Marcelo Saroli Email & Phone Number

Maracanaú, Ceará, Brazil

São Paulo, Brazil

- Support from small to huge companies developing and implementing business strategic plan in order to optimize results and create team building.- Support operation teams for process improving and cost reduction using Lean Manufacturing methodologies.

São Paulo Area, Brazil

Reports directly to South America General Director and functionally to Product Group in Europe coordinating a team of 52 professionals at 2 sites in Brazil and ArgentineMain Project and Results: a) Promote quality culture at Valeo Lighting South America sites supporting the implementation of Valeo Group standards. Improve V5000 score from 8% in 2017 to 43% in 2018.b) Quality team reorganization and motivation in South America to support main challenges of the year.c) Reduction 28% of Customer complaints, 16% of supplier incidents and 11% of Non-Quality cost on 2018.d) Obtain IATF for 2 sites and maintenance of Customer’s Quality certifications as QSB+ and MSA.

Resende Area, Brazil

Reports directly to Operation Director and functionally to Board Directors coordinating a team of 125 professionals at 17 sites in Brazil, Colombia and ArgentineMain Project and Results:a) Maintenance of Quality and Environment certifications at all sites in South America.b) Reduction of the headcount in 5% due to factories reorganization and process effectiveness through lean manufacturing methodology implementation.c) Customer complaints reduction of 24% from 2015 to 2016 due to Quality methodology implementation.d) Increase of 0.5% of the revenue per year due to new product launching.

Sao Paulo

Reported directly to the Plant Manager and functionally to America’s QHSE Vice-President managing a team of 73 professionals in 4 sitesMain Project and Results:a) Quality certification maintenance (ISO 9001:2008), and ASME (safety valves).b) Implementation of quality methodologies and tools decreasing scraps and reworks with annual savings of US$ 180,000.c) Organization and training of quality inspection process reducing 60% of Customer complaints (from 2.354 PPM on 2012 to 612 PPM on 2013).d) Risks mapping and procedures implementation that decreased all BU accidents (from 3 on 2012 to 1 on 2013), near miss (from 21 on 2012 to 9 on 2013), and first aid (from 15 on 2012 to 9 on 2013).e) Obtainment and updating of licenses, permits, and legal documentation of all Brazilian Business Units.

Sao Paulo Countrysides

Main Project and Results:Implantation quality and continuous improvement tools and methodologies generating zero accident with losses, 34% of customer complaints, 21% of absenteeism rate reduction and savings of MR$ 510 relating to scraps and rework reduction and elimination of non-value operations.

Sao Bernardo Do Campo

Reports directly to Division Plant Director and functionally to SA EHSQ Director managing a team of 20 professionalsMain Project and Results:a) Maintenance of ISO TS, 14001, QSB, VDA and Q1 customer certifications.b) Quality methodology implementation reducing by 11% of scrap and rework with savings of US$ 100, 000/year.c) Reached annual saving of US$ 50,000 by developing partnership with suppliers.d) PDCA methodology training at all organization reducing 65% of customer complaints.e) Implemented management reports and result presentation to team, peers and boarding.

Reported directly to the Operation Director managing a team of 210 professionals at 12 sites in BrazilMain Project and Results:a) Implemented a new integrated policy for the areas and developed an annual improvement plan in all the Group's units, including the monitoring of the execution through “Genba” and performance indicators.b) Managed the documentation of the Quality Management System including GMP and HACCP of all production units to fulfill ISO 9001/14001/22000 and OHSAS 18001 certificationc) Reduced by 11% the cost with non-quality (wastes, overweight, and underweight/INMETRO fines) with savings of US$ 230,000/year.d) Updated and managed permits, licenses, and legal documents from the entire Group's unit.e) Reduced work accidents with leave by 25% in the manufacturing units.f) Managed failures treatment from internal clients and consumers, reducing the last one by 15%.

Reported directly to Industrial Director managing a team of 87 professionals at 6 sites in Brazil, Costa Rica, Peru and ColombiaMain Project and Results:a) Maintained certificates ISO 9001, 14001 and FSC (forest management), the seals from INMETRO, ABRINQ, CE, ACMI and ANVISA approval in the plants of Brazil and Costa Rica.b) Non-quality cost saving (scrap and rework) by 22% with annual savings of US$ 560,000.c) Reduced expenses of the quality by 21% with savings of US$ 185,000.d) Developed the supplier approval process (assessment of quality criteria and social-environmental responsibility) and increased the number of suppliers in the quality assurance process.e) Reduction of natural resources consumption and electrical energy by around US$ 230,000/year due to increasing the recycling process and decreasing the atmospheric emissions.

Reported directly to the President managing a team of 12 professionals while being a part of the company's steering committee.Main Project and Results:a) Implemented a project management methodology in the company (administrative and production processes), turning the business operational loss of US$ 7.5 million in 2003 into a breakeven in 2004.b) Set up and implemented the customer service department, which included customer satisfaction survey, improving how to answer the phone, quality of the entrance of sales orders, technical assistance, sales team training, and optimization of the order target rate.

Last position: Quality, Purchases, Environment, Health, Safety, Production System, and Customer Services Manager (98-03) Reported directly to General Director and functionally to Branche Quality, Purchasing and VPS Director• Implemented the integrated management system (ISO 9001/14001/OHSAS18001), being the first unit to receive the certification, which made it a global reference in the Group.• Reduced the consumption of natural resources: artesian well water and electric energy.• Division was the 7th placed in the competition of best problem solving methodology in the Valeo Group among 124 participants.• 1st place at Branche in the best practice in deployment quality objectives and targets. • Reached zero errors when delivering products to clients in 18 months.• Increased productivity by 19% in the packaging cells, and by 96% in meeting customer requests with less lead time in the main capital cities of Brazil.• Reduced losses in the process: 2001 = 3822 PPM to 2003 = 125 PPM.• Reduced by 11% the cost with materials purchases and shipping (savings of US$ 1.2 million) and service improvement rate of the suppliers (from 89 to 94% of orders delivered on time).• Zero work accidents with leave for more than 5 years.• Inventory errors reached less than 0.05% of the stock value.• Damages to inventory and transportation less than 0.06% of invoices.

Extension, Business Administration

Extension, Production Administration

Graduation, Production Process And Project