Marcelo Fonseca Email & Phone Number

Nova Lima, Minas Gerais

jun 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.

Development 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.

Development, 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.

Implementation 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.

Achievement 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.

Bachelor Of Engineering (Beng), Electrical And Electronics Engineering

Especialização Em Gestão De Negócios, Business/Commerce, General

Especialização Em Engenharia De Segurança, Segurança Do Trabalho

Especialização Engengaria Econômica, Business/Commerce, General