Yuri Capi Email & Phone Number

State Of São Paulo, Brazil

Rio De Janeiro, Rj, Br

Caçapava, Sp, Br

Campinas, São Paulo, Br

São Paulo, São Paulo, Br

São Paulo, São Paulo, Br

São Paulo, São Paulo, Br

São José Dos Campos, Sp, Br

• Daily oversee of the Company´s operations giving to each department leader on time guidance and feedback so that they can achieve the annual revenue target of US$140 MM.• Weekly inventory (US$58 MM/y) management follow up, keeping the stock level under the target throughout sales of excess or obsolete stock, reuse of raw material as alternative aircraft material, purchasing policy routine analysis, etc. • Monthly budget (US$45MM/y) follow up, focus on cost reduction by redesigning of final product packing, nesting software implementation, aircraft material insourcing, implementation of returnable packing, etc. • Investment (US$20MM/y) monthly follow up, focus on achieving the cost and invoicing date planned.• Performed of 27 kaizen projects with focus on cost reduction, cash protection and production cycle reduction. • 9 new sets of equipment added to the TPM (Total Productive Maintenance) program resuming 20 in total. • Redesign the Good Idea Program resulting in 150 new ideas implemented and US$500K/y recurrent production cost reduction.• 120 new employees hired for all company´s departments in order to support the production line rump up. In parallel, a Sponsor of Potential Leadership Program and Successor Program were implemented and, amongst the participants, four of them were promoted for leadership position. • A specific development plan for actual leader was designed, including coaching program. For regular employees, 23h/y training was applied according to the request appointed by direct leaders.• Build up and implementation of Total Compensation Policy;• Actions were taken to keep the absenteeism under the target (≤ 2%/y) and turn over (≤ 2,5%/y).• Implementation of labour accident/ incident prevention program reducing from six to zero accidents/y.

São José Dos Campos, Sp, Br

• In charge of Company´s 5-year plan definition, obtaining the Board of Directors approval, plan execution, annual report of results and carry out other matters entrusted by the Board of Directors.• Be in charge of smooth work flow between shareholders and stakeholders and oversee the operations, financial, human resources and legal activities of the Company.• Key player in the HEAI’s liquidation process negotiations among shareholders, lawyers and local entities. Leader of the entire implementation process that took 24 months, being directly and indirectly in charge of 600 actions related to. At the end of liquidation, US$ 30 MM were remitted to shareholders.• Team member and decision maker of selling negotiation of 10 Legacy 650 to ICBCL (US$ 300MM list price).• Leadership of the Legacy 650 production line implementation at HEAI within the budget (US$12MM) and according to the timeline defined (18 months) as well as the delivery of the first executive aircraft made in China.• Leadership of the phase-out of ERJ145 production line at HEAI, managing the latest six aircraft deliveries to Tianjin Airlines, all of them delivered according to the contractual deadlines and cost (US$ 100Mi list price).• The following titles were obtained by HEAI: AA certificate issued by China Customs (green line for customs clearance), High-Tech certificate granting HEAI 15% enterprise special incoming tax instead of regular 25% and CIQA Certificate (China Entry-Exit Inspection and Quarantine Association), green line for quarantine inspection.

São José Dos Campos, Sp, Br

• Structural assembly management of ERJ145 (including Legacy 600) aircraft family, Embraer 170 (175, 190 and 195) aircraft family and production of parts such as sub assembly, tubes, etc.The main results achieved were: 50% production cycle reduction, 80% production capacity increase, 40% non-quality cost reduction.• Focus in people management and lean manufacturing.

São Paulo, Sp, Br

Responsible for production of Ambev soft drinks and isotonic.• Supervision of PET bottle blowing line and soft drink filling (24mil bottles/hour)• Supervision of the PET bottle blowing line and aseptic filling of the Marathon isotonic (10mil bottles/hour)• Daily routine management, quality circles analysis and small maintenance/cleaning of machines and equipment of the production process.

São Paulo, Br

Responsible for the Railway Wheel Finishing Department.• Record production of railway wheels due to the privatization processes of the railway network.• Got the qualification in ultrasound inspection level 2 for railway wheels.• Subcontracting negotiation of lifeline machining for E40 wheels (Pakistan).• Daily evaluation of levels of rework and scrap was performed for immediate actions in the melt shop and filling.Responsible for Safety Engineering Department of the Railway Division.• Implemented a process for prevention at work accident based on the analysis and description of work activities with redefinition of the processes, PPE's and CPE's to be used.• Implemented the 5S´s Program based on the people training, celebration of D-day, monthly routine of audits and follow up of correction plans.• Reviewed of levels of workforce exposure to silica, heat and noise, redefining work processes as well as PPE's and EPC's to be used.• As this department part of HR structure, I was able to understand all HR routines due to the back-up program.

Corporate Governance Master Degree

Project Manager

Safety Engineer, Engenharia Mecânica

Bacharel Of Mechanic Engineer, Engenharia Mecânica