portfolio slide share claudio moreto rev fev10 english
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Portfolio Slide Share Claudio Moreto Rev Fev10 EnglishTRANSCRIPT
Claudio MoretoClaudio Moreto
Review: Feb/10Review: Feb/10
Contents
PersonalQualification SummaryMain CoursesEducational BackgroundProfessional ExperienceLean Manufacturing
Personal
BrazilianMarried42 years1 Son1 Daughter
Qualification Summary
Business unit leader; Administration and production processes rationalization; New products implementation; Production line balancing; Annual budget planning; Inventory level and turnover management; ERP implementation; Analyses of the make or buy opportunities; Lean Manufacturing expertise; Contract portfolios management; Coordination of up to 1200 direct employees.
Main Courses
Change Leadership (High-performance Leadership ) – Fundação Dom Cabral;
Strategist Thinking – BCA Consultoria; Train-the-Trainer Lean Production Modules – TRW Automotive; Management Program – TRW Automotive; Shared Purchasing Services – Harris Consulting; Product Development Best Practices - OTIS/ United Technologies
Corporation; Flexible Manufacturing - OTIS/ United Technologies Corporation; Kaizen International - Shingijutsu Co. Ltda. & Moffit Associates
Management; Development of the Supervision Role - Wilson Cerqueira Consulters
Associates; Union Labor Basic Program - Wilson Cerqueira Consulters Associates.
Educational Background
Graduation:Mechanical EngineeringSanta Cecília dos Bandeirantes1987/1992.
Masters Degree in Business Administration Fundação Getúlio Vargas2000/2001
Professional Experience
19819855
19919988
20020000
20020044
20020077
20120100
Elevadores Otis Ltda.
Multinational manufacturer of all product lines for cargo and people vertical transport segment.
Products Organization Chart Projects
Main Products
Organization Chart
President
Services Business Unit Elevators Business Unit Escalators Businees Unit
Claudio MoretoTechnical
Superintendent
Organization Chart
Claudio MoretoTechnical Superintendent
Sales Management Manufacture Components
Supply Chain Painting
Engineering Assembly
Maintenance Logistics
Main Projects
Management of the daily routine of a business unit (safety, quality and productivity);
Escalador production supervision; Business feasibility study through the analysis of variables
such as the import rates exchange and the cost possibilities; Implementation of a new escalator model changing 100% of
the production line within a period of 18 months; Introduction of computerized system using bar codes in order
to avoid mistakes; Development of an automatic order system, resulting in a
quick response to continuous item purchase orders; Responsible for the industrial safety training and annual
performance of all auxiliary employees.
TRW Automotive Brasil Ltda.
Global Leader in Automotive Safety Systems: steering & suspension, seat belt, braking systems, engine components and safety electronics.
ProductsOrganization
ChartProjects
Main Products
Organization Chart
TRW AutomotivePresident
Steering Business Unit
Safety Belt Business Unit
Linkage and Ball Joint Business Unit
Claudio MoretoIndustrial Supervisor
Organization Chart
Claudio MoretoIndustrial Supervisor
Planning and Production
Control
Production
Maintenance Logistics
Main Projects
Leadership in Manufacturing, maintenance, tool shop, PCP and staff business unit LBJ – Linkage & Ball Joint with up to 350 employees;
Transformation shop floor with Kaizen events: reduce space; reduce throughput time; increase efficiency;
Increase 18% productivity after Kaizen events. Leader Lean Manufacturing Heavy Duty Steering
Project, US$ 300,000.00 saving/year with machining and assembly line reorganization.
Giroflex
Brazilian manufacturer office’s solution.
ProductsOrganization
ChartProjects
Main Products
Organization Chart
Grupo AurusPresident
Giroflex & Forma Raised Floor Area Slide File Area
Claudio MoretoIndustrial and
Logistics Manager
Organization Chart
Claudio MoretoIndustrial and Logistics Manager
Sales management Stamping
Supply Chain Painting
Engineering Assembly
Maintenance Logistics
Main Projects
Implementation of ERP Microsiga, Protheus 5.0; Production Technologies Transfer: IT – Security
Rooms, Germany to Brazil; Development system to control industrial and
logistic steps.
Papaiz Ind. e Com.
