Janderson de Oliveira

Reporte direto ao Plant Manager e gestão direta de 9 engenheiros. Empresa nacional de grande porte com 64 anos de mercado, atendendo montadoras de veículos leves, pesados e agrícolas. -Gestão do time de Engenharia de Manufatura e Desenvolvimento com foco em desenvolvimento de novos produtos, meios de produção, projetos de melhoria contínua e suporte técnico à manufatura (estamparia e solda).

- Reporting to the Vice President, managing a team of 45 professionals. - Responsible for implementing the Business Process Excellence (BPE) department at FVL operations of the GEFCO legacy, including the hiring of the Continuous Improvement team and management of the Operational Excellence process activities through Continuous Improvement programs and Quality Management System. - Certification and management of the Brazilian Authorized Economic Operator Program (OEA), Security modality, for Freight Forwarder. - Adequacy of FVL operations to CEVA Logistics' Global standards (rebranding, procedures, work instructions, dashboards for KPI management, etc.). - Responsible for building corporate KPIs for managing FVL operations. - Implementation of tools for risk analysis (ISO 31000), contingency plan, 5S program, suggestion program for ideas with reward, recognition and implementation of the system for managing cost reduction using continuous improvement techniques. - Implementation and management of the performance of customer and supplier satisfaction results, including causesanalysis of non-conformities and corrective actions. - Accumulating functions as Operations Manager for vehicle logistics, inbound, outbound, yard management, vehicle modernization and pre-delivery inspection (PDI), at Paranaguá Port - VW and Araquari - BMW. - Creation of Continuous Improvement and Quality culture at FVL operations through leadership techniques, change management, conflict management, training and qualification of professionals to create discipline in the performance of activities related to Safety, Quality, Production, Cost and HR. - Member of the CEVA Logistics Volunteer Group to support the SOS Children's Villages Brazil project, humanitarian aid to the victims of the flood in RS that occurred in April/May 2024 and the Clean up Day world event.

Reporte ao Vice Presidente Latam (Brasil, Argentina e Chile), gerindo 2 operações logística com total de 41 colaboradores. -Gerente de Operações para logística de veículos, inbound, outbound, gestão de pátio, modernização de veículos e preparação para embarque (PDI), no Porto de Paranaguá - VW (padrão de operação conforme programa OEA da Receita Federal) e Araquari – BMW. -Principal resultado alcançado foi o aumento do GM (gross margin) de 15% para 28%, por meio de projetos estratégicos alicerçados por metodologia Lean.

- Management of the Operational Excellence strategy according to Plant Vision and Hoshin Kanri, through training to enable employees in the use of continuous improvement tools, problem solving, production management with emphasis on cost reduction in P&L and Working Capital. - Management of the system to monitor projects with cost reduction related to Production, Product, Components, Labor and Working Capital. - Results presentation based on financial and operational performance KPIs for results analysis, course correction with corrective and preventive action plan, budget analysis, forecast and survey of investment needs. - Quality System Management, Supplier Quality Control, Production and Customer Service. - Technical support to the German engineering team to implement new products and processes with focus on quality, time and delivery, through risk analysis. - Management of maintenance audits for quality system certification, product and process audit, with application of preventive and corrective actions and opportunities for improvement. - Management of the welding test laboratory, including laboratory design, budget, equipment acquisition, creation of procedures, training of technicians, scope, capacity definition and performance report management. - Production Management for the assembly of suspension modules and welding of catalytic converters for vehicles, ensuring the fulfillment of production volumes and deliveries to customers, respecting the pillars of Safety, Quality, Delivery, Costs and HR. - Review of production capacity x customer demand for analysis of service risks, lack of components and raw materials, labor, equipment and support structure. - Creation and review of contingency plans related to the risk of line stoppage due to equipment breakdown, lack of manpower, strikes, etc. - Diversity ambassador.

- Reporting to the Plant Manager and Regional Director of Quality at Mercosur, directly managing 7 employees. - Quality System Management, as per IATF 16949 and OEM requirements. - Creation and maintenance of procedures for quality control, management of the equipment calibration laboratory, metrology, macrography tests (welding), and preparation of contingency plans. - Management of the calibration system of internal and external equipment, creation of procedures for calibration, maintenance, identification, storage, acceptance criteria and Measurement System Analysis (MSA). - Periodic meeting with the regional and global team (Germany), to monitor the implementation of new products and processes, focusing on the analysis of non-quality risks, acquisition of control equipment, preparation of test and quality control instructions and training on the shop floor. - Periodic evaluation of team performance based on measurable results (KPI's), competencies, PDI (individual development plan), through one-to-one meetings, with a focus on recognition and corrections.

- Reporting to the Plant Manager, directly managing 5 employees and indirectly 82 employees. - Production Management for the assembly suspension modules and welding of catalytic converters for vehicles, ensuring the fulfillment of production volumes and deliveries to customers, respecting the pillars of Safety, Quality, Delivery, Costs and Human Resources. - Management of safety risks, monitoring of the quality of processes, products and production costs, through the use of continuous improvement techniques, daily kaizen, leadership training to motivate the team with the use of tools for process auditing, recognition programs for good performance and rewards. - Periodic review of production capacity x customer demand for analysis of service risks, lack of components and raw materials, labor, equipment and support structure. - Preparation of budget for production, according to strategic planning data. - Management of daily routines of continuous improvement with a focus on reducing MUDAs (waste, such as excess movement, inventory, waiting, ergonomics, safety, etc.). - Performance analysis of production leaders, based on company values, competencies, KPI results, IDP (individual development plan) review and feedback for recognition (positive reinforcement for motivation), and points of improvement. - Creation and review of contingency plans related to the risk of line stoppage due to equipment breakage, lack of labor, strikes, among others. - Meeting to evaluate employees who have made improvements or had positive attitudes, focusing on recognizing and maintaining the team's motivation. - Strong presence on the factory floor to train operators, clarify quesrions about safety and quality, with a focus on preventing accidents and quality problems.

