Omar Atadia Email & Phone Number

São Paulo E Região, Brasil

Itupeva, São Paulo, Brasil

• Responsible for Industrial Operations (aluminum aerosol cans), managing key processes (Production, Maintenance, Engineering, Quality, Supply Chain, Engineering, and Innovation), management of 250 people, Budget of USD50Mi and 9 million pieces/month;• Led the expansion of the New Site, planning the executive schedule of the greenfield project for ~60 days, which included 3 new production lines, new plant layout with adaptation to the regulations (GMP, ISO 14001/9001), organizational design of the áreas of Quality, Supply Chain, Commercial, Administrative, and Decoration (graphic design for the in-house with printing room for tests/color tests/models/mockups), where I concluded the turnaround of the business from a -7% EBITDA in 2013 to a breakeven point in Jan 2015, achieved through the consolidation of existing businesses (new prices with intense negotiations and increased volumes for Beiersdorf, Johnson&Johnson, Coty), new logistical partners, reduction of cans scrap from 45% to 6.5% (carried out through the Continuous Improvement teams), and use of Lean Manufacturing tools such as Kaizen, SMED, Self-Control, Preventive Maintenance, Model A3 Troubleshooting;• Coordinated the Operations/Supply Chain Teams in the implementation of MRP Datasul, defining the prerequisites/parameters/outputs for the Inventory processes (calculation of OEE, Scrap, OTIF), Purchasing (maximum<> minimum RM-raw material/local and imported components), having Go-live done in 8 months;• Led the Lean Manufacturing teams, organizing in micro detail the assessment of the multifunctional groups, where the first results were: reduction of setup of multiple products from 7 to 2 hours, implementing of TPM with gains in the number of downtime/corrective maintenance hours in 40% after 1 year, effective use of Toyota's A3 Model, which provided more synergy between the areas with gains in time/accuracy, and an improvement in the organizational climate by 90%;

Campinas E Região

• Responsible for Industrial Operation (plastic injection packaging/bottle blowing processes), 7 plants: Jundiaí, Louveira, Manaus, Poços de Caldas, Araguari, Goiânia, and Suape/PE, managing the key processes (Manufacturing, R&D, Purchasing, Logistics, Continuous Improvement, Supply-Chain), management of 350 people, budget of USD300Mi, 190Mi of preforms, and 70 million bottles/month;• Conducted the New National Footprint Project (13 months/USD30MM), outlining a macro schedule of actions, organizational design, structuring the industrial processes of the 5 plants (closing of Araguari/Poços de Caldas and construction of the new plant in Suape), reconfiguration of the machinery yard, implementation of integrated logistics, reconfiguration of plastic injection molds, SMED workshops (-70% in setup time from 4h to 1.2h), acquisition of injection molding machines already in the SMED/TPM concept, optimization of headcounts (-70 stations), OTIF 96% (before, 87%), OEE-Brasil from 82% to 91%, WIP inventories from 45 days to 20 days; Scrap of 0.6% injection and 0.7% blow, that offered the plants in Manaus and Jundiaí the “Best in Class Manufacturing Plants” 2011/2012, awarded by the USA Regional Office.• Led the integration process Amcor<>Alcan Packaging, structuring the package of actions/decisions with the Headquarters-USA/local Presidency, where in 1 year teams per process were introduced, Louveira plant received the operations/people from SBCampo plant, that changed from 40 to 350 employees, from 40 to 180 machines, from 1 to 3 work shifts, from 450m2 to 1,600m2 of renovated space (respecting the defined budget), and intense internal/market communication in joint work with Supply and Commercial - highlight for my leadership's efforts to reverse millions of dollars in losses to breakeven point;

Campinas E Região

• Managed the Brazil/Argentina Turnaround Process, listing the priorities that converted P&L from -10% to +3% over Sales in 9 months, massive implementation of actions to cut direct/indirect costs by 12% (8% in Services/4% raw materials), revision of the Product Portfolio (excluding deficits)/new pricing (minimum acceptable margins for customers: VW, Renault-Citroen, GM), fewer hierarchical levels, and organizational oxygenation (replacements in Quality, Supply Chain, Operations), and turnover increase of 12% on average.

Guararema, São Paulo, Brasil

• Led the business reorganization via commercial/financial turnaround, redefining the business model (mass production for built-to-suit production, new product portfolio “multiplayer fuel tank with respect to European pollutant emission standards), acculturation of Six Sigma/Lean Manufacturing with the introduction of continuous improvement teams to meet the expectations of automakers “Toyota (Corolla), Renault (Logan/Sandero), Peugeot (308), Honda (Fit)”, with significant cost savings of 15% (30% in headcount), EBITDA gains from 5% to 8% in 15 months, and to 12% at the end of 24 months.

Michigan, Estados Unidos

• Responsible for implementing the Lean Manufacturing Project in 8 Plants (1 USA/3 Canada/4 Brazil), which consisted of 3 distinct phases: definition of PLIP (Plant Lean Implementation Plan), coverage of the applied actions/tools, follow-up visits, and Internal Audit by Shingo; in 3 years I certified the 4 Brazilian Plants (Jundiaí 1 and 2, Varginha, and Betim), 1 in the USA (Port Huron) and 3 Canadians (Guelph, Port Hope, and Mississauga) as Lean Role Model, being Port Huron awarded by the Industry Week magazine as Best in Class Manufacturing in 2004;

• Drove actions to reduce costs, using multifunctional teams oriented to project management, with emphasis on the review of suppliers for components/raw materials, inclusion of milk-run for collections (gains 20%), 5 Kaizen actions to reduce 5% in machine downtime, layout reorganization with front loading, visual management/KPIs/Dashboards, organizational review, reviewed Corporate KPIs (EBITDA, Cash, Inventory Turns, OEE, Margins, OTIF, LTIR), and empowerment of Production Operators/Quality Inspectors in the implementation of TPM methodology.

Campinas E Região

Campinas E Região

Várzea Paulista, São Paulo, Brasil

Mba In Finance

People Management With Emphasis On Organizational Leadership, Gestão De Pessoas Com Ênfase Em Liderança Organizacional

Development and improvement of skills in effective business leadership, team work, management styles, up and down stream communication..

Master In Production Engineering

Post-Graduation In Business Administration

Post-Graduation In Total Quality

Graduation In Metallurgical Engineering And Production