Milton Kato

•Managed inbound, warehousing, kitting and outbound operations, handling 10,000 SKUs and 2,000 pallet positions. •Defined and controlled inventory policies, increasing service level (OTIF) to over 95%. •Restructuring of the picking process, resulting in a 70% reduction in returns and preventing operational errors. •Worked cross-functionally with Sales, Production and Purchasing, ensuring alignment on deadlines and targets. •Implemented and reinforced 5S, ISO 22716 and operational safety governance, eliminating operational risks.

•Managed Production, Processes, Maintenance and Utilities, leading a team of 76 employees. •Led strategic production planning, updating parameters, standards, OEE, losses, yields and capacity balancing, integrating them into the Master Plan. •Auditing production results to ensure compliance with bottling standards.

•Led production planning and control, ensuring balance between demand, capacity and inventory levels. •Redesigned warehouse layout, avoiding expansion investments and improving logistical flow. •Implemented Kanban (min/max) for production and outsourced materials, eliminating line stoppages. •Managed MRP for domestic and imported materials (up to 6-month lead time), with strong control of deadlines and inventory levels. •Monitored PCP and logistics KPIs, supporting data-driven decision-making.

•Led integrated governance of PCP, Production and Quality, ensuring plan reliability and predictability. •Structured the Demand Box process, implementing M+3 sales forecasting to improve production plan accuracy. •Implemented WMS, ensuring full traceability and increased inventory accuracy. •Reduced delivery delays by 50% through demand and capacity re-planning, improving OTIF to 78%. •Developed and qualified strategic suppliers (dual sourcing), reducing non-conformities and customer impact. •Improved manufacturing processes by introducing quality gates, achieving a 25% reduction in customer non-conformities.

•Implemented MRP (TOTVS Protheus), integrating Purchasing, Production and Logistics. •Optimized the Master Production Schedule (MPS), increasing predictability and on-time delivery performance. •Reduced rework and painting costs, increasing direct release rate by 30%. •Managed integrated PCP, Maintenance and Quality operations, focusing on operational efficiency. •Restructured the supplier quality system, reducing overall non-conformities.

•Led strategic Planning, Logistics and Quality operations within the Toyota Production System (TPS) environment. •Managed the supply chain with 7,600 SKUs and 134 global suppliers (local and imported). •Managed an annual US$ 6 million budget, generating US$ 500K/year in recurring savings. •Coordinated strategic launches (Corolla Hybrid and Corolla Cross), reducing launch lead time by 37%. •Led Kaizen and Quality Circle (CCQ) projects, recognized as the best support department in Mercosur. •Led organizational and process restructuring, reducing administrative workforce by 20% and increasing productivity.

•Led field issue investigations and problem resolution for vehicles manufactured in Brazil and the Hilux line (Argentina), interfacing directly with suppliers and headquarters. •Implemented improvements in manufacturing processes and suppliers, reducing warranty costs and customer complaints. •Managed supplier and raw material qualification teams for new projects. •Implemented Incoming Inspection System (SQAM) for raw materials, improving material application and final vehicle quality.

•Developed customer satisfaction surveys (QAS/IQS), driving quality improvements in current and new vehicles; Toyota maintained #1 ranking since 2005. •Implemented the Supplier Quality Assurance Manual (SQAM) with raw material suppliers. •Audited production processes and provided technical support; three suppliers achieved world-class Toyota quality levels (scores above 90%).

•Led new supplier development teams for new vehicle projects. •Supervised production control, parts ordering, raw materials and GPS (General Parts Store). •Led capacity analysis of inbound and outbound processes to adjust production mix or support capacity expansion. •Coordinated Kaizen improvements in outbound logistics, including milk-run collection plans, packaging and dock scheduling.

•Implemented PCP, JIT and Kanban systems at the Indaiatuba plant in 1998. •Developed new parts and packaging suppliers and managed national parts ordering systems. •Managed warehouses for equipment, spare parts, direct, indirect and auxiliary materials. •Implemented internal and external logistics operations, including Milk Run collection systems.

• Analysis of materials for load preparation, induction furnace and continuous casting. • Analysis and testing of batch samples. • Issuance of production batch certificates to the final customer.