Marco Aurélio Peres Carraro

• Direct report to national supply chain senior management and functional report to the board, structured a multidisciplinary team for implementing Kiwiplan (global MES system (Manufacturing Execution System)) along with processes standardization in 15 corrugated cardboard plants. • Facilitated process reviews (AS IS – TO BE) with stakeholders' support, oversaw pilot implementation, management, and execution of learned lessons, and continued roll-outs. • Structured and managed the schedule, costs, and resources for implementations. Managed particularities, priorities, conflicts, and ambiguities directly with industrial, regional, IT, quality, and other support area managers (mainly S&OP and S&OE). • Structured and implemented the Project Management Office to achieve the IRR of the Business Case. • Responsible for tier 3 support alongside IT to address incidents in the production environment in the box plants that are operating with Kiwiplan.

• Coordinated manufacturing operations with 12 direct and 200 indirect employees working 24/6, reporting directly to the regional industrial manager. • Oversaw safety, quality, and productivity on Paulínia box plant. I also led the annual budget for fixed and variable costs, the annual performance assessments of crews, succession planning, internal mentoring, and managed production capacities and cycles, eliminating bottlenecks and boosting productivity.

• With a direct report to the regional manager, I hired and restructured the team of six employees. • Oversaw leading and lagging indicators, homologation of new suppliers, and managed current ones. • Maintained relationships with commercial and customers weekly to discuss new product introductions and manage the performance of current products. • Facilitated various training sessions for new hires and current employees. • Managed total waste and led continuous improvement projects (NPIs = No-Prince Improvements). • Implemented food safety programs and conducted internal FSC and ISO 9001 audits. • Implemented methodology and tool to monitor OEE (Overall Equipment Effectiveness) and SPC (Statistical Process Control). • Conducted root cause analysis and problem-solving based on methodologies. • Led day-in-the-life in the plant and governed bottlenecks. • Drove the business unit initiatives for goal setting and audited results of the annual bonuses program for employees.

Reporting directly to the Industrial Manager of both sites and leading a functional team of four employees, two per site, we started different projects to reduce total waste, the main buckets on trim, die trim, and FGs obsoletes. Working together with corrugator and converting experts to restore equipment OEM conditions and implement new standard processes. During this position, I also filled in as Operations Coordinator from Paulínia Box Plant during his vacation time.

Considering the same structure and scope as before the acquisition, we started implementing the new concepts and calculations of total waste, OEE, other manufacturing KPIs, 5S, and other continuous improvement theories.

Reporting directly to the General Manager of both sites and having a direct span of control of six employees, three per site, I was in charge of total waste and improving processes management. The Total Waste Champions got all the support needed on daily waste routine administration, highlighting the Waste Gemba, the guidance of weekly waste meetings, and so on. As a result of teamwork, there was an enormous improvement in data reliability, which allowed us to focus on the right things, leading each site to a one percent decrease of their manageable waste. On Continuous Improvement Processes, the Manufacturing Reliability System Champions were responsible for leading OEE and other main KPIs on each site, working straight with FLLs, Maintenance Team, and Operators to reduce downtime and increase throughput. Technical assessments on machinery and processes were also performed as part of our routine to identify bottlenecks and opportunities on increasing run speed together with adding more value to finished goods. During my role as Coordinator, I also had the opportunity to make relevant contributions to the business such as creating social operating mechanisms and tools to solve problems and boost results, taking part in the commission that established the yearly bonus (PPR) in both sites. I also filled in as Operations Manager from Paulínia Box Plant during his vacations. I joined the front-line team for the preparations and presentations until the end of the takeover process of our box plants.

Safety in the workplace is pivotal, for this reason, I worked closely with Corporate EHSQ to mitigate hazardous conditions and behaviors - main contributions were achieved regarding Energy Control Program and safeguard requirements. Focusing on the quality of goods, I worked with suppliers to obtain improvements in raw materials to reduce costs, downtime as well as waste related to them. Reliability Projects were led by me, when I used to support Maintenance Teams of four sites to execute basic methods, processes, and routines to improve the reliability of equipment, increase throughput, decrease unplanned downtime and mitigate quality deviations of products. I developed methods and procedures and I was responsible for leading the internal audit program, focusing on execution to mitigate quality issues, decrease waste as well as guarantee other customers’ demands. Management of main KPIs and data analysis using Minitab during troubleshooting and projects. I was Champion of Manufacturing Councils to share global best practices within Brazilian packaging business units. Coach for Yellow Belt Trainees in order to prepare and spread six sigma concepts within sites. Assessments of Facility Preservation (Boilers, Unfired Pressure Vessels and Pipes - NR13) were performed by me to guarantee that business units were meeting requirements. I led follow-up sessions and technical support to prioritize and execute improvements. I supported the Experts of the Manufacturing Excellence Team during due diligences on the floor, looking for opportunities and framing demands in action plans, preparing operational training, and so on. In my role as a facilitator, I have come up with some social operating mechanisms to follow-through to guarantee the execution of the main action plans and demands.

First Industrial Trainee in Paulínia Box Plant. I followed a schedule of job rotations in all departments in my site (focusing on Corrugator Machine, Conversion as well as support areas) and corporate departments, for this reason, I have an overview of the packaging business. In each job rotation, I could contribute with at least one improvement in each area, especially assessments regarding safeguard requirements (NR 12 & OSHA 1910), create methods and procedures (one step lessons, standard work procedures, recipe cards), leading test form execution for FFG and RDC, conditioning monitoring routes (Maintenance) and so on. I have led White Belt Training in my site and I also facilitated Yellow Belt Projects focusing on increasing run speed as well as the reliability of equipment. Highlighting waste and quality, I executed capability projects, what has allowed us to identify and eliminate problems in equipment, reduce variations and DPPM.

I created standard work instructions to guide employees on how to manufacture and assemble parts and equipment. Tracing problems from equipment after sales, obtaining feedback from customers to allow the team to drive for improvements. Implementing and using quality tools and techniques such as Pareto (ABC Diagram), PDCA and Ishikawa to measure and manage main KPIs. I headed the implementation of the 5S Program at the factory and I started to create a Safety Strategy in some dangerous points of the plant. I had the opportunity to take part in the Technical Assistance Department for six months, where I worked with the Marketing Department to implement a satisfaction survey for customers. In this position, I was able to identify lots of opportunities and I helped team-members to put all of them into action, from product design to manufacturing process. Working with the Engineering and Design Department to ensure our equipment was meeting NR-12 requirements. My main legacy was writing some complete Technical Manuals of main machines (including BOM for spare parts, maintenance and cleaning instructions).

In my daily tasks, I would analyze and manage the product and its structure (bill of material) through CAM systems. Activities with the product (BOM) were released within the system to current activities and NPIs (New Product Introduction) as well. I participated in three NPIs, where I was able to have intensive teamwork with different areas (Product Engineering, National and International Purchase and Supply Chain Departments) and it enabled me to have an overview of the Manufacturing Process. I also took part in two 6 SIGMA projects after that I have learned the 6 SIGMA DMAIC methodology.