Claudio MoretoClaudio Moreto

Review: Feb/10Review: Feb/10

Contents

PersonalQualification SummaryMain CoursesEducational BackgroundProfessional ExperienceLean Manufacturing

Personal

BrazilianMarried42 years1 Son1 Daughter

Qualification Summary

Business unit leader; Administration and production processes rationalization; New products implementation; Production line balancing; Annual budget planning; Inventory level and turnover management; ERP implementation; Analyses of the make or buy opportunities; Lean Manufacturing expertise; Contract portfolios management; Coordination of up to 1200 direct employees.

Main Courses

Change Leadership (High-performance Leadership ) – Fundação Dom Cabral;

Strategist Thinking – BCA Consultoria; Train-the-Trainer Lean Production Modules – TRW Automotive; Management Program – TRW Automotive; Shared Purchasing Services – Harris Consulting; Product Development Best Practices - OTIS/ United Technologies

Corporation; Flexible Manufacturing - OTIS/ United Technologies Corporation; Kaizen International - Shingijutsu Co. Ltda. & Moffit Associates

Management; Development of the Supervision Role - Wilson Cerqueira Consulters

Associates; Union Labor Basic Program - Wilson Cerqueira Consulters Associates.

Educational Background

Graduation:Mechanical EngineeringSanta Cecília dos Bandeirantes1987/1992.

Masters Degree in Business Administration Fundação Getúlio Vargas2000/2001

Professional Experience

19819855

19919988

20020000

20020044

20020077

20120100

Elevadores Otis Ltda.

Multinational manufacturer of all product lines for cargo and people vertical transport segment.

Products Organization Chart Projects

Main Products

Organization Chart

President

Services Business Unit Elevators Business Unit Escalators Businees Unit

Claudio MoretoTechnical

Superintendent

Organization Chart

Claudio MoretoTechnical Superintendent

Sales Management Manufacture Components

Supply Chain Painting

Engineering Assembly

Maintenance Logistics

Main Projects

Management of the daily routine of a business unit (safety, quality and productivity);

Escalador production supervision; Business feasibility study through the analysis of variables

such as the import rates exchange and the cost possibilities; Implementation of a new escalator model changing 100% of

the production line within a period of 18 months; Introduction of computerized system using bar codes in order

to avoid mistakes; Development of an automatic order system, resulting in a

quick response to continuous item purchase orders; Responsible for the industrial safety training and annual

performance of all auxiliary employees.

TRW Automotive Brasil Ltda.

Global Leader in Automotive Safety Systems: steering & suspension, seat belt, braking systems, engine components and safety electronics.

ProductsOrganization

ChartProjects

Main Products

Organization Chart

TRW AutomotivePresident

Steering Business Unit

Safety Belt Business Unit

Linkage and Ball Joint Business Unit

Claudio MoretoIndustrial Supervisor

Organization Chart

Claudio MoretoIndustrial Supervisor

Planning and Production

Control

Production

Maintenance Logistics

Main Projects

Leadership in Manufacturing, maintenance, tool shop, PCP and staff business unit LBJ – Linkage & Ball Joint with up to 350 employees;

Transformation shop floor with Kaizen events: reduce space; reduce throughput time; increase efficiency;

Increase 18% productivity after Kaizen events. Leader Lean Manufacturing Heavy Duty Steering

Project, US$ 300,000.00 saving/year with machining and assembly line reorganization.

Giroflex

Brazilian manufacturer office’s solution.

ProductsOrganization

ChartProjects

Main Products

Organization Chart

Grupo AurusPresident

Giroflex & Forma Raised Floor Area Slide File Area

Claudio MoretoIndustrial and

Logistics Manager

Organization Chart

Claudio MoretoIndustrial and Logistics Manager

Sales management Stamping

Supply Chain Painting

Engineering Assembly

Maintenance Logistics

Main Projects

Implementation of ERP Microsiga, Protheus 5.0; Production Technologies Transfer: IT – Security

Rooms, Germany to Brazil; Development system to control industrial and

logistic steps.

Papaiz Ind. e Com.

Brazilian manufacturer of all product lines: padlock, residential locks, hinges and accessories.

