. Technical manager and specialist with extensive experience in Maintenance, Operational Excellence, Asset Management, Process Engineering, Lean Manufacturing, and Digital Transformation, having built a solid career in a leading market company: VALE S.A.. Expertise in operational excellence, leading high-performance teams to develop, standardize, implement, and achieve results through Vale’s production and asset management system in Brazil and internationally, including strategic projects using Lean concepts and Agile methodologies.. Proficient in maintenance, having led a technical team responsible for inspection, planning, scheduling, and maintenance control, as well as the electrical and electronic maintenance of mining equipment at Vale in Carajás/PA and MBR in MG.. Experience in management regulatory compliance for maintenance processes for Vale, including technical coordination for system improvements in SAP and MAXIMO, serving over 5,000 users globally.. Leading the technical regulatory management for maintenance planning and control across all Vale operations, standardizing processes for over 100 areas, and training more than 2,000 professionals.. Excellent people management skills, technically leading expert groups in areas such as computerized systems, maintenance planning, and management throughout Vale’s operations.. Skilled in production management models, focusing on “learning by doing” methodologies for leaders and operational focal points.. Responsible for defining, cascading, and monitoring asset performance indicators across operational and maintenance areas.. Expertise in standardizing operational and maintenance processes, prioritizing occupational safety, asset protection, and risk mitigation.. Strong leadership in multicultural environments, assuming leadership roles in various improvement programs and projects, serving over 250 maintenance and operational areas.. Conducting internal and external benchmarking for maintenance topics in Brazil and abroad.. Served as the Lead Assessor for evaluating Vale's management model in all company units in Brazil and abroad: Australia, Canada, Peru, and Indonesia.
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Professor Pós-GraduaçãoPuc Minas -
Global Operational Excellence – MaintenanceVale May 1991 - Aug 2024Nova Lima, Minas Geraisjun de 2024 - ago de 2024 - 3 mesesSimplification of Maintenance Process Information Flow – Bulldozer Fleet: Participated in the training to apply the concepts of a Lean tool called “MAKIGAMI.” Worked with the team to analyze the flow from strategy to maintenance engineering, defining demand and its unfolding into programs and plans, as well as the flow from planning to execution, including the opening of service orders, resource scheduling, and closure. Tested hypotheses in the field, developed an improved future flow, and proposed impactful improvements for quick wins. Results: - Achieved 10% reduction in strategy-engineering flow and 30% in planning-execution flow; - Simplified safety and technical documentation, reducing the start of the workday by about 1 hour (previously 1.5-2 hours); - Decreased printed maintenance orders by up to 67%; - Increased the use of technological solutions through digitalization; - Streamlined the planning, scheduling, and resource preparation processes, reducing the average time from 50 days to 15 through internal benchmarking; - Standardizing maintenance strategies and plans for similar equipment models, using benchmarking from the best internal practices. -
.Vale May 2023 - May 2024Development and Standardization of Maintenance Guidelines / Critical Analysis of Maintenance Strategy: Led a team of specialists to simplify and unify maintenance guidelines into a single document, establishing engineering standards that enhance reliability within the company’s maintenance community. Actions included: Designing an analysis rationale to guide fact-finding and data collection; Utilizing indicators for analysis and conducting internal and external benchmarking. Results: 1. Single normative document for maintenance with minimal guidelines, in a PDCA (Plan-Do-Act-Check) framework that facilitates understanding and enables the development of additional standards at the appropriate level; 2. Simplified analysis rationale with globally compared indicators, highlighting key maintenance issues and driving corrective actions, improvements, and educational initiatives.
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.Vale Jul 2019 - Apr 2023Development, Implementation, and Global Standardization of the 12-Step PCM Methodology – Maintenance Planning and Control: Responsible for standardizing the planning process for maintenance and operational areas. The initiative began with a pilot project in Itabira/MG, which served as a global reference and standard for other sites. The 12-Step PCM Methodology was developed over four phases: Phase 1: A 6-month immersion with maintenance specialists; Phase 2: Implementation of the standards in Canaã dos Carajás, PA and Vitória, ES; Phase 3: Development of a model areas plan; Phase 4: Creation of the “12-Step PCM Methodology.” Results: The methodology was recognized by ABRAMAN (Brazilian Association of Maintenance) and became the most widely used normative document at Vale; Standardized the maintenance planning process across the company; Increased operational maturity, resulting in enhanced stability and sustainable performance improvements across all maintenance areas; Provided a conceptual framework for developing maintenance professionals and other interfacing areas.
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.Vale Feb 2019 - Jun 2019Implementation of the Geotechnical Monitoring Room at Águas Claras Mine – Nova Lima: Executed this project using the Vale Production System (VPS) management model. Established a 24/7 monitoring operations room, equipped with instruments, cameras, and alarms for all existing dams. Led a multidisciplinary team in mapping and implementing all operational processes for the monitoring room. Results: Delivered on time with no risk of penalties, resulting in a fully operational monitoring room, including the following key highlights: 1. Fully trained team of operators on shift rotation; 2. Operation manual detailing maintenance and emergency call-out procedures; 3. Implementation of routine management tools and performance indicators; 4. Support provided in budget preparation during the annual cycle; 5. Developed and enhanced the operational control system; 6. Established foundations for the development of maintenance plans, including testing and simulations.
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.Vale Sep 2013 - Jan 2019Achievement of Significant Results through Improvement Projects for Vale’s Management System: Led process improvements in geotechnical operations, applying cost-reduction methodologies in Brazil and Oman. Reviewed asset management systems, including international operations (Canada, Indonesia, UK, New Caledonia), and contributed to digital transformation in autonomous mining. Introduced and applied Lean concepts of Vale´s management model across all sites of MG and MS regions. Represented Vale’s maintenance leadership in special missions, such as insurance renewal with the finance department in Brazil, the UK, Germany, and Switzerland, and conducted SAP analysis for the technology department in Canada as part of the One Vale Americas Project. Results: Focused on waste reduction; Restored quality and stability in locomotive truck replacement workshop; Increased efficiency in field inspection and monitoring processes in geotechnical areas; Introduction of asset management concepts based on ISO 55000 series standards; Reduced maintenance costs through application of Falconi's methodology, achieving $2M savings in Oman; improved operational indicators via digital transformation.
Marcelo Fonseca Education Details
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Electrical And Electronics Engineering -
Business/Commerce, General -
Segurança Do Trabalho
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Business/Commerce, General
Frequently Asked Questions about Marcelo Fonseca
What company does Marcelo Fonseca work for?
Marcelo Fonseca works for Puc Minas
What is Marcelo Fonseca's role at the current company?
Marcelo Fonseca's current role is Professor Pós-Graduação.
What schools did Marcelo Fonseca attend?
Marcelo Fonseca attended Ufmg - Universidade Federal De Minas Gerais, Fundação Dom Cabral, Universidade Federal De Minas Gerais, Fundação Dom Cabral.
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