Diretor fabril

Wittur Ltda – Sep/19 – Nov/20
Global Leader in Elevator Parts supply to the Elevators Industry – Germany Company with +1 billion 
Euros Sales in 2018; +100 people under responsibility.
Role: Head of Industrial Operations – Londrina/PR Site
o Reporting to the Managing Director Americas in US;
o This position is responsible for Production, Quality, Maintenance, Product Engineering, Industrial Engineering, 
Purchasing, Demand Planning, Materials Planning, Warehouse and Logistics operations; 
Key Accomplishments:
 Results on Turnarounding OTD (On Time Delivery) from 245 orders delays to Zero orders delayed;
 Implementation of S&OP process to drive B2B Make to Order production model;
 Improvement on Customer Quality Claim Rate by 50% YoY (Year Over Year);
 Implementation of QRQC (Quick Response to Quality Control), i.e, a Valeo quality methodology to address quick 
resolution on quality issues;
 Productivity increase of the production lines through the teambuilding approach on production teams and staff 
teams, results orientation mgm tools (dashboard) and quick problem solving tools;
 I´ve got important acknowledgment from those results in a written recommendation fom Giorgio Scarabello –
Wittur Americas Managing Director – pls see @ linkedin.com/in/romeuvale

GA.MA Italy – Sep/17 – Mar/18
Leader in Beauty Market in Brazil with high innovation segment for products such as hair dryers and 
straight irons with over 200 MMBRL revenue in 2017; +300 people under responsibility.
Role: Director of Industrial Operations
o Reporting to the Managing Director Brazil and the CEO this position is responsible for all supply chain and 
industrial operations activities related to the GA.MA Italy Industrial Operations that sources Brazilian market with 
Hair Dryers and Straight Irons;
o As Director of Industrial Operations I took the role of legal representative and End to End industrial operations 
responsibility including Supply Chain, Engineering, Maintenance, Production, HR, Controlling;
o Company headquarter was based in Argentina (GA.MA Italy was acquired by an Argentinian group) and then a 
remote management of R&D teams was required to address local implementations in Brazil (Manaus);
o Business reviews were part of my duties as Director of Industrial Operations to ensure all operations were 
supporting business results as committed for the year.
Key Accomplisment:
 Site diagnoses identifying leadership gaps and Site exposures from fiscal to operational areas, therefore a gap 
closure plan was ellaborated in order to address an investment plan along with a restructuring plan for the Site.

Philips do Brasil – Jul/14 – Sep/17
Global leader in healthcare systems (Electronic Medical Devices), Lighting and consumer life style 
products with ww revenue of 27 billion euros in 2007 – Local Revenue > 43 MM Euro with over 300 
people under responsibility.
Role: Director of Operations PCMS -Brazil
o Responsible for a +300 people Manufacturing Operation with revenue > 43M EUR per Year;
o Reporting to the Vice President Head of Operations based in Amsterdam, this position is responsible for all supply 
chain and industrial operations activities related to the Philips/Dixtal business within PCMS’s (Patient Care and 
Monitoring Systems) Value Segment Solutions Business. In addition, position is responsible for managing the 
Manaus Industrial Operation as part of PCMS’s emerging markets and industrial strategies.
o Therefore 250 people were based in Manaus Industrial Operations while 50 people were remotely based in São 
Paulo running NPI and Procurement activities;
o Responsible for running an Operation to support an annual Revenue of + 43 MM Eur producing Electronic 
Monitors for vital life signs such as heart bit, blood pressure and Oxygen body levels among others within a high 
regulated Medical environment (ANVISA/FDA and other regulatory agencies);
o Supply chain mgm of +3,000 parts (SMD) importation from Asia, Europe, US and Brazil to Manaus 
Manufacturing Operations in order to perform local PCB assembly and final medical devices assembly;
o Business reviews through P&L analysis and Sales tracking performance with global finance teams to ensure 
revenue recognition were in line with product delivery to the customers;
o Demand reviews with Commercial teams (Sales & Marketing) to ensure NPI (New Product Introduction) processes 
were in line with S&OP (Sales & Operations Plan) and ultimately if Inventory levels were on target;
o Design Reviews with R&D teams (local & Global) to ensure that local manufacturing were in line up to the 
product portfolio mgm to address new introductions and phase-outs of the business;
o Global/Local Operations Teams Review to measure local performance (KPIs and SLAs) were meeting the targets.Key Accomplishments: 
 Implementation of Lean Manufactirng Program on Site;
 30% Inventory Reduction: Identified a large inventory in raw material warehouse due to poor supply chain 
management and poor NPI (New Product Introduction) processes, then I have changed S&OP structure and new 
policies for NPI processes pushing for more discipline into the phase-in and mainly in the phase-out product 
changes, more discipline into the make to order model of operation and as a result we have achieved a 30% 
reduction in inventory raw material levels;
 30% Infrasctructure Cost Reduction: Due to lower production volumes it was necessary to reduce the workforce by 
half . It were driven through the use of capacity modeling tools, people performance management tools and closer
attention to the sales performance levels to adjust better product portfolio in order to optimize production 
execution costs;
 Driven large project of the Site Closure due to continue decline of the business condition in the public market for
hospitalar products in Brazil.

