Management and development a team of 87 employees, always increasing team performance to achieve the best results.Creation of the area's budget, meeting the Plant Forecast, deploying corporate goals and objectives into robust action plans, developing new products and processes, releasing Customers and suppliers products and supporting productive and non-productive areas such as Engineering, Logistics, Maintenance, Controlling and Human Resources as a large work team.Expertise in plant support activities in Argentina, Germany, Honduras and China.Management of the operational training area, performing together with areas related to a work to approximate the language of Lear Training Center with the real requirements of employees and process.o Quality performance improvement to 1 single digit, 67% year after year for the main Customer - GM (27ppm 2016, 15ppm 2017, 12ppm 2018 and 9ppm 2019)o Team leadership on action plan creation and execution, resulting in 08 months with ZERO formal complaints of poor quality from GM / Daimler Clients and a 60% reduction in internal quality indexes from 21k IPPM (defective parts per million) to 8.4k IPPM.o Improvement of quality system standards by increasing efficiency and robustness of the procedures, making them more robust and easier to employees understanding.o Navegantes plant certification in the highest quality GM and Daimler standards (GM BIQS / Daimler VDA).o Flawless launch of 2 new Lear plants (San Francisco - AR and Camanducaia - BR) and two new major launches at Navegantes plant - Daimler VS30 (AR) and General Motors GEM.o 15% reduction in learning curve time on new production operator achievement the proficiency in their workstation, reviewed 100% of training processes standards make them more robust and easy comprehensiveness.

Head and team leader on assembly operations systematization at Lear, training functional leadership and developing operations structure as 6 supervisors, 32 leaders and more than 1,800 direct operators.Leader in build and develop the production planning systematic, forecasting, production planning attainment, control of downtime, absenteeism, turnover and other operations KPIs.Responsible for managing the assembly business unit team, providing resources to implement Kaizens for continuous improvement of processes, increasing efficiency, operator satisfaction and process execution.Development and training of managers, supervisors and production leaders in the basic concepts of quality, process management, continuous improvement and efficiency increase.o Consistent increase in operational efficiency from 62% to 87% in one year, through robust action plans with multidisciplinary team.o Reduction of absenteeism from 12% to 7% through engagement of operational employees with actions to improve work environment, workstation conditions and community involvement.o Increase of production plan attainment from 82% to 97% through weekly analysis of production planning performance (Production Forecasting) with all productive and non-productive areas as PCP, Materials, Process Engineering, Quality and Human Resources.

Quality leader on Lear Navegantes-SC plant startup (green field).Responsible for quality assurance throughout “door-to-door” from incoming material, all production process and Customer satisfaction as well as management of all internal, external and supplier KPIs.Head for hiring and training the quality team reaching 72 employees from all hierarchical levels (Auditors, Leaders, Analysts, Engineers and Supervisors).Team leader for the implementation and consolidation of procedures according to global internal requirements and Customer standards.o 100% attainment of plant certification plan according to global quality standards and requirements - ISO TS 16949: 2009 and GM QSB.o Receiving of GM recognition award for flawless launch in 2011 for GM S-10 and 2012 Blazer programo Creation, implementation and certification a robust Quality Management System in Navegantes plant in 6 months.

Responsible for development and approval of automotive seat system components, including metal subsets, plastic parts, fabric and leather for all current production and new developments.Commodity leader at GM for the development of new projects jointly with GM multifunctional teams (Brazil x Korea-GMDAT x Australia) in eight new projects between 2008 and 2012 in partnership with Lear Corp., Johnson Controls and Magna Seating for seating systems and Keiper, CAMACO - USA, KM&I - South Korea and Futuris - Australia for seat structures and soldering.Member of continuous improvement team of global suppliers to improve their production processes, increase capacity and reduce costs, always ensuring qualitative improvement of the products supplied to GM. o 100% compliance with the development and construction schedules for new door panel and bumper injection tooling during 8 months of construction in Portugal and Spain.o Supplier management for components of a flawless launch and / or impact on the Agile (2009), Cruze (2010), Spin (2010) and Cobalt (2010) project programs at GM.

Responsible for developing new suppliers through process audits based on global Lear standards and according to ISO TS 16949: 2002 standards.Leader within suppliers to implement improvements in production processes, reducing product defects and problems under the "zero defects" philosophy.Responsible for the approval of parts according to PPAP requirements (production parts approval process).Leader in the development of new products for all Lear plants in South America with interface with the areas of Product Engineering, Program Management, Purchasing, Sales and operations.Responsible for monthly consolidating quality indicators for all Lear plants in South America and their suppliers, for presentation to senior management.Responsible, as Product Engineering Technician, for the development of components for stamped parts, welded assemblies, plastic components, covering fabrics, foams for automotive seats and ceiling lining for GM Celta 3 and 5 door projects.