Volkswagen do Brasil

Plant Manager Director at Volkswagen Taubaté

Click Automotiva

- Responsible for Click Automotiva e TanClick;
- Strategic definition of Core Business of the Companies;
- Elaboration and Execution of Annual Budget;
- Strategic Planning for the growth of the companies;
- Increase in turnover with new business from 2016 to 2018 by 12%;
- Reduction of Labor and Overhead from 68% in 2014 to 41% in 2018;
- Increase in Operating Income from -24% in 2014 to + 13% in 2018;
- EBITDA increase from -20% in 2014 to + 12% in 2018;
- Opening of new US and European markets;
- Reduction of Raw Material by 8%;
- Increased participation in automakers;

Executive Director

Filoauto

-	Filoauto Businesses restructuring;
-	Responsible for Operations Units FAL / Filoauto / Protec / Roseben;
-	Concept Cell Production Implementation;
-	Restructuring of Operations for Continuous Improvement / Automation;
-	Restriction at VW for new business Elimination;
-	Output bottleneck with GM;
-	Increase Business with Fiat and VW;
-	Scrap Reduction from 6% to 0.2%, U.S. $ 200 000 per month;

Superintendente

Tower Automotive

-	Structuring of Operations Tower Brazil;
-	Responsible for Operations Units Aruja / Betim / Count;
-	Concept Cell Production Implementation;
-	Restructuring of Operations for Continuous Improvement / Automation;
-	Assuring the Launching of  Contagem Plant;
-	Annual savings in Productivity Order of 11 million;

South America - Industrial Director

Aethra Automotive Systems

-	Responsible for the TEC (building tools) and Centauro;
-	Implementation of the manufacture engineering at tooling for process stand;
-	Implementation of the KPI’s at Centauro unit;
-	Implementation of Kaizen;
-	Increase around 25% on productivity in stamping processes;
-	Lean Process concept Implementation;
-	Definition of work structure in TEC units and Centauro;

Grupo Delga

-	Standardization of Diadema/ Lapa/ Ferraz/ São Leopoldo/ Piratininga Machinery units;
-	Creation of the Corporative Industrial Area;
-	KPI’s at the units Implementation;
-	Corporative Load of Machinery Implementation;
-	Development Engineering Restructure, during the concept for a better low cost processes;
-	Establishment of an adequate team for SAP, with the validation and standardization of processes;
-	Gain of new business in 2008, with the additional revenue of R$ 150 million/year;
-	Creation of SPD concept, Delga Production System in deployment;
-	40% reduction in investment in new projects;
-	Validation of new plant in Jarinu;
-	Definition of budget concept for group units;
-	Production Capacity Increase around 15%;
-	Improving the fidelity of deliveries for clients with 35% reduction on freigth;
-	Quality Problems with Customers Reduction;
-	Industrial Area Adequacy to absorb current crisis impact;
-	Definition of new structure of work at industrial area;
-	Identification and training of talents;

Industrial Director

Volkswagen

-	Responsible for Press shop/Body shop/Painting/Assembly;
-	Report to Unit Executive Board;
-	Launching New Vehicles Ensuring;
-	Strategic Objectives Complaince of the company;
-	Lean Process Concept Implementation at Anchieta with Porsche AG;
-	Gain Process, 660 heads in 2006, 10% increase in volume without manpower;
-	Manuafcturing KPI’s Consolidation according to goals;
-	Budget for Press Shop/Body Shop /Painting/Assembly, definition;
-	Adequacy of Anchieta Plant Adequacy for New Vehicles Designs ;
-	Keep vehicles Unlauf in two weeks;
-	Assuring  DRC around 85%;
-	Consolidation for the first time of the Anchieta unit on the fourth world wide Group position;

Operations Manager – Anchieta Plant

-	Strategic Objectives Compliance of the company;
-	Implementation of the new VW production system at VW Brazil;
-	Definition of business unit for VW Brazil stamping;
-	Definition of budget for stamping and ensuring compliance;
-	Increase of capacity and productivity around 30%;
-	Adequacy of VW stamping for new vehicle design;
-	Preparation of project for stampings modernization - from 2003 to 2007;
-	New Work Structure Definition;
-	Identification and training of talents; 
-	Reduction of costs around 20%;
-	Quality and Certification System on VDA 6.3 Consolidation;
-	Manpower  Trainig for New Projects;
-	Defining and tracking patches of parts, as defined in Meisterbock;
-	Coordination for Stamping New Projects introduction;
-	New Processes Definition Approval with Volkswagen AG; 
-	Ensuring the quality and volume required to meet the needs of CKD;

Manufacture Manager – Press Shop Anchieta Plant

-	Strategic Objectives of the Company Complaince;
-	New VW Production System at VW Brazil Implementation;
-	Business Unit Concept for VW Brazil Stamping Definition;
-	Budget for Press Shop Definition and Ensuring Compliance;
-	Capacity and Productivity around 30% Increase;
-	VW Stamping for New Vehicle design Adequacy;
-	Project for Modernization Stamping 2001 Preparation;
-	Cost Reduction around  20%;
-	Quality System Consolidation and Certification on VDA 6.3;
-	Manpower Training for the new projects;
-	Defining and tracking patches of parts, as defined in Meisterbock;
-	The introduction of new projects stamping Coordination;
-	Definition and Approves new processes with Volkswagen AG;

Production Supervisor – Press Shop – Robot Lines

-	Quality System Consolidation;
-	Ensuring ISO9001 recertification;
-	Implementation of  Room Press Shop Three Dimensional Measurements (Zeiss);
-	Coordination project implementation for T2 (Kombi), in relation to quality standards for VW México, at framing area;
-	Monitoring quality of suppliers for stamped parts for VW Brazil;
-	Complains from external suppliers (México and Argentina) Attendance and Monitoring;

Quality Assurance Coordinator – Stamping and Framing

-	Quality Procedures for Logistics and Press Shop Elaboration;
-	New PCP System with Audi AG in Germany, Analysis and Approval;
-	Optimization of Production Lots, Cost Reduction with Stock Reduction;
-	Body Shop, Press Shop, Logistics activity Building up, resulting in optimization for stock and resources, efficiency increase around 50% and manpower reduction around 20%;
-	New Racks Analysis and Development;

Logistics Coordinator and PCP

-	Capacity analysis;
-	Economical Lot definition;
-	Responsible for Capacity Distribution and Line Balance;

Production Programming – Press Shop

Executive with solid experience over 35 years in the automotive industry. 
Career developed in multinational assuming the leadership of large teams in the areas of: Operations, Engineering and Manufacturing Development. 
Results-based management, project knowledge of process standardization, deployment concept of cell production and restructuring of operations for continuous improvement / Automation.

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