Management of Product Quality (IPQC), Supplier Quality (SQE), Quality Management System (QMS), Process Engineering, Test Engineering, Process Support, Preventive and Corrective Maintenance teams. Responsible for hiring, monitoring the performance and development of teams, defining strategies and goals. Restructuring and standardization of the QMS. Review, organize and carry on customer audits. Preparation, accompany and Implementation of the ISO 9001:2015. Reviewed the area’s structure, revised the annual costs/annual as well as the resource allocation strategies. Developed and managed the area’s performance indicators (KPIs). Registration and Review of NCMs. Preparation of schedules for the introduction of new products, preparing and presenting meetings with customers in the US and Brazil with weekly meetings. NPI for new clients defining schedule, goals, distribution of activities. Revised and improved the flows and processes, as well as developed controls and reports. Development of controls and reports in the areas of Engineering, Quality and Production. Responsible for revising reports and results (yields/production numbers/failure analysis) for Mother Boards, HDs, Displays and LCDs for the daily customer meetings (DELL,SEAGATE,POSITIVO,ASUS, etc). Developed support tools, adapted tools internally, and monitored their preparation/development with third parties. Main Results: Global Standardization Project for the motherboard sector, coordinating the local team in partnership with the Global team. The gains were: reduction of team activities and process flow optimization (removing redundancies| Final test downtime reduction Transfer and deployment of the Post Debugger equipment(a tool with AI that improves failure detection) at the initial stations, directing the units more assertively.

Managed the engineering team including engineers, technicians, leaders, repairers, and operators with seasonal variations on the team depending on the periods and organizational strategies. Reviewed the area’s structure, revised the annual costs/annual as well as the resource allocation strategies. Planned and controlled the inventory and the project’s end of life (EOL) in the areas of TFB, CRB and OSV. Controlled the number of units in the process, reducing the WIP of failures and controlled the scrap rate. Developed and managed the area’s performance indicators (KPIs). Prepared training schedules and introduced new products, prepared and presented meetings with clients in the US during the implementation of new projects (NPIs) with weekly meetings with the customer in Brazil and presenting weekly reports of the current products. Revised and improved the flows and processes relevant to the areas of failure analysis, as well as developed controls and reports from the area of units rejected in the productive process. Responsible for revising and presenting reports and results (yields/production numbers/failure analysis) for board manufacturing and cell phones for the internal daily meetings with management staff. Developed support tools, adapted tools internally, and monitored their preparation/development with third parties. Main Results: Reduced sector scrap by 50% caused by analysis and/or repair errors. | Improve the Repair Yield in 20%.

As an Engineering Manager these were my main activities: Management with focus on Analysis Engineer, Training Engineer, Quality, Production Support, After Sales Support and Repair Sector. Developed and implemented the management of performance indicators (KPIs) and gave support to the After-Sales teams (Customer Service | Technical Assistance) and Production. Prepared technical reports, budget spreadsheets, performance reports, and had contact with international support with the After-Sales partner. Led contracting processes, defined strategies and targets, reviewed the area’s structure, prepared job descriptions, reviewed costs, decided on resource allocation strategies, and managed performance. Prepared training schedules and introduced new products, being responsible for the international training on new products for other sectors and for preparing and revising training documents. Reviewed and improved flows and processes relevant to the areas of failure analysis, redistribution of activities (repair and analysis, after-sales, and engineering), purchased and adapted equipment for the sectors, controlled the number of units in the process, reduced WIP of failures, and controlled of the scrap rate. Provided technical support to the legal sector in lawsuits with technical questions. Controlled the production line indexes (yields and production numbers) and reported to the suppliers with analysis and failure rates. Developed controls and prepared reports from the area on units rejected in the productive process and updated the information for the partners in China periodically. Implemented and specialized the board repair process with the acquisition of tools and specialized training. Reviewed and defined the process of purchasing raw material for the board analysis sector.