- Reporting to the Plant Manager and Regional Director of Quality of Mercosur, directly managing 5 employees. - Implementation of the Quality and Certification System, according to IATF 16949 and OEM requirements. - Creation and maintenance of procedures for quality control, management of the equipment calibration laboratory, metrology, macrography tests (welding), and preparation of contingency plans. - Implementation of a welding test laboratory, including laboratory design, budget, equipment acquisition, creation of procedures, training of technicians, scope, definition of capacity and management of all WOs with monthly performance report (capacity x realized). - Management of the calibration system of internal and external equipment, creation of procedures for calibration, maintenance, identification, storage, acceptance criteria and Measurement System Analysis (MSA). - Periodic evaluation of team performance based on measurable results (KPI's), competencies, PDI (individual development plan), through one-to-one meetings, with a focus on recognition and corrections.

- Project to install a factory in Argentina with 3 thousand m2, under the Lean Manufacturing concept, including the layout project with inventory calculation for raw material, material in process, finished product (shipping), automatic assembly lines, welding, painting and support areas such as maintenance and administrative office. - Negotiation between the company and German supplier to purchase automatic equipment for fire extinguishers manufacture. Main projects/results: - Increased productivity by 20%, without investment, eliminating waste through using Lean Manufacturing methodology.

- Responsible for the management of the Product and Process Design Engineering department (welding, stamping, machining, surface treatment, painting, polymer injection process and assembly). - Management of the Continuous Improvement department through the Lean Manufacturing methodology, product value analysis (VA/VE) and benchmarking for cost reduction. - Management of the Integrated Quality and Environment System, meeting specific requirements of the automotive sector, products homologation according to ABNT and international standards (England, Australia, USA, Mexico and Argentina). - Management of Customer Service (SAC), and after-sales technical assistance. - Management of the metallographic testing laboratory, product certification tests and chemical analysis of surface treatment and painting processes. - Management of internal/external audit processes, selection process, evaluation and monitoring of suppliers of services and raw materials.

- Reporting to the Industrial Director, directly managing 13 employees. - Implementation and management of the integrated Quality and Environment system based on ISO/TS 16949 and ISO 14001. - Responsible for the product testing laboratory. - Selection, evaluation and monitoring of suppliers and inspection of incoming materials. - Coordination of projects for continuous improvement.

- Reporting to the Engineering Manager. - Product and process development coordinator: planning and development of the product project and process according to ISO/9001, QS 9000 and specific requirements of the automakers (APQP, FMEA, PPAP, CEP and MSA). - Design of tools, devices and machines. - Internal auditor of the quality system: QS 9000, process and product auditor. - Project development and implementation of a process for component fixation with the use of new technology (UV bonding), providing a reduction in manufacturing costs in the amount of R$ 300 thousand/year. - Value Engineering Project to reduce the manufacturing cost of brass components with a gain of R$ 250 thousand/year.

- Reporting to the Quality Coordinator - Review of the manual, procedures and work instructions of the quality system; - Quality Cost Management (evaluation, prevention, internal and external failures). - Internal audit of the quality system. - Response to customer complaints. - Production quality control, finished product testing, product in process testing, receipt inspection, corrective and preventive action plans.

- Reporting to the Quality Coordinator - Daily update of quality indicators. - Analysis of scrap defects and rework of production lines, appling corrective actions (8D). - Technical analysis of parts under warranty with issuance of report and reimbursement of costs. - Internal and external calibration of measurement equipment. - Incoming inspection. - Final inspection of finished product.

- Reporting to the Internship Coordinator. - Study of the production process in third-party companies, with the objective of surveying waste (chronoanalysis), and issuing a report with proposals for improvements. - Archive organization. - Update of indicators (KPI).

Program Objectives Multifunctional vision: to develop the ability to think and act considering the relationship between all business processes and products of the organization; Problem solving and analytical thinking: improve the ability to support decision-making in the face of proposed organizational problems; Results orientation: act in organizational processes and projects to achieve the results requested in their area in a lasting way; Interpersonal skills: improve skills for interpersonal relationships in contexts such as: communicating with others, leading a small team and acting to achieve the organizational objectives established for the team.

The Mechanical Technology - Projects Modality course aims to serve current and emerging segments of industrial activity, due the constant technological evolution. The Mechanical Technologist - Projects modality is the higher education professional who, due to his directed training, is able to act immediately and qualified in his specialty. Through the mastery and application of scientific and technological knowledge necessary for teaching, research, development and technological management activities, transforming this knowledge into processes, projects, production, services and/or products. They act in industrial activity, promoting changes and development, basing their decisions on technological knowledge and on the multidisciplinary vision of the problems they are responsible for solving.