official licenses to operate the can plants. Negotiations group coordinator during strike and other conflicts.

- Building and “starting-up” a “cylpebs” plant. - Re-engineering the Commercial Department to reduce sales expenses. - Coordinating the activities to identify the “cylpebs market potential” in South America..

- Coordinating as a “leader” the Training Program for 29 technicians at Mitsui facilities, Omuta, Japan, during 6 months period. - Coordinating an “aluminum pot line” start-up to produce over 80,000.00 ton / year.

- Coordinating all the activities to introduce FloCon Systems Co. to the steel makers in Brasil.- As a consequence we got all biddings FloCon was invited for: Siderúrgica Belgo Mineira (ACELOR at Present); Acauria Steel Plant ( Gerdau); Cia. Siderurgica del Paraguai; Cis. Siderurgica de Medellin- Colombia; Cia. Siderurgica de Guadalajara - Mexico

- Introducing a “helicoids refractory lining shape” for a BOF (basic oxygen furnace). Such new design could reduce 40,0% in repairing time and increase production by 6,0%.- Coordinator to “start-up” a steel shop equipped with a 20,0 ton BOF and a 4 lines “CONCAST” continuous casting machine for square billets.- INTERSTOP Slide Gate Valve

- EAF 20 and 60 ton heating;- Producing mechanical medium alloy steel for automotive industry.;- Argon degassing system.