Walter Medeiros

Sou responsável por liderar o projeto de transformação cultural para atualização e modernização dos sistemas de gestão da Cinpal, além de conduzir a implementação dos novos valores da empresa, com foco em saúde e segurança, meio ambiente, governança, qualidade, excelência operacional e crescimento sustentável.​ Minha atuação inclui a liderança de mais de dois mil colaboradores nas áreas de Operações, Finanças, Vendas, Compras, Supply Chain, Gente & Gestão, Jurídico, TI, SSMA, Qualidade e Excelência Operacional.​

Responsible for carrying out and presenting an initial diagnosis of the current situation in production, health and safety, quality systems, among others. Development of work plan with initial actions, schedule of activities and expected results. Monitoring and coordinating the implementation of actions and reporting to senior management. Accomplishments: Restructuring of the production and health and safety system of TK companies in Latin America (5 factories), eliminating fatal and high-severity accidents and reducing accident rates by 80%, significant gains in productivity and operational efficiency, in addition to waste reduction and elimination.

Responsible for technical support in the operational units of TK companies in South America, in the company's business plans. Diagnosis, analysis, training and operational monitoring of the various business units in South America. Accomplishments: Complete reformulation of the Health and Safety at Work Systems, through committees led by the managers of operations with an approach to changing culture, with a focus on increasing performance and reducing 80% of accidents, and eliminating fatal and high-severity accidents. Improvement of operational efficiency through the introduction of 6 Sigma, TPM, Lean Manufacturing, 5S tools.

Leading 6000 direct and indirect employees. Responsible for sales, HR, environment, legal, operations, financial, commercial and institutional relations. Reporting to majority shareholders in Germany-TK and minority shareholders in Brazil-VALE. Coordination of the company's general restructuring plan / elimination of existing liabilities with shareholders, operations, local community, media, government authorities, suppliers and customers. Preparing the company for future sale / creating value for the company. Accomplishments: Complete business restructuring, resolving technical and production issues, power generation, contracts with suppliers, complete restructuring of the customer portfolio, restructuring of the health, safety and environmental systems, obtaining an environmental license for the entire operation, culminating with the sale process to Ternium after 3 years of management.

Responsible for standardizing operational excellence practices, production and health and safety systems, introducing the successful methodologies of Brazil in all other forging and machining units for automotive components in North America, South America, Europe and Asia. Implementation of Green Fields in India and China. Definition of guidelines and operational strategies for the forging group. Accomplishments: Standardization of the best operational practices developed and used in Brazil through Six Sigma, Lean Manufacturing, 5S, TPM methodologies, with implementation in the other countries of the forging group present, such as the USA, Mexico, Germany, France, Italy, China and India, with significant gains in efficiency and productivity in operations. Green Fields implementation and successful ramp up of India and China operations. Closing of the operation in France.

Leading 2300 internal employees. Production, sales, technical, commercial and financial management. Modernization and technological updating of the entire industrial park. Introduction of lean thinking throughout the organization. Accomplishments: Implementation of operational efficiency improvement methodologies, LEAN, TPM, 6 Sigma, 5S obtaining significant gains in productivity, efficiency and cost reduction. Reformulation of the portfolio of products, processes, customers and suppliers.

Responsible for all industrial activities, production areas, forging, machining lines, tooling, maintenance, logistics and production planning, utilities, quality, environment, health and safety. Accomplishments: Modernization of the entire machinery and equipment park. Redefinition and alteration of the entire layout of the plant. Introduction of new techniques and methodologies of the production system such as Lean Manufacturing, 6 Sigma, TPM, 5S. Significant gains in productivity and profitability of the company.

Analysis and implementation of action plans in the Machining Department of Crankshaft, to reverse problems in delivery to customers, quality, safety with major financial losses, making the department highly efficient and profitable in 6 months.

Organization of the company's quality system based on ISO 9001 and later on TS 16469. Assembly of the fatigue, durability, X-ray diffractometry and scanning electron microscopy laboratory. Technical assistance to customers and development of supplier quality. Accomplishments: Obtained ISO 9001 and TS 16469 third party certifications from Bureau Veritas International BVQI and main customers. Obtaining several awards and quality recognitions from the main national and international customers. Development of new suppliers of steel and mechanical components, national and international, improving the quality and cost of manufacturing the company's products.

Responsible for purchasing the equipment, assembling, organizing and putting into operation the new cold strip rolling department of the company.

Exchange with Aubert Duval in France to develop dynamic durability tests on aeronautical, nuclear, war materials, fatigue tests, fluency, scanning electron microscopy, dilatometry.

Development of new alloys and manufacturing processes for special alloys with high added value for special applications, market niche.