Márcio Amorim

Reporte ao Diretor de Operações Américas Responsável pelo CoE - Centro de Excelência, englobando áreas de Excelência Operacional, Processos, Programa de Excelência, Projetos TI/PMO e Expansão Orgânica para toda Rede Américas.

In charge of implementing the Solaris operational model at Mills, integrating acquisitions, managing changes, and launching new operations to ensure productivity, efficiency, quality, cost reduction, and capture investment thesis synergies, managing the Quality, Processes, Continuous Improvement, PMO/Strategic Planning, Post-M&A Integration, and IT Governance operational areas. Reported to the CIO, Oct. 2022 to Dec. 2023 and to the COO, Jan. 2019 to Oct. 2022. • Implemented and deployed the entire operational and administrative model previously developed at Solaris for the Newco Mills, considered and validated by the Board, Investors, and new C-Level as a successful model and the new DNA. • Led the merger of the two companies to create Newco, capturing synergies as outlined in the investment thesis, covering aerial platforms, power generators, air compressors, formwork, and shoring. Coordinated the steering committee and PMI committees throughout the process. • Incorporated several other companies, including the acquisition of a Heavy Rental Company, marking Mills' entry into the new segment. • Led the organic expansion and branch relocations during the merger, involving property search, legalization, project management, asset transfer, training, and go-live processes. • Managed the technology department on an interim basis for two years during the merger, overseeing integration projects, ERP redesigns, technology migration, infrastructure, operation go-lives, and ITSM. • Oversaw entire CAPEX/OPEX investments at Mills (excluding equipment) tied to the Strategic Plan, encompassing projects, acquisitions, expansion, and technology. • Implemented the PMO area aligned with the Strategic Plan, covering organizational foundational pillars, customer-centric initiatives, digital transformation & new technologies, expansion, and new markets. • Coordinated visits for investors, brokers, banks, and manufacturers from America, Europe, and Asia.

In charge of redesigning and standardizing operations, improving equipment quality, reducing costs, and promoting a culture of continuous improvement with minimal environmental impact while ensuring employee safety. Reported to the CEO, Jan. 2017 to Jan. 2019, and to the COO, Sep. 2014 to Dec. 2016. • Implemented areas such as Continuous Improvement, Industrial Engineering, Quality Assurance, and Development & Recovery Engineering of maintenance parts. • Led the creation of the Mills Maintenance System, an innovative model in this segment that became a global benchmark, increasing productivity, efficiency and quality. • Standardized the branches with processes, conducted time and motion studies for maintenance activities, established cycle times for activities, implemented standardized work, visual management, production Gantt charts and continuous flow production. • Implemented ISO 9001:2008 and 9001:2015, establishing the company as the sole certificated within the sector. • Drove digital transformation in operations by streamlining the recording of preventive/corrective services, outbound and inbound checklists, field service, and maintenance planning on mobile devices and terminals. This was complemented by a Control Tower for nationwide performance management via a unified system. • Established the parts Development Engineering area to source and recover parts locally, with focus in circular economy. • Redesigned the HSE area, enhancing the quantity and quality of operation training provided to clients, managing the regularization of environmental, operational, and fire brigade licenses, ensuring compliance with regulatory standards. • Implemented the HSE Excellence Program and Branches based on Lean Thinking through assessment, evaluating and rewarding units with the highest performance levels of maturity.

In charge of implementing the Continuous Improvement area (Six Sigma scope), fostering a culture of continuous improvement, quality assurance, and project management, resulting in cost reduction and product quality enhancement, managing the Quality Assurance, Continuous Improvement, and Innovation areas. Leadership of a team of ten people with two managers. Reported to the Automotive Operations Global Director, Oct. 2007 to Sep. 2014, to the Projects Global Director in Sweden. • Managed the Quality Assurance System, including ISO 9001:2008 and ISO/TS 16949, overseeing standards, policies, and procedures to meet industry standards, applicable regulations, internal and external audits, product assurance, and risk management. • Led the portfolio and strategic plan of projects, • Facilitated workshops for capturing new projects. • Managed the Innovation area, submitting projects to the Brazilian Ministry of Science, Technology, and Innovation to obtain tax breaks. Coordinated the innovation process, indicators, and incentive program.

In charge of creating training materials and supporting various Business Units globally while establishing a learning network, coaching projects, and sharing best practices among the group's 110 factories. Reported to the Global Director of Projects in Sweden and Italy from Jan. 2010 to Oct. 2013. • Trained over 600 Black Belts, Green Belts, Sponsors, Owners, and Leadership in modules such as Quality, Lean Six Sigma, Kaizen, Problem Solving, Quality Tools, Statistics, Facilitation Techniques, and Change Management across Brazil, the Americas, and Europe as one of the 23 Master Black Belts in the group.

In charge of the PMS - Pirelli Manufacturing System in seven factories with over 7,000 employees, reducing operational costs and increasing productivity, efficiency, and product quality. Leadership of a team of 21 people, including seven managers. Reported to the LATAM Operations Director, Sep. 2006 to Oct. 2007, and to the Projects Director in Italy. • Coordinated the PMS in LAM, encompassing Lean Six Sigma, Kaizen, and TPM in Venezuela, Argentina, Sumaré, Campinas, Santo André, Gravataí, and Feira de Santana plants. Implemented the Six Sigma program in the Argentina, Venezuela, and Feira de Santana units.