Marcelo Lima Email and Phone Number
- Career developed in multinational companies with performance in Industrial Operations: Production, maintenance, tooling, quality, process engineering and manufacturing, work safety, and logistic. Indirect acting with the areas of Matter, TI, Purchase, and HR. - Full involvement in transfer, startup, and phase-out of the plants, production line and areas restructuring, installations expansion, consolidation, and merger, besides defining the machine purchase and allocation, and providing equipment to meet the production capacity and new business development strategy. - Management of the large team and administrative activities: hiring, movement, onboarding and training, job rotation, high-performance team development, performance appraisal, compensation, union relation, and labor.- Solid knowledge in the production processes of machining, stamping, extrusion, polishing, honing, assembly, manufacturing cell (automation and robotic), paint, surface, and heat treatment, and management of their flows: material planning, receiving, production, OEE productivity improvement, and delivery to the customer according to specifications and quality standard, quantity, and data, ensuring the company´s objectives achievement, and the requirements of environment, health, and safety. - Planning, and support to elaborate the Procedures and Training for Certification acquisition of the ISO/TS16949, ISO9000/2000, ISO 50001, and ISO14000, besides liaising with external and internal audits, focusing on corrective and preventive actions to ensure the certification and its maintenance. - Projects Management: Introduction of new products and Industry 4.0 automation innovation, continuous improvement through methodology Agile, Lean Manufacturing / Kaizen /Six Sigma, WCM, TPM, and quality tools (QFD, GDT, FMEA, DOE/TAGUCHI, MSA, TOPS, PPAP, APQP - QPB) contributing for the best allocation of the labor, equipment and material; besides promoting the culture of waste reduction, cost and increase of the productivity, quality, safety, and ergonomy;- Indicators management: Budget x Forecast, Capex, Opex, and KPIs, cost reduction, as well as participation in strategic planning meetings, accompanying the strategies of the manufacturing and business, supporting the new guideline establishment and action making.- International Trip: Germany, Mexico, and the USA – For technology transfer and plant startup.Teacher: CNEC / Faculdade de Jaguariúna / Escola Formare.
Rockwell Automation
View- Website:
- rockwellautomation.com
- Employees:
- 21164
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Operations ManagerRockwell Automation Feb 2019 - PresentJundiaí, São PauloReports 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.
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Maintenance Manager - LatamMagneti Marelli Mar 2012 - Feb 2019Amparo, São Paulo, BrasilOpportunity 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. -
Plant ManagerCaloi Jul 2010 - Mar 2012Manaus, Amazonas, BrasilOpportunity 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. -
Quality EngineerFoxconn Apr 2009 - Jul 2010Jundiaí, São Paulo, BrasilReported 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. -
Production Manager – Lines Machining / Assembly / MaintenanceWabco Mar 2008 - Nov 2008Sumaré, São Paulo, BrasilResponsible 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 -
Maintenance And Production SupervisorTritec Motors Ltda. – Joint-Venture Daimlerchrysler/Bmw Sep 1998 - Mar 2008Campo Largo, Paraná, BrasilResponsible 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.
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Additional Professional ExperienceKadron S/A | Fasa-Zinser Industrial S/A | Casp S/A Jan 1987 - Sep 1998Amparo, São Paulo, BrasilKADRON 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
Marcelo Lima Education Details
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Business Administration, Management And Operations -
Graduation In Mechanical Engineering, Industrial Modality -
State Technical School “João Belarmino”Technical In Work Safety -
State Technical School “João Belarmino”Technical In Mechanics
Frequently Asked Questions about Marcelo Lima
What company does Marcelo Lima work for?
Marcelo Lima works for Rockwell Automation
What is Marcelo Lima's role at the current company?
Marcelo Lima's current role is Operations Manager | Industrial Manager | Manufacturing Manager | Plant Manager | Production Manager | Industrial Director.
What schools did Marcelo Lima attend?
Marcelo Lima attended Universidade Federal Do Paraná, Universidade São Francisco, State Technical School “joão Belarmino”, State Technical School “joão Belarmino”.
Who are Marcelo Lima's colleagues?
Marcelo Lima's colleagues are Tomasz Stach, Bree Kleist, Mani Maran Velayudham, Attilio Mariani, Hector Montero, Alexander Busch, Cesar Alejandro Rivera.
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Marcelo Lima
Diretor De Marketing | Designer Sênior | Sócio/Diretor Da Agência Sell Marketing |Rio De Janeiro, Rj -
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