Tomas Freitas Carvalho Email & Phone Number

São Paulo, Brasil

Na DUPLÁS, empresa de embalagens plásticas (líder em produção de escovas, vassouras e rodos), e anteriormente na AROMA, empresa do segmento químico, líder na produção de Glicerina Biodestilada e Biodiesel. Em ambas como responsável pela reestruturação organizacional e industrial;* Responsável pela gestão da operação, gerenciando áreas da Produção, Almoxarifado, PCP, Manutenção, Qualidade, Processos e Logística;* Definição de estratégias e planejamento de produção para alcance e cumprimentos das metas e objetivos acordados (budget e capex);* Desenvolvimento das habilidades e competências da equipe com objetivo de alcance de resultados operacionais e estratégicos;* Responsável por garantir o cumprimento de requisitos de segurança, qualidade, meio ambiente e inovação na operação;* Implantação e gestão dos principais KPIs de produtividade, qualidade, manutenção, segurança, entre outros, além do desenvolvimento e treinamento na implantação de ferramentas de gestão industrial (OEE, TPM, MES, introdução ao LEAN Manufacturing, entre outas metodologias;* Responsável por planejar e desenvolver estudos e alternativas de redução de custos de produção e periféricos, conforme oportunidades internas e necessidades de mercado;* Definir e monitorar os objetivos da área industrial, política de estoque, planos de produção.Alguns Resultados:* Implantação e medição de indicadores (produtividade, qualidade, perdas, desperdícios, custos) para definição das metas (KPIs);* Implantação do sistema MES (medição do OEE), com ganhos iniciais na ordem 12%;* Redução no número de devoluções/reclamações de clientes em aproximadamente 20%;* Redução no índice de ruptura. Assertividade foi para 96%;* Redução de perdas de 3,5% para 2,2%.

Piracicaba, São Paulo, Brasil

Position: Supply Chain Manager (Interim Manager) at MRA Effluent Treatment;Application of methodologies in Supply Chain related areas, aiming at adding value to products and training of staff from different areas through the use of the best market tools;Achievement of goals through the pursuit of opportunities and cost reductions, application of performance indicators (KPIs), Lean Manufacturing, Kaizen (Continuous Improvement), Manufacturing Management (MES), and Industry 4.0, tools that have been implemented and employed successfully in several companies.

São Paulo

Consulting company with extensive experience in the consumer goods segment (food, personal care and cleaning), aimed at both commercial and industrial development of processes and people.

Piracicaba, São Paulo

Company in the segment of home care, blowing and filling | R$ 150 MM/year;Position: Industrial Director. Report to the President / Shareholder.  Deployment of the whole Supply Chain area, from Supplies to Logistics, building several processes and procedures; professionalization of the areas through the standardization of all industrial activities; Development of the base (database; people and corresponding roles; registrations and tags) targeting the implementation of both MES (Manufacturing Execution System) and Lean Manufacturing, as manufacturing management tools; Lending of equipment, avoidance of investments estimated in nearly R$ 5MM and consequent impacts in cash flow; Assessment and Training of the whole Industrial Area Leadership team. Implementation of performance indicators (KPIs), S&OP, 360 analysis, feedbacks and feedforwards.

Cristalina, Goiás, Brasil

Company in food segment – Revenue estimated in R$ 500 MM/year;Position: Plant Manager. Report to the President / Shareholder.  Highly automated company with 24h/day activities in grain filling (800 t/day) e.g. corn, pea, bean; production of tomato pulp (1.000 t/day) during the 120-day harvest, in 6x2 scheme;  Optimization of key natural and energy resources and reduction of the Plant’s water and electrical energy consumption as a result of technical and behavioral actions; Direct report to shareholders in the head office (Monte Alto - SP), responsible for managing the whole Industrial Unit in Cristalina/GO, with a staff of over 500; Implementation of the whole Plant management and creation of performance indicators; management by results; optimization of workforce; asset recovery and assurance; control of maintenance; reduction of the Plant’s costs and general expenditure; Active participation in P&L, expenditure and investment budgets together with the team and annual budget and investment program for the area, definition of payroll costs, operational expenses, information technology implementations and provision of values; Assurance of the Plant’s safety and environmental programs, through corporate safety programs, working in the prevention of incidents and near-accidents.

Recife E Região, Brasil

Home and personal care segments – Revenue estimated in R$ 2.500 MM/year;Position: Plant Director. Report to the General Director. Management of 520 employees, including an indirect of 115; Management of Pernambuco Industrial Unit encompassing: Industrial area, HR, Controllership, Supplies, Logistics, Safety and all site-related matters before private and public entities; Implementation of Lean Manufacturing methodologies and Routine Management; Management and results of performance indicators (KPIs) and PQCDSM => productivity (OEE), quality, costs, distribution, safety and morale (ideas), besides the integral management of assets; Responsible Technician and Chemist for the Industrial Unit and for the corporate and environmental governance before surrounding communities and public entities; Implementation of the Plant’s management sustainability program, focusing on business (profitability), people, environment and stakeholders.Main Achievements: More competent processes which increased OEE from 65% to 73%;Deployment of Kanban system resulting in the reduction of internal inventory; 12% decrease in stocks of inputs generating a larger sheltered area available;20% reduction in direct workforce of Filling Sector;Mitigation of corrective maintenance downtime through preventive maintenance best practices.

Pernambuco, Brasil

 Management of Pernambuco Industrial Unit including chemical product production plants (detergents, softeners, disinfectants, etc.), steel wool and derivatives; Internalization of the whole Blowing Area (Production of HDPE and PET flasks), acquisition of machinery and further installation (Pavan Zanetti Blowers, Aoki Injectors and Dubuit Serigraphy, besides Utilities); 10 p.p. efficiency enhancement (OEE) in filling line, using its own team in the methodology (MES) and identification of existing bottlenecks; Leadership of strategic development through the monitoring and collaboration of teams; Implementation of the Classified Sports Association in the Unit, creation of a fitness center and definition of several sports activities, seeking for improvements in employees’ life quality.Main Achievements: * Reduction in the costs of the flasks produced after the internalization of Blowers, with payback estimated in 1.5 year. Decrease in filling line tailing rates from 0.3% to 0.1%, through action plans engaging both employees and suppliers;* Improvements in material flow and realignment of equipment, resulting in a gain of free area (m2); * 8% reduction in direct workforce, maintaining production; deployment of improvement programs, new ideas, and cost reduction plans with the participation of all supply chain areas. Other positions at Bombril S.A.• Internship at Henkel Laundry Detergent plant – Barcelona/Spain - 2004• Production Manager, São Paulo plant. 2000 – 2005• Head of Engineering 1997 – 2000• Project Development Specialist 1993 – 1997• Process Engineer /Responsible for Maintenance 1992 – 1993

Master Of Business Administration - Mba, Business/Managerial Economics

Graduação, Chemical Engineering

Activities and Societies: Joguei futebol pela Faculdade e pertencia ao grupo do centro acadêmico.

Engenheiro Químico, Engineering

Activities and Societies: Membro do Centro Acadêmico