Operational Excellence ProgramBreakdown of Indicators

Operational PerformanceRoutine Management

Earnings: 20% reduction in the staff at zero cost stores (same stores - R$2.5 MM/month/network).- Model and remodel processes with analysis and mapping of existing processes;- Redesign processes, aiming at saving time, cost, capacity and quality;- Development of design, updating and documentation of processes;- Leadership in implementing identified improvement opportunities and measuring results obtained;- Develop and present diagnosis with proposals for improvements;- Present Status Report during the continuous improvement project;- Development and standardization of processes on the network;- Operational Sponsor of System Change to SAP (Establishing a common understanding of the AGIL methodology and its 5 workflows);- Coaching in AGILE concepts, driven production, mental attitudes and behaviors throughout the organization;- Conduct assessments regarding the level of application of processes and monitor the evolution of continuous improvement projects;- Actively support the delivery of AGEIS initiatives, developing skills and initiatives in project leadership;- Review and validate operational policies and procedures, ensuring the proper document and good governance practices.

Gains: Reduction of 50% Perishable Losses and Fixed Operating Cost. Increase of 70% Sale/Hour/Employee.- Continuous improvement of processes to reduce waste;- Management of dealing with process quality problems with core areas;- Analysis of process performance indicators;- Assist in process improvement and cost reduction projects;- Lead continuous improvement management through corporate improvement projects and programs;- Create and implement operational management tools, strengthening the Lean Six Sigma method to manage and support decision making;- Ensure continuity and productivity of value process flows and manage continuous improvement governance with operations;- Building a culture of continuous improvement in all areas through fluid and well-structured communication with all the focal points involved;- Suggest and monitor the performance indicators of the areas, aiming to contribute to the management and evolution of the company's processes;- Ensure that the documentation of processes and projects carried out are organized, updated and available for consultation when necessary;- Identify, apply the methodology and design tools to specify the scope, objectives, assumptions and restrictions.

Skills: Lean Manufacturing, Assessment, Jidoka, Continuous Flow, Pull System, Kaizen, Help Chain, Team Leader, Balancing and Standard Work.Earnings: Savings of R$14.6 MM in cost reduction projects and R$4 million in avoided costs.Responsible for managing a CAPEX of R$7.15MM.- Leader of Industrial Engineering for project approval with impact analysis on Manufacturing;- Sponsor of the Lean Manufacturing team in Assembly (Manager of 10 direct leaders in the Lean Manufacturing area - 5S, Relayout, Jidoka, Lean Mindset, etc);- Responsible for Kaizens events (+400) at the Plant and training areas with more than 1,000 participants;- Implementation and application of Lean Manufatcturing Continuous Improvement tools at all levels of the organization through the application of kaizens;- Monitor the application of Lean tools such as VSM, A3, Problem Solving, among others in the processes;- Preparation of training materials and development of takt time tools, Value Stream Mapping (VSM), Kanban, Heijunka, Milk run, Just in Time, Smed – Set up, Overall equipment Effectiness (OEE) and line balancing;- Continuous improvement excellence team training so they can multiply their knowledge and experience in takt time tools, Value Stream Mapping (VSM), Kanban, Heijunka, Milk run, Just in Time, Smed – Set up, Overall equipment Effectiness (OEE), line balancing and FMEA;- Guide the planning, preparation, execution, implementation, follow-up of actions, support, closure and recognition of kaizen performed.- Support the Lean Assessment development process;- Acting in the management of continuous improvement action plans aimed at Operational Excellence of peer, operational and third-party corporate areas;- Acting as the focal point of the area in projects related to product changes, innovations related to processes, synergies and competences.