Kodak Brasileira Com. de Prod. para Imagem e Serviços LTDA – (Jun/87 – Nov/12) Imaging, printing, 
Lithographic Plates, photographic equipment, materials and service Company in Brazil with revenue 
aprox. of US$ 140 MM and +240 people @ 2012.
Role: Director of Operations & Special Projects – (Dec/10 – Nov/12)
o Reporting to the Managing Director Brazil & South Cone LAR, this position were responsible for providing mgm 
and leadership to execute on USD 140 MM annual Revenue Recognition in Brazil and South Cone;
o Responsible for developing, overseeing and deploying the strategic value stream plan to the geography of Brazil 
and South Countries LAR;
o Responsible to provide mgm and leadership to the fuctional areas of Importation, Exportation, Logistics, 
Warehouse, Customer Service and Back Office to the sales team;
o Responsible for the local team in Brazil and the remote team in Argentina;
o Responsible to manage and get implementation of a Brazil Industrial Implementation Project > USD 10 MM 
investment;
o This was an investment to move an Industrial facility of Lithographic Plates from Bulgary to Brazil;
o Then as a PMO I had to manage this multidisciplinary project involving remote teams around the globe to address 
project execution activities in UK, Bulgary, US and Brazil.
Key Accomplishments:
 30% infrastructure reduction for the back office structure through the manage of consolidated warehouses and 
reduction of redundant structure roles involving teams in Brazil and Argentina;
 Project Approval in the free trade zone of Manaus was obtained with all government agencies involving meetings 
with the state of Amazonas Governor, Mr. Omar Aziz, SUFRAMA, the Federal Regulator Agency, Ms Flávia 
Grosso and the Kodak company CEO, Mr Antonio Perez

Kodak Brasileira Com. de Prod. para Imagem e Serviços LTDA – (Jun/87 – Nov/12) Imaging, printing, 
Lithographic Plates, photographic equipment, materials and service Company in Brazil with revenue 
aprox. of US$ 140 MM and +240 people @ 2012.

Role: Plant Manager – (Jun/2006 – Dec/2010)
o Reporting to the WW General Operations Manager in US this position were responsible for turnarounding the Site 
performance to remain as the only manufacturing Site in Brazil for Kodak;
o Redesigned entire Supply Chain for raw materials and finished goods routes;
o Implementation of a Levelling process to smooth the supply chain against unstabilities;
o Responsible for end to end operations from raw materials acquisition to outbound logistics to the general 
warehouse located in São Paulo;
o Implementation of a special KPI tracking process with the leadership team to ensure accountability and 
effectiveness from each leader.
Key Accomplishments:
 Consolidation of two production operations in the country into a single operation in Manaus free trade zone; that 
supported an annual revenue > USD 140 MM;
 This consolidation effort have moved 50 people from São Paulo to Manaus, and had a USD 16MM savings in 
infrastructure cost reduction;
 Redesign and implementation of a new supply chain importing supplies from Europe/China/US/Brazil;
 Business Case and implementation of a new product family for manufacturing on site;
 Implementation of SAP R13 on Site;
 Implementation of Lean Manufacturing program on Site.
p.s: Go to linkedin.com/in/romeuvale in order to verify my professional Recommendations and Skills & Expertise 
Endorsements

Curso strictu sensu com avaliação 10 em monografia final - Desenvolvido trabalho sobre área de negócios e aspectos de empreendedorismo no Brasil.

Graduação em Engenharia Elétrica com ênfase em Eletrônica na UNIVAP - Universidade do Vale do Paraíba com TCC (Trabalho de Conclusão de Curso) com nota 10 pela banca examinadora de doutores da universidade. 
O Trabalho foi o projeto de um controlador de velocidade de motor corrente contínua com malha fechada e aplicado em máquina bobinadeira de papel da empresa Kodak.