Vanderlei Dorta Email & Phone Number

Campinas E Região, Brasil

• Reporting to the Managing Director of the Lean Coaching Group, I am in charge of P&L management and new businesses development in the region, as well as recruiting people and managing customers relationship and projects.• Strategy definition and deployment, Lean Transformation projects leadership and performing as Lean coach for the top management.

Londres, Reino Unido

• Leading Lean Business Transformation and Expert Training projects in several companies, improving SQDCME KPI's and conducting strategic planning and deployment through Hoshin Kanri workshops, setting obeya, building business systems and carrying out company diagnostic to understand business current state, as well as the constraints and main "pains", enabling clients to learn to see and take place improvement actions to achieve target state. Shopfloor Management and leadership standard work implementation, as well as training and coaching people in the Go & See, Problem Solving and Process Confirmation activities, improving people’s skills and behavior to achieve long term sustainable results and ROI>1.

Sorocaba Area, Brazil

• Reporting to the CEO and CTO and taking the challenge to restructure quality department in seven factories, including suppliers, quality control, management system, warranty, metrology and incoming inspection, implementing BSC for goals deployment and standardization of KPIs gaps analysis.• Leader of the Strategy Deployment, Total Quality and Standardized Work implementation projects, reducing cycle time, increasing production master plan adherence, encouraging employees to use daily tools for processes standardization, tasks monitoring, fast response and help chain, developing ownership and improving KPIs of people, quality, delivery and costs.• In partnership with Purchase and Logistics, I led Suppliers Quality Program implementation, elaborating the manual based on PPAP methodology, monitoring Quality Supplier Index, conducting audits to identify associated risks, implementing improvement actions, identifying suppliers cost of non-quality and leading chargeback negotiations.• In partnership with Sales and Engineering, I led NPI methodology implementation, elaborating the manual based on APQP methodology and others benchmark; establishing inputs, outputs and clear responsibilities of all parties involved, eliminating subjectivity, reinforcing ownership, setting meetings of gates and requirements evaluation and to approval each phase, risks assessment and mitigation plan elaboration, meeting client expectations and needs related to deadlines, cost and quality, as well as increasing company’s competitiveness and profitability.• Working along with customers to implement Customer Feedback System, computerizing claims input, allowing on time and online monitoring, from claim analysis, going through field repairs monitoring, evidences upload, deviations identification and Root Cause Analysis; increasing customer satisfaction level and planning adherence, creating lessons learned database and reducing warranty costs and avoiding defects re-occurrence.

Sorocaba Area, Brazil

• Reporting to the COO, I was responsible for budget, CAPEX, OPEX and P&L of several factories, including the main site of the company with revenue of US$ 350 million/year, dealing with union and regulatory agencies, being part of the management risk committee, leading a cross-functional direct team of 8 people and indirect team of 2000 people, including HR, Finance, Quality, Engineering, Maintenance, Logistics, Production Planning, Manufacturing and HSE departments.• Increasing sales and EBITDA, as well as reducing claims and costs of poor quality and warranty.• Leader of projects related to wind blades production nationalization and technology transfer from Siemens factory in USA, reducing cycle time, labor and rework costs.• Reducing operational expenses, working in cooperation with FBDE Nexion consultants.• Performing as mentor in trainee projects and people development sessions implementation.• Gemba Walk implementation, walking around shop floor in a structured way to carefully observing to identify troubles and wastes, evaluate work conditions and environment and ask questions to operators in order to demonstrate value to their tasks, conquer confidence and strengthening the relationship, besides to make easier improvement actions prioritization.• Biannual team assessment, setting the targets, assessing the current status and identifying gaps; training sections implementation, inviting people from the whole departments to present different topics, and encouraging people to team work, conduct research and make presentations to share knowledge and improve skills.

Campinas Area, Brazil

• I was responsible for Lean Manufacturing implementation, as well as Strategic Business Planning, People Development and Change Management projects in 3PL providers and industries.• Working on suppliers development and quality improvement, as well as on COGS, losses, scrap, inventory and rework reduction.• Working on training sections, as well as troubleshooting methodologies, quality tools and Lean Manufacturing.

Campinas Area, Brazil

• Reporting to the Executive Director, I was responsible for strategic planning, budget and P&L, managing three Business Units, leading a direct team of 6 people and an indirect team of 1000 people, including Purchase, Logistics, Production Planning, Manufacturing, Quality, Product Development, Engineering, Maintenance, Tooling and Finance.• Manufacturing Management System implementation, based on Zero Defects, Fast Changeover, People, Continuous Improvement and Zero Breakdown pillars, increasing EBITDA, net profit and sales.• Increasing filling machines and plastic packaging production OEE and productivity.• Reducing transportation costs, generating annual savings of US$ 300K.• Restructuring purchase department, reviewing and optimizing the processes, implementing KPIs, training people, implementing bidding process for carton boxes and developing new sources generating annual savings of US$ 850K. • Reducing changeover, through SMED methodology implementation and Kaizen events.• Reducing raw material costs, through strategic alliances and agreements establishment, suppliers’ development, global sourcing projects and software COSTDRIVERS implementation.• Reducing direct labor, through automation projects, layout and materials flow optimization, absenteeism reduction and standard work and operational instructions implementation.• Reducing finished goods inventory, direct materials inventory and production lead time, through service level agreements, S&OP process, Kanban and PFEP implementation.• Production planning adherence increase, customers’ quality claims reduction, service level and customers’ satisfaction improvement, through APQP process implementation.• Managing CAPEX in new technologies introduction, processes automation and facilities.• Suggestions incentive program implementation, generating 105 improvement projects.• Leader of the team responsible for the P&G global project development and technology transfer from Germany.

