Mike De Moura Rodrigues

- Suporte à Produção em processos de manufatura (fundição, acabamento, usinagem, pintura e montagem); - Liderança e gestão do time de tecnologia de processos; - Atualização de indicadores e definição dos planos de ação; - Planos de melhoria para OEE; - Estudos de viabilidade para estabelecimento de novos processos ou melhorias na fabricação; - Análise de dados estatísticos de processos; - Especificação de equipamentos, ferramentas, sistemas de medição, análise GD&T, sistemas de fixação, moldes de injeção, fluxo de trabalho, arranjo físico, poka yoke; - Redução de custos na manufatura; - VSM para itens novos; - FTA para análise de falhas; - Validação de estudos de M.S.A (Cg, Cgk e R&R); - Gestão da Ferramentaria e Manutenção de moldes.

- Quality Management in an organization with over 1,400 employees distributed across processes such as receiving, laser cutting, bending, stamping, machining, welding, shot blasting, e-coat painting, powder coating, and liquid painting (steel); - Customer support for: Scania, Mercedes, Volvo, DAF, Metalsa, Caterpillar, John Deere; - Restructuring of the Customer Service (SAC) team; - Implementation and management of controlled shipping; - Pilot application of the Fast Response methodology at Headquarters; - Restructuring of the Manufacturing Quality team; - Adjustment of the calibration plan for instruments and equipment; - Implementation of mobile inspection strategy in operations; - Application of layered audits (using Google Forms); - Revitalization of 5S within Quality areas (laboratories, Metrology, offices); - Modification of plant layout, improving management of returns, scrap, and reorganizing inspection stations; - Elimination of Controlled Shipping Level 2. Results: Restructuring of the department from 90 to 68 people; A positive trend was observed, reducing the number of complaints by 5% over the year; Implementation of a management report to monitor the Quality Quality Report (CNQ) and complaints; Modification of the factory layout, improving the management of returns and rejects, and reorganizing inspection stations; Elimination of controlled shipments within customers, reducing costs by kR$86.4/year.

-Deployment of goals based on Hoshin Kanri defined by top management; - Maintenance of ISO9001:2015 and IATF16949:2016 certifications; - Achievement of ISO14001:2015 Environmental Certification; - Quality management supporting aluminum manufacturing in casting, high-pressure injection, stamping, shot blasting, spinning, and machining processes; - People management and development; - Deployment of strategy to the Quality team; - Customer satisfaction monitoring and support; - Strengthening cross-departmental interaction – support in process mapping; - Monthly and annual budgeting; - Conducting one-week Kaizen activities aimed at waste reduction, leading cross-functional teams; - OEE improvement through implementation of a new scrap reduction strategy; - New audit models: Layered, Process, and Product audits; - Critical analysis of the integrated management system (Quality and Environment); - Support in the management of the Metrology laboratory; - Plan for reducing Cost of Poor Quality (COPQ); - Supplier management and monitoring; - Plan focused on strengthening quality maturity in the organization (e.g., Quality Week, Supplier Day). Results Increased operational efficiency, reducing non-quality costs from 5.24% to 3.92%. Implementation of a new metric for measuring non-quality costs. Implementation of week-long Kaizen events, providing gains in quality production and productivity. 50% annual reduction in the number of customer complaints in 2022 compared to 2021. 40% annual reduction in the number of customer complaints in 2023 compared to 2022. Employee confidence index result, in an Internal Climate Survey conducted in 2023: 88 points. Implementation of new APQP software for developing new processes, resulting in quality gains in new process planning. Significant increase in customer satisfaction (over 95%) due to the new quality performance.

- Strategic planning of the plant; - Management of the aluminum foundry unit (cold cure, die casting, deburring, and machining processes); - Improvement and enhancement of safety, quality, and delivery results; - Reorganization of the work team – organizational chart; - Production management, including factory leadership and agile follow-up methodology; - Quality management supporting the team in strategic decision-making; - ISO9001:2015 recertification; - Logistics management implementing a new machine load methodology; - Maintenance management focusing on critical equipment; - Customer service and support; - Safety management, responding to and supporting activities aimed at meeting legal requirements; - Engineering team management, supporting studies of new processes, development of new business, and improvements in serial production items; - Support to HR with engagement policies, job positions and salaries, and reduction of absenteeism and turnover. Results: 20% improvement in cold curing process productivity. Significant reduction in delays with the turbine customer (OTIF >90%). Improved cylinder head production by replacing the die tooling (10% increase). Reduced absenteeism from 9.0% to 5.2%. 5% improvement in EBITDA. Implemented a new metric for measuring non-quality costs. Safety adjustments (protective barriers - NR12) were made to die forming machines. Improved organizational climate through weekly team meetings and improvements to the on-site cafeteria. ISO9001:2015 certification was obtained.