ProductsOrganization

ChartProjects

Main Products

Organization Chart

Vice Presidents

Services Business UnitLeadership

Business Unit

DifferentiationBusiness Unit

Claudio MoretoClaudio MoretoIndustrial Manager Industrial Manager

and Managerand ManagerExpansion ProjectExpansion Project

Main Projects

Implementation of the Lean Manufacturing concepts in Industrial Plant Diadema/SP and Salvador/BA;

New products implemented;

Strategic Projects to feasible new business.

CBC (Companhia Brasileira de Cartuchos)

Military and commercial ammunition manufacturer.

ProductsOrganization

ChartProjects

Main Products

Organization Chart

President

CFO Technical Director

Commercial Director Brazil Logistics Director

Export Sales Director Industrial Director

HR DirectorClaudio Moreto

Deputy Director Industrial

Organization Chart

Claudio MoretoManager Manufacturing

Primers Mix Primers

Cups & Bullets Powder

Rifles Ammunition Large Caliber Ammunition

Handguns Ammunition Tooling

Night Supervisor Industrial Safety

Main Projects

The administration of projects with the objective of generating production capacity, improving Lean Manufacturing and increasing productivity rates;

Leadership in Manufacturing, Process Improvement, Production Scheduling, Projects, Maintenance, Utilities and EHS areas;

Management of organizational restructuring process and the merging of the operation;

Member of technical and manufacturing committees at the company headquarters;

New products implemented;

Implementation of Lean Logistics.

Lean ManufacturingLean Manufacturing

Our Reality

Past

Cost + Margin = Price

Current / Future

Margin = Price - Cost

+

Mercado

Price - Cost = Margin

Teamwork

TRAININGTRAINING

Teamwork

Mistake!!!Mistake!!!

Teamwork

Curve of No Quality

Quality

Level

Unit operations

Real

Ideal

Cost of No QualityCost of No Quality

What is Lean Manufacturing?

Lean Manufacturing is a set of 18 elements that include philosophy, awareness, procedures, and actions in order to eliminate all types of waste within a company.

It is based on TPS (Toyota Production System), which is widely recognized as a manufacturing system that obtains the highest level of customer satisfaction (cost, quality, delivery).

18 Elements of Lean Manufacturing

JIT:• One Piece Flow• Multi-Process / Multi-Machine• Set-up fast• Takt Time• Standardized Work• Kanban• Parts Management in Process (WIP / FIFO)

Level of Manufacturing:• Heijunka

Jidoka:• Poka yoke• Parade Line• Root Cause Analysis• Troubleshooting• Total Productive Maintenance• Ergonomics

Awareness:•8 types of waste• Management Sight• 5 S's• Teamwork• Kaizen

One Piece Flow

The Lean Manufacturing Flow stimulates the

production of a piece instead of Batch Production. This increases the response of production and help control waste.

Advantage: The time demand is low and problems are identified quickly.

Batch Production

• Lot of 5 piecesLot of 5 pieces• Time Unit = 1 minute / CaseTime Unit = 1 minute / Case

55

TimeTime(min.)(min.) AA DDCCBB

1010

1515

2020

ProcessProcess

Result

= 20 minute

s

Result

= 20 minute

s

One Piece Flow

• Lot of 1 PieceLot of 1 Piece• Time Unit = 1 minute / CaseTime Unit = 1 minute / Case

11

TimeTime(min.)(min.) AA DDCCBB

22

33

44

ProcessProcess

55

66

77

88

Result

= 8 minute

s

Result

= 8 minute

s

Comparison

Takt Time

The Takt time is a formula based on request

the client and the time available to produce

this request.

Advantage: With TAKT time, it becomes

can balance the line with the

needs. Determine

also the number of operators

required.

TAKT time = Time Available for a day's work Demand for a day's work

Time AvailableIncludes The TimeTurn the lessLunch and Ranges

Stacking Diagram

100

90

80

70

60

50

40

30

20

10

0

60

2

30

3

40

4

110

5

50

6

TAKT time = 100 sec.

1 2 3 4

TAKT time = 100 sec.

1

85

85

15

45

30

25

15

25

85

50

Teamwork