Rogerio Moraes Jr.

Experience

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  CNPq - Conselho Nacional de Desenvolvimento Científico e Tecnológico

  Mar 2004 - Dec 2005

  Scientific Initiation Scholarship

  Expertise in computer simulation of structural efforts (Finite Elements) and fatigue life estimation working in collaboration projects between University and the private sector (Randon Group).

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  General Motors

  Feb 2006 - Dec 2019

  • Management of Quality Operations activities at Gravatai Plant in all 3 production shifts, with a 120 people structure direct reporting and other 230 people working on Quality related activities in Press, Body, Paint Shop and General Assembly; • Internal Quality metrics coordination and improvement plans for GCA (Global Customer Audit), DRR (Direct Run Rate) and other key initial passing rates;• Cost of Quality (Productivity metric) management ensuring Product Excellence with the most competitive cost of segment;• Field Metrics management (external Quality performance => IPTV 2, 12 MIS, Compass and QFS surveys) and Continuous Improvement initiatives for problem solving, Warranty Cost and product complexity reduction;• Suppliers management and follow-up for Quality performance improvement (inside and outside Gravatai Automotive Complex);• Product Engineering and Supplier Quality Plant Support teams coordination;• Responsible for defining and execute advanced quality strategy (Medium- and Long-Term Planning) in order to achieve customer satisfaction and other business metrics.Accomplishments:• Electrical First Time Quality 98% in Onix 1st Gen (Benchmark for high speed Plants in GM => key metric for new electrical architectures). Best GM major launch performance (Onix Plus) in 2019;• Onix/Prisma best field performance/customer satisfaction in Brazilian small cars segment (Compass and QFS Survey, analogous to J.D. Power in USA) in 2019;• Cost of Quality less than 2 hours/unit OPEX Project (-30% headcount, +30% Quality Performance => New Quality Lean Manufacturing and Industry 4.0 Best Practices implementation and sharing with other GM Plants) in 2018/2019;• Task force with GM Supplier/Product Engineering Teams and new Onix key suppliers to support quality flawless launch (no major impacts after start of regular production) in 2018/2019;• Quality leadership support in GM Colombia (Bogota Plant - Metrics improvement plan and work structure review) in 2018. Show less Assistant Manager responsible for General Assembly Engineering and CORE Teams coordination, focusing on the Continuous Improvement of entire shop Business Plan (SPQRCE => Safety, Quality, People, Responsiveness, Costs and Environmental). The vision of reinforce synergy between shop floor operations, Engineering and Maintenance teams brought the development of new talents to strategic leadership positions in the Plant as well an outstanding performance in GA KPIs, especially in Productivity, making Gravatai a reference in this metric not only for General Motors but also for other automakers (Harbour report top positions).Accomplishments: • LMS 2.0 Project - New Lean Manufacturing Strategy/initiatives implementation (5S, 6 Sigma, Kanban, Kaizen, Poka-Yoke, zero waste and defects culture) and layout improvements in General Assembly for productivity/headcount savings (Working Hours/Unit from 6.7 to 4.9 => 45% less headcount producing same daily volume => Harbour Index Top1 view) in 2017;• All Time Record for monthly production volume in General Assembly (67.2 jobs/hour) with an 8 Shifts sequence at 68 jobs/hour in August 2017;• 100% elimination of workstations with non-appropriated ergonomic conditions and 70% reduction of those that required attention in General Assembly manufacturing operations in 2017;• Engineering support on Fenix (New Cruze) launch in GM Argentina (Rosario Plant) in 2016. Show less Production Assistant Manager (Shift Manager), responsible for the 1st Shift operations at General Assembly, commanding a 280 people group in a structure with 7 Group Leaders and 35 Team Leaders. The biggest challenge in this period was even with a cost restriction condition (one less production shift and manpower reduction) to keep and improve Quality metrics (Built In Quality level IV certification), as well Productivity and Production rates. This performance was based on new technologies implementation (Industry 4.0), people engagement, training and accountability improvement strategies.Accomplishments: • Support for General Assembly production rate transition from 63 jobs/hour in 3 shifts to 55 in 2 shifts and later acceleration to 67 jobs/hour in early 2017, keeping Productivity and Quality improvement rates. Performance achieved due the implementation of Lean Manufacturing best practices and Process Capability initiatives using new Industry 4.0 technologies (torque control, error proofing, process automation, vision systems), ensuring high assertiveness levels in assembly operations and product release reducing human intervention need in 2016/2017;• Project implementation: “General Assembly scrap less than BRL 50 cents / unit”. Cost reduction of damaged parts in assembly process from 4.00 to less than BRL 0.50/unit in three years (-90%) through process, product and control improvements as well leadership and team members accountability in 2016;• Plant Certification/Achievement of all Plant controllable Built in Quality Level IV metrics (Global Customer Audit and Direct Run Rate improvement plans coordinator in General Assembly Manufacturing Operations) in 2015. Show less Continuous Improvement Assistant Manager responsible for Quality Engineering (internal and external Quality metrics improvement plans, supporting high complexity issues problem solving), Purchased Parts Quality Control (Plant suppliers quality performance management) and Dimensional Lab (Measurement Room) Teams coordination. Strategic leadership position during new product implementation where the main challenge was in a very short time, lead Product Quality KPIs improvement while the Plant production was going through a stabilization period, engaging Key Suppliers and external Engineering teams in this activity. Accomplishments:• 25% reduction in Onix/Prisma Plant Global Customer Audit - GCA (Task Force plan and coordination in Onix 1st Gen launch) in 2013;• Accomplishment of all Body Shop dimensional metrics on Onix 1st Gen Project (88.3% “A” rate and Six Sigma 2.9 - best in South America) in 2012/2013. Show less

