Sthefany Ribeiro Email and Phone Number

Responsible for leading the Customer Quality initiative representing Honeywell at the Embraer factory, applying expertise to continuously improve quality and efficiency. Implement process initiatives that ensure compliance with customer requirements, regulatory requirements and engineering specifications, promoting operational excellence and accountability in the site quality system. Reporting to Senior Quality Director

Responsible for driving the execution of internal trade projects' scope to maximize cash flow and margin results. Ensuring on-time delivery according to the contract. Leading the interface between Engineering, Planning, Procurement, and the Supply Chain. Direct reporting to the Project Director and Operations Director.Accountable for overseeing project execution with a budget of approximately 40M BRL.

Responsible for enhancing the Sourcing Department through continuous improvement. Led a project aimed at reducing Lead Time between Purchase Requisition and PO Placement. Collaborated with Supplier Quality Engineering for supplier conformity. Acted as Lean Support during RCA development. Reported to the Sr. Sourcing Manager. Project Leader: Transitioned suppliers from Source Gate to Supplier Connect, achieving 52% progress (goal: 60%) by December '22.Project Leader: Simplified BOP Sourcing, reducing lead time from 225 to 127 days (43% reduction).Project Manager: Led Grid Solutions’ OTPIP, elevating on-time payments from 50% to a goal of 85%.Co-led AAF Brasil, coordinating ERG and site activities.Volunteer Educator at Formare GE School. Participant in OMLP Community Services Committee – I&D Leader.

Managed the Punching Line with direct oversight of 10 operators. Interfaced with EHS, Manufacturing Engineering, Planning, Sourcing, and Project teams. Spearheaded continuous improvement initiatives, root cause analyses, EHS compliance, and production demand. Led decision-making, prioritization, and employee development.- Co-led AAF Brasil, coordinating ERG and site activities.- Volunteer Educator at Formare GE School. Participant in OMLP Community Services Committee – I&D Leader.

I was responsible for leading Electrical Shop Lean initiatives. I supported the 5S program, continuous flow improvement, VSM, standard work, chrono analysis, process mapping, and setup optimization using SMED. I acted as a Lean Coach during Kaizen Weeks for both the shop floor and the Lean office. I reported directly to the Plant Manager. I served as the Program Manager for transforming the Punching Line into a Center of Excellence (COE) using Lean tools to enhance productivity and improve production flow. The results included an increase in On-Time Delivery (OTD) from 33% to 60%, project work hours efficiency from 80% to 104%, a rise in the 5S audit score from 28% to 91%, and the establishment of the VSM to-be. I led the President Kaizen week with 25 participants divided into 3 groups. I co-led AAF Brasil, coordinating the Employee Resource Group (ERG) and developing on-site activities.I volunteered as an Educator at Formare GE School and participated in the OMLP Community Services Committee as an Inclusion & Diversity (I&D) Leader.

Responsible for leading Quality Assurance projects targeting defect reduction. Developed and executed continuous improvement initiatives using Lean Manufacturing principles and teamwork. Reported directly to the Senior Quality Manager.Managed proactive communication and collaboration between production and quality teams.Led a project to reduce LDL-related defects, identifying sources and implementing corrective actions. Achieved significant results, such as reducing downwind shell size from 22m to 5.6m and UW shell from 9.7m to 0m. This saved 1.27h in blade cycle time, equating to an annual COGS gain of 116.82K BRL.Supported the SQE Team in enhancing core material packing with the supplier, aiming to minimize defects.Contributed to digitizing cycle time monitoring. Engaged in Diversity & Inclusion efforts as a member of AAF and as the founder of the Employee Resource Group @ LM Plant. Also participated in the OMLP Community Services Committee

Responsible for Quality Assurance, as well as creating and managing KPIs and continuous improvement projects. I led root cause analysis for non-conformities reported by customers. Reporting directly to the Senior Quality Director. Responsible for proactive communication and interface between product development engineering and key customers. Serving as a focal point for Embraer, I influenced collaboration between people from factories in the USA to execute continuous improvement projects.Enhanced the noncompliant materials return process, reducing the average shipping period from 90 to 14 days, and eliminating the backlog in the area.Engaged in multiple improvement projects focused on reducing non-conformances reported by customers, resulting in a 25% reduction in ppm (parts per million) year over year. This effort led to a remarkable 71% reduction in ppm by June 2020.

Responsible for Maintenance Quality Control and Assurance, continuous improvement projects, non-conformities management, and audit preparation. Reporting to the Maintenance Manager.Restructured processes and procedures to address non-conformities.Implemented the vibration analysis process and the reliability program.Developed procedures, trained employees, and structured routines to align with client requirements.Achieved a score of 8.5 out of 10 in Petrobras supplier qualification.

Responsible for ensuring the routine analysis of vibration data, controlling and creating performance indicators, monitoring goals, compiling results, and, under the supervision of the responsible engineer, developing and creating continuous improvement projects. Reporting to the Maintenance Manager.Management of non-conformities and audit follow-up.Development of procedures, training of employees, and maintenance planning.Participated in the company’s FAA (Federal Aviation Administration) certification project, where I translated manuals and operational procedures into English, and the company was certified with only one audit.