Earnings: Savings of R$2.3 million.- Sponsor (leader) of the Global Advanced Manufacturing event in Rio Claro with the participation of several specialists and plant managers from Whirlpool Worldwide (Brazil, USA, Mexico, Italy, Poland, China, etc).-Definitions of the main attributes (Over 40) of Assembly for standardization in all Whirlpool plants worldwide.Results:1) Target to increase 20% Productivity (Prod/Hour/Man). We reached 52%;2) 51 operators involved in nearly 50 Relayout/5S / Material Flow and Jidoka kaizens;3) More than 70 people involved in the project;4) FPY (First time good products) from 79% to 89%. 10 point improvement;5) Field claim rate - IRC (30 days) from 0.6% to 0.45%. Improvement by 0.15 point;6) Production per shift of 579 stoves for 800 products. Improvement by 28%. We achieved Productivity = 85%. At the beginning of the project we had 59%. Some weeks we reached 90% and some days 98% (World Standard) - Clyde Plant;7) Delivery to the customer (Schedule Update) from 80.4% to 100%. Improvement by 19.6 points;8) Number of jobs from 86 to 70. Gain from 36 MOD. Savings of R$ 1,080k free of charge. Improvement of 18.6%;9) Absenteeism from 4.3% to 2.8%. 1.5 point improvement;10) Implementation of the Model, Structure, Goals and Responsibilities area of ​​the Team Leader;11) Creation of Golden Zone for Standardized Work of Assembly x Warehouse.

Skills: Process Mapping, Process Improvements, Standardization, Change Management and Continuous Improvement- Standardization of Processes and Procedures in stores in SP, RJ, RS, and MG;- Beginning of Lean Implementation;- Redesign of the main business processes related to the recent merger between Droga Raia and Drogasil;- Analyze and identify possible risks to project activities, identifying actions to prevent and reduce them with the client area;- Define and prepare the planning and development of the project, preparing the process flowcharts and process documentation, as well as status reports, presentations and necessary reports.

Skills: Strategic planning, balanced score card, strategic management, lean and productivityPlanning Area (Strategic Management) - EFFECTIVENESS- Creation of the Future and Market/Customer Management Area in the Organization;- Development of the Strategic Reasoning Process methodology in the company (P.R.E);- Implementation of the Future Search methodology, responsible for idealizing and visualizing the Organization's future;- Responsible for running the Corporate Planning Cycle (Strategic Formulation – Analysis, Deployment / Integration and Execution / Monitoring);- Use of the main Strategic Planning Matrices in the Strategic Formulation phase;- Tool propagation - Balanced Scorecard;- Monitoring the Company's Action Plans and indicators to achieve the established Results;- Feasibility study of new business – Business Plan;Organization Area (Structure / Organizational Development) - EFFICIENCY- Preparation and Monitoring of the PNQ (National Quality Award);- Responsible for the implementation of Lean Culture in the Company;- Development of the Career Plan in the company, Bonus Bank linked to the Results achieved and Multifunctionality.- Implementation of the Change Management system- Beginning of TQM Implementation (Total Quality Management)People Area (Style)- Creation of Matrices that help the Organization to identify talents aligned with the Company's Strategy and Structure;- Development of Human Value Practices;- Application of Technical Analysis for the Planning area as well as dissemination to other sectors.

- Responsible for creating the project office in the company;- Development of risk analysis training (FMEA) for employees;- Monitoring and management of projects that already exist in the organization;- Responsible for the validation project of the use of statistical tools in the pharmaceutical industry;- Analysis of the economic feasibility of purchasing equipment in the company (Return on investment).

- Presentation of new technologies from Ford suppliers to South America;- Coordinator of LWS (Lean Work Station) in the area of ​​painting;- Member of the team responsible for implementing the Six Sigma methodology;- Responsible for managing the main quality tools used and applied in the area (CEP, DOE, Pareto, Control Plan, among others);- Development of action plans in the process, as well as their management;- Analysis and development of productive capacity;- Management of improvement projects in the area.

- Management of the thermal cutting unit in São Caetano do Sul;- Receipt, technical analysis and pricing of orders for thermally cut parts;- Inventory of raw materials (physical and accounting);- Logistics.