Gestão administrativa e comercial dos departamentos de peças e serviços unidades Renault e Nissan Souza Reis.- Definição de metas baseadas no orçamento semestral.- Interlocução com escritório Regional Renault/Nissan.- Interlocução SAC e Techline das montadoras.- Elaboração de PDA para ações do departamento e PDI para desenvolvimento da equipe.- Execução da estratégia e objetivo de acordo com os parâmetros do negócio.- Análise e acompanhamento dos indicadores chave da… Show more Gestão administrativa e comercial dos departamentos de peças e serviços unidades Renault e Nissan Souza Reis.- Definição de metas baseadas no orçamento semestral.- Interlocução com escritório Regional Renault/Nissan.- Interlocução SAC e Techline das montadoras.- Elaboração de PDA para ações do departamento e PDI para desenvolvimento da equipe.- Execução da estratégia e objetivo de acordo com os parâmetros do negócio.- Análise e acompanhamento dos indicadores chave da performance dos processos:- Resultados financeiros - Faturamento / Ponto de Equilíbrio / Lucratividade / Rentabilidade;;- Análise de DRE- Produtividade Efetiva ( Horas disponíveis x horas aplicadas x horas vendidas );- Análise de Indicadores de pesquisa de satisfação VOC - Média região x Média Nacional;- Reuniões periódicas com equipe para compartilhamento de ações e resultados.- Implantação e auditoria de processos produtivos e administrativos.- Gestão de equipe multidisciplinar composta por 40 colaboradores distribuídos em coordenadores, produtivos e back office. Show less

Hourly professor , minister of extension subjects at the University's Qualification Center.

Gestão administrativa e operacional do departamento de serviços das filiais São Leopoldo e Gravataí.- Definição das estratégias para atingimento dos objetivos propostos pelo orçamento.- Interlocução com escritório Regional VW e fábrica.- Elaboração de PDA para ações do departamento e PDI para desenvolvimento da equipe.- Execução da estratégia e objetivo de acordo com os parâmetros do negócio.- Análise e acompanhamento dos indicadores chave da performance.- Resultados… Show more Gestão administrativa e operacional do departamento de serviços das filiais São Leopoldo e Gravataí.- Definição das estratégias para atingimento dos objetivos propostos pelo orçamento.- Interlocução com escritório Regional VW e fábrica.- Elaboração de PDA para ações do departamento e PDI para desenvolvimento da equipe.- Execução da estratégia e objetivo de acordo com os parâmetros do negócio.- Análise e acompanhamento dos indicadores chave da performance.- Resultados financeiros - Faturamento / Ponto de Equilíbrio / Lucratividade / Rentabilidade;;- Análise de orçamento previsto e realizado.- Produtividade Efetiva ( Horas disponíveis x horas aplicadas x horas vendidas );- Análise de Indicadores de pesquisa de satisfação - Média região x Média Nacional;- Reuniões periódicas com equipe para compartilhamento de ações e resultados.- Reuniões periódicas com consultoria para definição de estratégias de alavancagem dos negócios.- Implantação e auditoria de processos produtivos e administrativos. Show less