Brazilian manufacturer of all product lines: padlock, residential locks, hinges and accessories.
ProductsOrganization
ChartProjects
Main Products
Organization Chart
Vice Presidents
Services Business UnitLeadership
Business Unit
DifferentiationBusiness Unit
Claudio MoretoClaudio MoretoIndustrial Manager Industrial Manager
and Managerand ManagerExpansion ProjectExpansion Project
Main Projects
Implementation of the Lean Manufacturing concepts in Industrial Plant Diadema/SP and Salvador/BA;
New products implemented;
Strategic Projects to feasible new business.
CBC (Companhia Brasileira de Cartuchos)
Military and commercial ammunition manufacturer.
ProductsOrganization
ChartProjects
Main Products
Organization Chart
President
CFO Technical Director
Commercial Director Brazil Logistics Director
Export Sales Director Industrial Director
HR DirectorClaudio Moreto
Deputy Director Industrial
Organization Chart
Claudio MoretoManager Manufacturing
Primers Mix Primers
Cups & Bullets Powder
Rifles Ammunition Large Caliber Ammunition
Handguns Ammunition Tooling
Night Supervisor Industrial Safety
Main Projects
The administration of projects with the objective of generating production capacity, improving Lean Manufacturing and increasing productivity rates;
Leadership in Manufacturing, Process Improvement, Production Scheduling, Projects, Maintenance, Utilities and EHS areas;
Management of organizational restructuring process and the merging of the operation;
Member of technical and manufacturing committees at the company headquarters;
New products implemented;
Implementation of Lean Logistics.
Lean ManufacturingLean Manufacturing
Our Reality
Past
Cost + Margin = Price
Current / Future
Margin = Price - Cost
+
Mercado
Price - Cost = Margin
Teamwork
TRAININGTRAINING
Teamwork
Mistake!!!Mistake!!!
Teamwork
Curve of No Quality
Quality
Level
Unit operations
Real
Ideal
Cost of No QualityCost of No Quality
What is Lean Manufacturing?
Lean Manufacturing is a set of 18 elements that include philosophy, awareness, procedures, and actions in order to eliminate all types of waste within a company.
It is based on TPS (Toyota Production System), which is widely recognized as a manufacturing system that obtains the highest level of customer satisfaction (cost, quality, delivery).
18 Elements of Lean Manufacturing
JIT:• One Piece Flow• Multi-Process / Multi-Machine• Set-up fast• Takt Time• Standardized Work• Kanban• Parts Management in Process (WIP / FIFO)
Level of Manufacturing:• Heijunka
Jidoka:• Poka yoke• Parade Line• Root Cause Analysis• Troubleshooting• Total Productive Maintenance• Ergonomics
Awareness:•8 types of waste• Management Sight• 5 S's• Teamwork• Kaizen
One Piece Flow
The Lean Manufacturing Flow stimulates the
production of a piece instead of Batch Production. This increases the response of production and help control waste.
Advantage: The time demand is low and problems are identified quickly.
Batch Production
• Lot of 5 piecesLot of 5 pieces• Time Unit = 1 minute / CaseTime Unit = 1 minute / Case
55
TimeTime(min.)(min.) AA DDCCBB
1010
1515
2020
ProcessProcess
Result
= 20 minute
s
Result
= 20 minute
s
One Piece Flow
• Lot of 1 PieceLot of 1 Piece• Time Unit = 1 minute / CaseTime Unit = 1 minute / Case
11
TimeTime(min.)(min.) AA DDCCBB
22
33
44
ProcessProcess
55
66
77
88
Result
= 8 minute
s
Result
= 8 minute
s
Comparison
Takt Time
The Takt time is a formula based on request
the client and the time available to produce
this request.
Advantage: With TAKT time, it becomes
can balance the line with the
needs. Determine
also the number of operators
required.
TAKT time = Time Available for a day's work Demand for a day's work
Time AvailableIncludes The TimeTurn the lessLunch and Ranges
Stacking Diagram
100
90
80
70
60
50
40
30
20
10
0
60
2
30
3
40
4
110
5
50
6
TAKT time = 100 sec.
1 2 3 4
TAKT time = 100 sec.
1
85
85
15
45
30
25
15
25
85
50
Teamwork