  • Plant Quality Manager

    Nov 2017 - Dec 2019

  • General Assembly Continuous Improvement Assistant Manager

    Aug 2016 - Nov 2017

  • General Assembly Production Manager

    Aug 2017 - Oct 2017

  • General Assembly Production Assistant Manager

    Sept 2014 - Aug 2016

  • Quality Engineering Assistant Manager

    Mar 2013 - Sept 2014

  • Measurement Room Supervisor (Dimensional Control Lab)

    Jan 2012 - Mar 2013

  • Production Engineer (Quality, Body Shop, Measurement Room)

    Feb 2006 - Jan 2012
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  General Motors South America

  Jul 2009 - Aug 2009

  (International Assignment) Continuous Improvement Engineering support - Rosario/AR Plant

  Engineering support on Viva (Chevy Agile) launch at GM Argentina (Rosario Plant) by sharing best practices and supporting in product and process high complexity problem solving. Dimensional Lab leadership support to speed up new product implementation.

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  General Motors South America

  Apr 2016 - Jun 2016

  (International Assignment) Continuous Improvement Engineering support - Rosario/AR Plant

  Engineering support on Fenix (New Cruze) launch at GM Argentina (Rosario Plant) by sharing best practices and supporting in product and process high complexity problem solving.

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  General Motors South America

  Aug 2018 - Nov 2018

  (International Assignment) Plant Quality Manager support - Bogota/COL Plant

  Quality leadership support at GM Colombia (Bogota Plant ) managing Metrics improvement plan and work structure review for more synergy and efficiency, resulting in performance improvement.

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  Taurus Firearms

  Jun 2020 - Apr 2022

  Shop Manager responsible for assembly operations, functional tests, final inspections, and product shipment. Operating in 3 work shifts, 550 people between Direct and Indirect Labor and daily production volume above 6000 units, covering 14 product families. Key achievements/results:• 20% increase in total production volume between Q1 and Q4 2021 (versus 13% increase in headcount), supported by the application of Lean Manufacturing and OEE (Overall Equipment Effectiveness) best practices. All Time Record production in November 2021, with daily average exceeding 6250 units. +40% production in high complexity families (large number of manual operations and customization options);• 75% reduction of internal inventory (products not finished in rework process converted into shipped products);• Implementation of real time control methodology to meet Production Volume and Mix metrics in each one of production stages, using SAP database in addition to Business Intelligence tool Power-Bi;• Red-x problem solving methodology application. Quality monitoring implementation (reports by inspection points and product families), basis for continuous improvement forums (+22% approval in the Product Audit gate and -5% of functional failures in Pistols between March and December 2021, resulting in BRL 800k/year saving of manufacturing-related inputs consumption). Information shared between all manufacturing and support areas, deploying performance feedback from top management to shop floor teams;• Definition and implementation of the Manufacturing Dashboard to deploy business metrics, contemplating the KPIs within SPQRCE pillars (Safety, People, Quality, Cost and Environmental). Show less Management of Metal Injection Molding Business Unit, responsible for manufacturing high volume and complex components by metal powder injection process. An operation with 3 work shifts, 450 people between direct and indirect labor, producing a daily average of 70.000 components. In addition to Taurus' internal demand, it also supplies components to external clients (MIM Polimetal). Main achievements/results:• Increase of 61% in daily average production volume between Q1 and November 2020, by the application of Lean Manufacturing Strategies and other Productivity/Continuous Improvement initiatives, increasing 95% of the revenue generated per Direct Labor;• All Time Record revenue for MIM Polimetal – external clients (Q1xQ4 => +280%); • 65% reduction in the number of Quality campaigns by implementing problem solving methodology (PPS) based on results monitoring and analysis, using the Automotive Industry as a benchmark;• 68% reduction in scrap/unit produced. Sufficiency plan coordination and Initial Quality/Passing Rate concept application (Initial Quality > 98%) for low performance parts with high cost impact;• Training work teams to use PPAP methodology main tools (Approval Process for Production Parts - Process Capability/CEP, PFMEA and MSA). Show less

  • Manufacturing Manager - Assembly

    Mar 2021 - Apr 2022

  • Business Unit Manager - Metal Injection Molding

    Jun 2020 - Mar 2021
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  PPG

  Jan 2023 - now

  Gestão das Operações de Manufatura, Engenharia de Processos e Melhoria Contínua na Business Unit de revestimentos arquitetônicos com foco na melhoria de Produtividade, performance em Qualidade e redução dos Custos relacionados ao processo produtivo. Implantação de metodologias e melhores práticas voltadas à Excelência Operacional.Realizações:2023 - PPG Sustainability Awards – Energy Saving;2023/2024 - 18 p.p. de melhoria no OEE dos processos de envase da unidade de arquitetônica em Gravataí;2023/2024 - Liderança do projeto " Pintando o Futuro": desenvolvimento e implementação de iniciativas estratégicas para melhorar o desempenho na região. Foco na melhoria da qualidade inicial e redução do Lead Time de produção, por meio da aplicação de ferramentas de manufatura enxuta e melhoria dos processos de qualificação/treinamento. Show less

  • Plant Operations Manager

    Nov 2024 - now

  • Manufacturing Manager

    Jan 2023 - Nov 2024