Helio Maciel Jr.

• Regional Continuous Improvement Manager responsible for process improvement across seven wheat milling sites, and deployment of the Bunge Production System (BPS); • Led efforts to stabilize production processes, ensuring consistent output and quality resulting in a 30% increase in production; • Conducted monthly follow-up and root cause analysis of business metrics and key performance indicators (KPIs) across all business units; • Led partnerships with universities and startups to develop innovative solutions for improving process control and performance.

• Led the development of a small compressor platform, enabling the company to expand its current product portfolio, be more cost-effective, and compete in entry-level markets; • Developed a Technology Roadmap Model (TRM) to define technologies, strategies, and implementation plans for the commercial compressors business.

• Designed the syllabus for the Sigma courses (Green, Black, and Master Black Belts); • Trained over 100 students in Six Sigma; • Mentored over 50 students on practical work projects.

• Responsible for the Six Sigma program in the Research and Development (R&D) department, training and certifying over 80 specialists in Six Sigma approaches to problem-solving (DMAIC) and product and process development (DFSS). • Worked collaboratively in cross-functional teams for the development of reciprocating compressor products and platforms. Designed components for compressor motors, pumps, suction and discharge valves, crankshafts, pistons, bearings, oil systems, housings, and electronic control units, utilizing DFSS tools and methods; • Conducted multiple workshops with product and process development teams to promote concurrent engineering; this approach shortened development lead time and reduced product launch errors.

• Led a Quality Improvement Program at compressor and electronics manufacturing facilities in Brazil, China, Slovakia, Italy, and Mexico, enhancing assertiveness in identifying root causes of problems and executing improvement projects. This resulted in improvements in indicators such as customer line rejection (a 40% reduction across all sites combined) and response time to customer quality complaints; • Supported the development of over 40 Six Sigma projects to improve process capability, resulting in reductions in scrap and rework rates; • Led company-wide projects to address key quality issues and restore product performance Led company-wide projects to address key quality issues and restore product performance.

• Responsible for the Power Train Piracicaba unit's continuous improvement program. Trained employees in problem-solving methods and developed process improvement projects that resulted in improved process capability and product quality; • Led problem-solving projects addressing major quality and warranty issues for key customers; • Conducted Six Sigma projects and Kaizen workshops for process improvements, which had a positive impact on quality and productivity in the injection nozzle, fuel level sensor, air intake manifold, and ignition coil production lines.

• Responsible for the deployment of the Design for Six Sigma (DFSS) program in the product engineering department; • Trained over 30 engineers in DFSS methods and coached Green Belts and Black Belts on certification projects; • Worked collaboratively on cross-functional projects for the development of products and solutions in the following areas: power switching and protection; engine control; power transmission interface; and network data transmission.

• Led the development of an innovative process to connect small diameter (less than 13 mm2) multi-core electrical cables for a large OEM customer. The project was developed in collaboration with universities and research centers in Brazil, the United States, and Germany, and was awarded as the best DFSS project in the organization worldwide; • Led a Six Sigma project in cutting and crimping leads processes that reduced cable waste, improved inventory control accuracy, and minimized process interruptions due to material shortages, resulting in total savings of up to USD 100,000; • Supported the implementation of several Lean and Six Sigma projects.

Operational Excellence and Product Development Process

Operational Excellence and Product Development Process