Marcelo Lima Email & Phone Number

Jundiaí, São Paulo

Reports to General Operations Director (MES– Manufacturing Engineering Service, Process Engineering, Maintenance and Facilities, Operations and Test)Team management of 2 Supervisors, 146 direct labor and 35 indirect labor, responsible for production chain management along with the departments of Quality, Material, Application Engineering, and PMO;Cost control and monitoring of the industrial costs, auxiliary materials, and production;Achievements:- Phase out of the manufacturing plant in Jundiaí – Involvement with management and the planning completed step by step of the production processes, partnership with HR related to labor and union matters, communication to the operators, accompanying of the engagement activities to ensure the production flow without affect the customer, and machines deactivation and arrangement of their destination. - Production process mapping of 3 assembly lines with change in the production flow sequence and modifying in the manufacturing cell system to the assembly line.- Enhancement of the Lean Manufacturing methodology, operators training, and indicators improvement.- Multifunctional work through partnership with HR for workstation mapping, compensation analysis, career plan, and policy development for internal recruiting processes. Results: • Prevision of the phase-out project until 30/01/2024• Production efficiency increase from 60% to 85%;• Overtime cost reduction by 50%;• The procedures development accelerated the manufacturing process by approximately 10%;• Implementation of the WCM and Lean methodologies.

Amparo, São Paulo, Brasil

Opportunity in the site: Amparo / SP, Cabo Sto. Agostinho / PE and Córdoba / ARG.° Maintenance Manager–LATAM – Reported to Director - LATAM (Amparo, Cabo Sto. Agostinho, and Córdoba) 2018-2019Team management of 03 Supervisors and 35 maintenance workers. ° Industrial Manager–Reported to Director-LATAM and Global Manufacturing (Italy) (Cabo de Sto. Agostinho) 2017- 2018Team management of 04 Coordinators from Quality, Maintenance, Tooling, Logistic, and Processes Engineering; 60 direct labor and 15 indirect labor (Engineers and Technicians)° Engineering and Maintenance Manager – Reported to Director - LATAM (Amparo) 2015 - 2016Team management of 01 Supervisor, 18 Maintenance Workers, and 06 Engineers° Maintenance and Production Manager – Reported to Director - LATAM (Amparo) 2012 - 2014Team management of 8 Supervisors and 250 direct laborAchievements: - Control and monitoring of the industrial costs, auxiliary materials, production, and maintenance, and responsible for CAPEX management in MM.- Leader in the expansion of the TPM and WCM methodologies, and coordinator of the improvement pillars focused on (FI), professional maintenance (PM), and autonomous maintenance (AM).- Startup leader of the plant in Pernambuco (Cabo de Sto. Agostinho) – Involvement from machine receiving, layout, machine qualification, hiring and training of labor, PPAP approval, and the start of the production process and KPI management. Results: • Efficiency increase from 69% to 78% - Components area and from 65% to 75% in the Cash areas;• Scrap reduction of 37%;• Cost reduction in the indirect material consumption by 50% in 2013;• WCM audit with PM rating increase from 2 to 3.

Manaus, Amazonas, Brasil

Opportunity in site:- Atibaia / SP e Manaus / AM ° Plant Manager - Manaus – Reported to Vice-President 01/2011 – 03/2012Team Management of 04 Coordinators in the Quality, Maintenance, Tooling, Logistic, and Processes Engineering; 300 direct labor and 15 indirect labor (Engineers and Technicians).° Industrial Engineering Manager – Atibaia - Reported to Vice-President 07/2010 – 12/2010Team management of 01 Production Manager, 02 Supervisors, and 03 Processes Engineers.Achievements: - Study, transfer, and expansion of the installations, and plant startup from Atibaia to Manaus – Multifunctional involvement with government agencies, labor and union matters, end-to-end production processes mapping, new design of the production flow and integrated production system, adjustment, hiring, movement, labor training, lean manufacturing culture implementation, developing the CPS (Caloi Production System) and indicators management. - Variable and fixed expenses control, and industrial cost elaboration with CAPEX in MM.Results: • Productivity increase from 8,2 to 11 bicycles per employee• Revenue increase of the business unit by 27% in 2011• Physical space reduction of the plant with a gain of 3.000m².

Jundiaí, São Paulo, Brasil

Reported to Plant Manager Indirect management of 20 Assemblers / Trainers Achievements: - Mapping of all administrative processes flows through partnership with consultant, improvement implementation contributing with a saving of 10% in the company´s annual revenue. - Project leader of quality management comprising the team´s training and monitoring aiming to spread the lean culture, waste reduction, and productivity increase.Results: • Scrap rate reduction by 0,36% to high-cost components• Storage cost reduction in containers by 0%, and 85% material receiving flow, and management improvement of the supply chain flow.

Sumaré, São Paulo, Brasil

Responsible to areas:- Machining Line / Assembly / Maintenance and Reported to Operations ManagerTeam management of 02 Production Supervisors and 103 direct labor Achievements: - Lean Manufacturing system implementation in the business unit of brakes and valves.- Kaizen event coordination and lean culture spreading for waste reduction and productivity increase.- Responsible for planning and monitoring the annual objectives (Safety, Quality, Cost, Delivery, and Moral).Results: • Productivity increase in the brake servo line by 12% • Labor reduction and facilitators development for the production process.• Revenue increase from 8,5K to 11K

Campo Largo, Paraná, Brasil

Responsible to area:- Machining / Assembly Lines and to Reported to Industrial ManagerAchievements:- Resident in the Alfing and Heller Plants for 1 year in Germany – Multifunctional management of 11 Engineers in the qualification machine process for Connecting rod and crankshafts lines (engine 1.6), and problems solving; benchmarking visits in Mexico and machine qualification for rectifiers and 3D in the USA;- Participation in the plant´s Startup in Brazil – Involvement in the processes of hiring, onboarding, and training/operators development; Team management of 11 Engineers and 40 direct labor.- Supervision of the cylinder head lines, encompassing assembly, maintenance, and projects management - Lean Manufacturing methodology;- Planning and execution of the production process cost for the machining, and assembly lines, and elaboration of the budget and forecast. - Leader in the implementation of the Continuous Improvement Project, Office, and Kaizen Methodology for the shop floor;- Improvement development in the administrative and production processes, indicators elaboration of OEE performance, scrap, FTC/FPY, safety, and ergonomy. Results: • Scrap rate reduction from 2,0% to 0,3% - Connecting rod and cylinder head lines.• Efficiency improvement from 60% to 85% - Connecting rod and cylinder head lines, and from 55% to 75% in the crankshaft line.• FTC increase in the assembly line from 92% to 98% to the engine 1.6l.• Accomplishment of over 1200 improvements in the workstation through the Kaizen project.

Amparo, São Paulo, Brasil

KADRON S/A (GRUPO COFAP S/A - MAGNETI MARELLI) – Amparo / SP – Process Engineer - 03/95 to 09/98FASA-ZINSER INDUSTRIAL S/A – Amparo / SP - Process Technician - 10/89 to 03/95CASP S/A – Amparo / SP – Maintenance Technician / Maintenance Assistant/ Student-Trainee - 01/87 to 10/89

Post-Graduation Course In Industrial Administration, Business Administration, Management And Operations

Graduation In Mechanical Engineering, Industrial Modality

Technical In Work Safety

Technical In Mechanics