- Execution of strategy and objective according to business parameters.- Definition of KPIs and their goals according to the challenges proposed in the strategic plan.- Analysis and monitoring of key process performance indicators:- Objective x prospecting x scheduling x work orders made and service market share;- Financial results - Billing / Breakeven / Profitability / Profitability;- Effective Productivity (Available hours x applied hours x hours sold);- Customer View… Show more - Execution of strategy and objective according to business parameters.- Definition of KPIs and their goals according to the challenges proposed in the strategic plan.- Analysis and monitoring of key process performance indicators:- Objective x prospecting x scheduling x work orders made and service market share;- Financial results - Billing / Breakeven / Profitability / Profitability;- Effective Productivity (Available hours x applied hours x hours sold);- Customer View Point (CVP) Indicator Analysis Average region x National Average;- Periodic meetings with team to share actions and results.- Periodic parts team meetings to ensure strategy is beingand to discuss the results and actions to be taken.- Implementation and audit of productive and administrative processes.- Team management of 15 people, working from a proactive perspective of creating incentives for goals achieved in order to stimulate the personal and professional development of employees, motivating them to constant improvement through in-company training and increasing retention of talent, significantly reducing department turnover and raising employee satisfaction rates in the organizational climate survey.- Main achievements:Growth of 25% in operating income in 5 years, quality index 3 points above the national average, leap from group 7 to group 1 in the Quality Care program with the objective of competing for the title of Diamond Dealer and being among the 5 best distributors in the world. Brazil. Alignment of warranty processes that resulted in 20% reduction of chargebacks in the first two years and 45% from the third and implementation of two Ford programs (Ford Total Service and Motorcraft Quick Box) achieving certification in both with above rates of 90 points. Show less

- Technical team management, workshop office and 24-hour service receptionpeople of various socio-cultural levels.- Implementation and audit of productive and administrative processes.- Analysis of the KPIs of the technical assistance sector ensuring the programming of services.of the workshop.- Productive technical training and workshop office support staff.- Quality management of services assisting technically the production team andmonitoring service returns for… Show more - Technical team management, workshop office and 24-hour service receptionpeople of various socio-cultural levels.- Implementation and audit of productive and administrative processes.- Analysis of the KPIs of the technical assistance sector ensuring the programming of services.of the workshop.- Productive technical training and workshop office support staff.- Quality management of services assisting technically the production team andmonitoring service returns for management reporting.- Active participation for systematic troubleshooting for the most critical cases.- Creation of fast box process flow with customer service deploymentmade by the technician.- Supervision of the scheduling, reception, workshop office and warranty team analyzingperformance indicators: Effective and effective scheduling, transmission of reviews andwarranty claims, debit and credit list, tickets, billing, average ticket,service returns, post service surveys and satisfaction / dissatisfaction rates. Show less

- Technical supervision of a team of 5 productive, assisting in the diagnosis and execution ofservices.- Creation, implementation and audit of the Productive Process Implementation Proposal of the sector.technical assistance that standardized all procedures from service to deliveryof customer service.- Budgeting and negotiation with suppliers of parts, inputs and tools.- Customer service to identify your needs.- Parts industry management, analyzing obsolete, high… Show more - Technical supervision of a team of 5 productive, assisting in the diagnosis and execution ofservices.- Creation, implementation and audit of the Productive Process Implementation Proposal of the sector.technical assistance that standardized all procedures from service to deliveryof customer service.- Budgeting and negotiation with suppliers of parts, inputs and tools.- Customer service to identify your needs.- Parts industry management, analyzing obsolete, high, medium and low turnover indicatorsusing the ABC method of monitoring stock levels. Show less

Beginning his career as a mechanic assistant moving to Technician level I, II and II to later reach the position of Workshop Manager.Technical Assignments:- Systematic troubleshooting and repair of electronic injection, suspension, braking, refitting and tuning of Otto cycle engines.- Diagnosis and repair of electro-electronic systems using electrical diagrams, oscilloscope, multimeter and automotive scanner.Assignments as Head of Workshop:- Customer service.-… Show more Beginning his career as a mechanic assistant moving to Technician level I, II and II to later reach the position of Workshop Manager.Technical Assignments:- Systematic troubleshooting and repair of electronic injection, suspension, braking, refitting and tuning of Otto cycle engines.- Diagnosis and repair of electro-electronic systems using electrical diagrams, oscilloscope, multimeter and automotive scanner.Assignments as Head of Workshop:- Customer service.- Coordination of the technical team composed of 2 mechanics and 1 assistant.- Programming of workshop services.- Opening, control and closing of work orders as well as setting budgets.- Negotiation with suppliers and parts inventory management using the ABC rotation control method.- Quality control of services and road tests. Show less