- Process manager, applying continuous improvement, and creating the tactical objectives necessary for the organization's strategic objectives. - Autonomous Maintenance and Maintenance Planning pillar's reviewed (TPM); - Guidelines for reviewing Maintenance Plans with the creation of asset registers (structural tree and components); - Scrum applied to the team- activities distribution; - Created a purchasing and stock process into the Maintenance process; - Safety and Environment Management linked to Industrial and Building Maintenance (ARPTs); - Approval of contracts with suppliers; - Budget review; - Performance evaluation of the team; - Action plans management (Availability / Backlog / MTTR / MTBF / TMC). Results: Increased manufacturing plant availability by 1.45% per year (from 88.55% to 90%); Increased friction welding machine availability by more than 5%, resulting in a significant increase in production of over 70,000 pistons per month, enabling the organization to achieve its monthly revenue target. This was a significant achievement at the time. Total maintenance costs were reduced by kR$200/year compared to 2020 and 2021, through the reestablishment of TPM within the organization and strengthening of Maintenance Planning and Control. Machine retrofits were also performed. Employee confidence index results, according to a GPTW survey conducted in 2021, reached 77 points.

- To intern the maintenance process, extending the organization's management culture to this process; Results: Increased machine availability index by 2.60% (from 85.95% to 88.55%) in the plant. Reduced maintenance costs by approximately R$400,000 per year through internalization. In the Quality area, achieved a 30% annual reduction in customer complaints by applying tools such as FAST RESPONSE and the 14 Basic Quality Principles – Bosch benchmarking. Reduced CNQ (Cost of Non-Quality) by 20% compared to the previous year.

- Quality tools reinforcement in the organization such as APQP, PFMEA, M.S.A; - Analysis and Problem Solving – 8D and Fast Response; - Implemented of Quality Week, Workshop with suppliers, Kaizen works; - Applied methodology to analyze specific customer requirements in the organization; - Achievement IATF 16949:2016 and ISO14001:2015 in 2018. Results: 30% annual reduction in customer complaints (from 83 in 2014 to 16 in 2019). Reduction of manufacturing PPM index from approximately 20,000 in 2015 to an average of 4,000 in 2019. Increased operational efficiency, reducing non-quality costs from R$1.2 million in 2014 to R$500k in 2019. Achieved customer awards for product/process quality excellence (Bosch/2019, Denso/three consecutive years, Sumitomo/2018). Attained ISO 9001:2015, IATF 16949:2016, and ISO 14001:2015 certifications in 2018. Employee trust index result of 89 points in the GPTW survey conducted in 2019.

- Project Manager using MS Project and APQP; - Update of indicators/targets and action plans definition; - Feaseability studys for new process; - Machine and equipment specification, machining tools, measurement systems, forging tools; GD&T analysis, fixture systems, value stream, lay out and poka yoke. - Cost reduction in the factory, coordinating workers through of OEE increasing, raw material reduction and standardising process. - Leadership in Lean Manufacturing applying new methods as smed, kaizen, kanban, work diagram and process flyers. - Statistics dates analysis in the process; - Value stream map - new process and products; - Support to the Comercial/ Sale team; - MSA studies validation (Cg, Cgk, and R&R) Results: Development of new processes for approximately 20 items per year; Productivity increase of items by 10% per year. Annual reduction of kR$300 in aluminum consumption through the redesign of raw materials and machining allowances. Plant unification into a single facility: layout change from 4 plants (Pinhais and Colombo) to 1 in Quatro Barras.

- Development of machining tools using AutoCad; - Development of fixture systems using Solidworks; - Process try out - using CNC programs.

- Operação de máquinas CNC (tornos, centros de furação e centros de usinagem); - Operação e preparação de máquinas Transfers;

- Operation of lathe machine; - MIG weld in the metal support products; - Assembling products.