As an Engineering Supervisor these were my main activities:Managing a team of 290 employees, including engineers, technicians, leaders, repairers and operators, with seasonal variations of the team according to organizational strategies; Responsible for hiring, training and performance evaluation, with definition of strategies and goals.Responsible for defining and review the area structure, cost/budget review and head count allocation.Plan and control the Inventory and project End Of Life (EOL) from TFB, CRB, OSV and FA areas.Control of the number of units in the process, reduction of failure WIP and control of the scrap rate.Definition and control of the Key Performance Indicators (KPIs) of the areas.Prepare training and new products implementation schedules, preparing and presenting meetings to external client (US during NPIs) and weekly meetings for sustaining projects to on site client.Process and flow review and improvement; Reports and control development for FA areas.Review and presentation of the reports and results (yields / production numbers / failure analysis) of boards manufacture and mobile phones assembly, daily internal meetings.Five months of International experience (China) with NPI process equipment list, meetings, training and schedules to transfer to Brazil.Due to an area flow improvement and redefinition of repairs activities, increased productivity by 15%. Acquisition of BGA replace machine for repair areas, with reduction on scrap rate (components / boards) by 35%.Design and improvements tools by adapting internally or developing externally (suppliers).Implementation of the SOP Project reducing the scrap rate by 200% in 1 year and also improved the monthly yield by 15%Responsible for implementing a KAIZEN that improved the equipment optimization, with a savings of ~ U $ 100K.Coordinate a multidisciplinary team in the SCRAP reduction project and achieve an improvement of 0.30% in 3 months on the scrap rate.

Participation on the start of the operations in Brazil focus on productive process and FA process for iPhone, training in China process to transfer the project, technology and knowledge to the team in Brazil. Creating documents, work instructions and procedures.Responsible for NPI process, training and supporting the Brazil team.Responsible for quotation processes and materials purchase for analysis and repair area (solder flow, bench, ThermoViewer, black stick, oscilloscope, solder, etc).Preparing the production report (Yields/volume) and FA reports with root causes. Supporting a multidisciplinary teams such as 110 operators from FA area, production team and engineering areas from SMT and final assembly process.

Responsible for planning the needs of equipment and tools; Also evaluating the reallocation of the team to support productionManaging a team with 28 technicians and repairers, monitoring the performance to achieving goals, with focus on training and team development; Responsible by hiring.Responsible for controlling the inventory and scrap, developing tool to minimize scrap of board, focus on shield removal.Definition and control of the Key Performance Indicators (KPIs) and preparing reports of the area with analysis and improvement plans.Experience as a link between the engineering teams and the technical team, maintaining a direct interface to other areasReview and improve the FA process by modifying the layout and reorganizing the activities in IDEN sector and this increases the productivity by 25% eliminating redundancy in the process flowProductivity increased 50% in the G24 product, through the assembly of another bench. Due to a negotiation with Israel engineering that transferred the equipment needed.Participate in KAIZEN projects, cost reduction, efficiency improvement and scrap, obtaining a reduction of 20% from annual Scrap of the Front End area, with actions in the machines and procedures.

Coordination of the IDEN and PTT radios failure analysis area, with a direct team of 12 technicians in 3 shifts, responsible for training and monitoring the team´s performance.Control the quality of production line, doing failure analysis, identifying issues related to components, testers and assembly process.Support Product engineering teams during New Products Implementation (NPI / pilots).Reporting the technical productivity, numbers and the units with failure (BONE PILE), with monthly presentations to the management staff.Participation in the Scrap reduction project from 30% to 20%, KAIZENs with actions in 2 different areas.

Responsible for control the failure units and analyze defects in the production process.Working to minimize the failures by analyzing and repairing issues found during assembly’s process and tests stations.Feedback to Production line, Engineering and quality teams about issues found, high failure rate and possible root causes.Supporting the in New Products Implementation and validate SMT lines to start the production.

Responsible for the maintenance management program, supporting the civil, electrical and mechanical teams.Inspecting the production lines analyzing goals/targets and scheduled stops.Auditing the machinery and prepare reports pre and post preventive maintenance.