Belo Horizonte Area, Brazil

• Reporting to the Consultancy Director, I was responsible for training and quality improvement projects and Lean Manufacturing implementation, leading and taking part of multidisciplinary teams.• Working on receiving, warehousing, line feeding and shipment optimization and improvement projects at VW engine’s facilities, generating inventory, lead time, down time and transportation costs reduction.• Working as instructor in training sections, as well as troubleshooting methodologies, quality tools, Lean Manufacturing and high flexibility and productivity assembly lines implementation, generating losses and COGS reduction, productivity increase, quality improvement and inventory and rework reduction.

Mogi Guaçu Area, Brazil

• Reporting to the LATAM General Manager and Operations VP based in the US, I took part of the team responsible for strategic planning and I was responsible for the whole industrial area, including budget, CAPEX and P&L management, leading a direct team of 6 people and an indirect team of 150 people.• Increasing EBITDA and sales, through components and raw materials nationalization, global sourcing, contracts management and renegotiation, electronic bidding implementation, ICMS refund, suppliers’ development and certification, production planning improvement, and inventory management and optimization.• Increasing productivity and inventory turnover, as well as improved customers’ satisfaction level, reduced direct cost, direct labor and production lead time, through team building and training, process improvement and optimization and losses reduction.• Leader of the team responsible for SOX implementation, as well as of the team sent to France to transfer technology and nationalize a new product, reducing its cost and increasing market share.• Developing and introducing new products, reaching people, quality, delivery and costs goals.• Implementing BSC and COGS reduction projects, generating savings of US$ 300 K.

Campinas Area, Brazil

• Reporting to the LATAM Operations Director based in Mexico, I was responsible for managing seven service centers in Brazil and greenfield project in Recife, as well as operational strategy definition, budget and P&L management, dealing with unions and regulatory agencies and CAPEX and OPEX definition and management, leading a direct team of 5 people and an indirect team of 130 employees.• Reducing inventory and increasing EBITDA, through contracts renegotiation, new sources development, global sourcing projects and Lean Manufacturing implementation.• Reducing overtime, MTTR, maintenance cost, lost time injuries and customers’ claim, through preventive maintenance implementation, maintenance team hiring and training and continuous improvement projects.• Increasing productivity and reducing handling costs, through process, lay out and materials flow optimization and new technologies introduction.• Increasing vehicle occupancy rate and product availability, reducing transportation costs and collection costs, through identifying synergies and establishing strategic partnerships with third part logistic providers, flows and routes optimization, as well as Backhauling, Cross Docking, Milk Run and freight management software implementation.

Belo Horizonte E Região, Brasil

• Reporting to the Project Manager at Isvor FIAT, I was responsible for training and processes optimization projects, taking part in multidisciplinary teams.• Working on a supply chain optimization project at CNH in Curitiba, value stream mapping design, redefining lay out, implementing Lean Manufacturing, improving the workstation ergonomics, rebalancing the assembly lines, developing and certifying suppliers, redefining packages and delivery frequencies, line feeding and materials flow optimization, generating transportation costs, downtime, total lead time, cycle time and losses reduction.• Working on improvement skills project for the 1100 supervisors at FIAT Auto, involving Logistics, Processes, Costs and Quality, generating productivity improvement, losses reduction, increasing employees’ motivation and encouraging troubleshooting.

Contagem E Região, Brasil

• Reporting to the Brazil General Manager at Automotive Lighting, I took part of the Startup team and I was responsible for strategy deployment in the industrial area, budget and P&L management, CAPEX and for dealing with union, leading a direct team of 10 people and an indirect team of 300 people, including Quality, Engineering, Logistics, Planning, Manufacturing, HSE, Maintenance and Tooling.• Leader of the team responsible for Lean Manufacturing, ISO TS16949, ISO 14000, VDA 6.3 and EVALOG implementation.• Managing CAPEX to increase production capacity and introduce new processes and technologies.• Nationalizing components and raw materials, thus generating savings of US$ 270K, through suppliers’ development, make or buy and economic feasibility analysis.• Increasing OEE and direct labor efficiency, as well as reduced scrap, COGS, MTTR and power consumption, through processes audit, losses elimination, SPC implementation, self-inspection, performance indicators, self-managed teams, continuous improvement projects, TPM, PDCA, Ishikawa and empowerment.• Reducing buy off rate, through TQM implementation.• Reducing components and raw materials inventory, WIP inventory, production lead time and failure occurrences at customers.• Reaching cycle time efficiency 100% higher than that forecasted in the budget, through process optimization, assembly line rebalancing, standard work and team building and training.

Campinas E Região, Brasil

• Reporting to the Business Unit Manager at Magneti Marelli, I was responsible for manufacture strategy implementation, budget and CAPEX follow up and facility startup, performing in a cross-functional team and leading a team of 5 direct people and 80 indirect people.• Reducing WIP inventory, production lead time, MTTR, scrap and failure occurrences at customers.• Increasing OEE%, production plan adherence and direct labor efficiency, through materials flow optimization, local sources development, standard work, assembly line rebalancing, as well as Kanban, FIFO, JIT, JIS, Kaizen, continuous flow, SMED and SLA’s implementation.• Leader of the team responsible for QS9000 and AVSQ94 implementation and certification.

Post Graduation, Economics

Mba, Business Management

Engineering, Mechanical