Production Manager
GD
Total years of experience :8 years, 7 Months
City: São Paulo Country: Brazil Manufacturing Management: Production, Logistics, Maintenance and Process Engineering. Main activities included: machining, adjustment, heat treatment and painting. 14, 000 work hour/montly distributed in 80% to export, 13% for domestic market and 7% for EMBRAER parts (landing gear). Revenue of US$ 40 million per year, team of 80 employees. Preventive maintenance procedure. Logistical activities: production planning, material flow. Engineering Processes: economic study of tools, purchase of machinery and accessories, Kaizen projects, development of Instruction and procedures according to ISO 9001. Key achievements: implementation of production cell for spare parts - Jan/2006; DMG 3-axis milling machine acquisition - Jan/2006; Improved eficiency from 78% (2004) to 82% (2005); Increased Productivity from 77% (2004) to 95% (2005); Deployment in 2004 Spiderman project - moving parts in production from 0% to 100%; Budget Implementation for Maintenance and Production in 2005; Implementation of 32 Kaizen projects; Cost reduction of lubricants for machining US$ 9, 000/y in 2005; Reduction of overtime from 36% to 3% from Nov/2004 to Dec/2005; Savings of US$ 430, 000 cost of overtime in 2004 compared to 2005; Reducing Delay Delivery from 100% (2004) to 14% (2005).
Country: Brazil Manufacturing Management: Production, Maintenance, Planning, Logistics and Process. Responsible production monthly 10, 000 cylinders and 50, 000 valves, annual sales of US$ 240 million, team of 110 employees. I implemented ISO14000, OHSAS 18001 and ISO/TS16949. In production, applied and the use of quality tools: PAPP, CEP, 5W2H, Cause-Efect Diagram and 8D. In Logistics, I modified the internal system supply of assembly lines through the one-piece-flow. In Production Planning and Maintenance Planning I made the schedules be synchronized. In Process Engineering, Economic studies and nationalization. Accomplished 30 projects Kaizen based on the concept Lean. Key achievements: increased on time delivery from 83% to 95% in 2003 for cylinders; Increase on time delivery from 88% to 99% in 2003 for valves; Decrease 18% of valves field problems in 2003 compared to 2002; Decreased 53% of cylinders field problems in 2003 compared to 2002; Stock decrease of US$ 300, 000 in value and 90% in items; Decreased rejection the assembly of cylinders; Providing 1000 m2 at shop floor; Implementation of 29 projects Kaizen; Implementation of OEE and control bottlenecks; Record production of 11, 200 cylinders in Feb/04; Reduced time for preventive maintenance from 30 to 7 days; Certification of ISO14001, ISO/TS 16949 and OHSAS 18001.
Country: Brazil Manufacturing: 5 assembly lines for Of Road unit (Axles and transmissions for tractors and harvesters), 3000 transmissions and axles 2500 axles per month, annual revenue US$ 200 million, team of 45 employees. Responsible for quality, safety, innovation, team training, maintenance, environment, logistics, costs, continuous improvement (Kaizen), layout, balance, application of new technologies. I was part of the implementation committee of ISO/TS16949 and ISO 14001. Internal auditor of ISO 14000. PAPP, PSC, 5W2H, Cause-Efect Diagram, Deming Diagram, 8D, etc. I implemented JIT at assembly lines. Trained in Germany for Kaizen in Passau and Friedrichshafen from Sep. to Oct. 2001. Key achievements: Increased productivity in the assembly of transmissions for the T3500 tractor in 150%; and of the 3MD30 harvesters in 66%; Increased productivity Line Shafts in 50%; OEE implementation; Implementation of Standard Method of Operations - MOP - to balance the line; Implementation Kaizen, Just in Time (JIT) and 5S; One-Set-Flow; Implementation of new brake housing manufacturing cell, exported to the U.S.; Implementation of down time control and productivity; Implementatio n of online production control with SAP 4.6; Implemented visual control for devices and tools at shop floor; Improving quality 0 Km (OEM) - PPM from 47, 609 in 98 to 3, 440 in 01; Reduction of rejection bench test PPM from 16, 046 in 98 to 6, 572 at 01; Improved performance and productivity tools with suppliers; Reduced accidents frequency rate/ accid. (LTI/106 wh) from 138 in 2000 to 81 in 2001; Participation in task force on purchases to improve the quality of critical suppliers; Certification of ISO 14001 in 2000; Reduction of the shop floor area in 25%.