Leonardo de Oliveira
Production Manager @Schaeffler
Signup · Get unlimited contacts
WORK HISTORY
Production Manager @Schaeffler
Cheraw, SC, US
Production Manager leading the biggest segment of the company, with annual revenues of $75 million, I am responsible for 14 direct reports and over 200 indirect reports, including Production Leaders, Planners and Technicians, managing all metal transformation processes of bearings production, going through Induction Hardening heat treatment, OD grinding and final inspection. Responsible for Management of Production, with daily focus at the production KPIs such as Production Credit, Delivery Performance, scrap rate, OEE, Inventory levels and output. Main activities include daily Gemba walk and shop floor management (SFM) meetings with my team (3rd level of escalation) and with top management (4th level of escalation) following the escalation procedure, checking in loco the problems and opportunities available, also leading the team to a continuous improvement thinking, reducing costs and waste in all steps of the production process. Weekly meetings with plant controlling, plant manager and region COO to discuss MTD result compared with previous outlooks and forecast how are we going to end the month. Activities also includes monthly meeting with global management to report YTD results, action plan follow up and investment plan.Also responsible for:EHS: Motivating the team to prevent injuries on the floor, Safety First!Costs: Annual Budget and monthly outlook reviews based on forecast data. Responsible for leading the team to reduce production costs with tooling, ops supplies, HCO and maintenance, increasing profitability of the segment.Quality: Reporting Scrap numbers and customer complaints (when necessary). Responsible for new quality culture implementation with focus on scrap reduction, reducing usage of material and increasing first pass yield. 5S: Implementation of best practices and leading the team to identify / eliminate wastes throughout the processes.
EDUCATION
ILAC
English, English Language and Literature, General
Sorocaba Technological College (FATEC)
Bachelor's degree, Production processes
ATHON Ensino Superior
Master of Business Administration - MBA, Business Administration and Management, General
Centro Universitário Nossa Senhora do Patrocínio - CEUNSP
Production Engineering
FGV - Fundação Getulio Vargas
Master of Business Administration - MBA, Project Management, Gestão de Projetos
SKILLS
ABOUT LEONARDO DE OLIVEIRA
Production Manager responsible for the biggest BU of the plant with annual revenues of $75Mio, I am leading a team of over 200 employees, including 14 direct reports (Production Leaders, Planners, Engineers and Technicians), managing all processes of bearings manufacturing, going through Needle Hacking, Forming, Heat Treat, Grinding, Assembly and Final inspection. Responsible for Management of:• EHS: Leading the team to prevent injuries on the floor.• Quality: Responsible to drive the team to reduce Internal Failure Costs and customer complaints.• Production: Production Credit, OEE, Deliveries, HCO, Value Added and Inventory levels• Costs: Responsible for the P&L of the segment and also for the Budget and Outlook reviews based on monthly forecast, including all production costs such as HCO, Tools, Op Supplies, Maintenance and Material• New investments: Working strategically with local and global management defining and justifying investments to improve OEE and reduce costs • 5S: Leading the team to identify / eliminate wastes throughout the processes using lean thinkingMajor Accomplishments:• (2019) Reduction of tooling consumption from 2,9% to 2,0% by implementing project of daily monitoring of the expenses with tolling line. Savings of US$200k/year.• (2020) Internal failure cost reduction. Quality culture implementation with focus on ZERO tolerance for any quality problem. Savings of US$100k/year.• (2021) Backlog reduction from $200k to ZERO - HK Segment. Focus on the planning and team building. • (2022) Backlog reduction from $350k to ZERO - BZ segment. Focus on OEE improvement.• (2022) Ratio projects BZ segment (1st round)- HCO reduced from 89 to 78 generating yearly savings of $660k• (2022) Scrap project - Savings of $650k (best result since segment was created in 2011).• (2022) OT reduction from 22% to 6%, increasing moral of the team. Savings of $200k• (2023) Ratio projects BZ segment (2nd round)- HCO reduced from 78 to 70 generating additional savings of $480k• (2023) Scrap project roll out - Additional $400k savings on top of 2022 result - Total savings of over $1Mio since project was initiated in 2022.• (2023) Best year of the segment in 15 years, with GPI and GPII higher than BD. Segment generated positive consumption of over $2Mio in 2023• (2024) HCO optimization - Improved men-machine ratio between HT process, saving the plant $350k / year (Company avoid hiring 4HCO)• (2024) OEE Optimization - Improved availability of HT furnaces increasing OEE in over 16%. Yearly savings of over $500k/year (Maint. cost avoidance)
This profile is compiled from publicly available professional sources. Unifers is not affiliated with or endorsed by LinkedIn. Request removal of this profile.