Plant Manager

LUIZ CORÇÃO

Address: **** **** ****** *****, ******, AL Cell : 318-***-****

35226.

email.: *******@*****.***.**

CAREER OBJECTIVE

INDUSTRIAL / MANUFACTURING

Chemical Engineer with more than 20 years experience in plant turnaround, a lean

manufacturing expert with strong drive force towards people development and results

achievement is prompt to continuously assume bigger challenges, improving results and

margin, based on a lean organization and a teamwork environment.

GRADUATION

Master in Chemical Engineer graduated in 1980 from Universidade Federal do Paraná - Brazil

MBA in BUSINESS MANAGEMENT at Fundação Getulio Vargas – Paraná / Brazil – 2002.

MAJOR PROFESSIONAL QUALIFICATIONS

Career developed at WOODGRAIN MILLWORK Inc, INTERCONTINENTAL (Ashley

Furniture - North American Group), ALCOA Inc (the largest Aluminum Company in the

word) and Villares Group, an iron and steel Brazilian Company (VIBASA).

Significant technical knowledge and managerial experience in Production Planning,

Production, Quality,

Technology, Strategic Planning, EHS, Human Resources, IT, Maintenance &

Engineering, Supply Chain,

Logistic and P&L.

Knowledge and background in implementation of modern manufacture techniques

such as SPC, TQC, TPM, ISO 9000 and 14000, JIT, Kanban, Toyota Production System,

A3 report, Supply Chain and Hoshin Kanri for strategic and tactical implementation.

Excellent lean manufacturing background by successfully implementation of the

lean culture in three different companies, reducing lead time, operating cost and

waste.

Strong customer and market focus in B2B, using techniques such as S.W.A.T and

B.C.G analysis.

Management experience with Aluminum, Steel, Plastic (injection & blow), Furniture,

Wood Moulding and Chemical Processes.

Good skills in leading groups, capable of listening, sharing, challenging, proposing

views, encouraging, and risking with commitment and confidence. Focus on results,

solving problems, continuous improvement, people development and strategic

planning.

EXPERIENCE

WEYERHAEUSER April

2014 to May 2015

Leader Company manufacturing Timber, Paper, Plywood and Engineered Products in US, Canada and

Uruguay.

OPERATIONS MANAGER

In the Engineered Lumber Product Division / Natchitoches Site is responsible for the production of

headers and I Joist leading more than 250 associates to a next level of performance and grow

using lean manufacturing. In the last 6 months introduced continuous improvement teams on the

floor leading the mill to sharply reduce conversion cost and improve recovery. Increase

productivity in 25 % and recovery in 15 % in the 1Q of 2015. Implementation of key metrics

deployment to the floor to improve and sustain results.

WOODGRAIN MILLWORK Inc June

2004 to December 2013

Woodgrain Millwork, Inc. operates as a millwork company. It produces mouldings, windows, pine

and atrium patio doors, porch posts, and exterior door frames in US and Chile with 7 Distribution

Centers in US.

PLANT MANAGER – US

January 2008 to December 2013

Responsible for two plants: The pine (yellow and radiata) solid lineal moulding plant and the

Polyuretene (Flexgrain) moulding plant. Leading 60 employees, producing and selling mouldings to

direct customers and other 7 Distribution Centers to Home Depot. Total revenue at $ 10

million/year.

Implemented lean manufacturing increasing the gross margin from 8.5 % to 16.5 % in one year.

Luiz Corção .02

Developed with the supply chain team the pull system (VMI) with customers increasing ship on

time to 99.5 % while reducing lead time in 5 days, customers’ stocks in about $ 500,000.00 and at

the same time implemented the customer satisfaction plan reducing claims dramatically to less

than 0.05 % of total sales after 3 years.

Implemented Standard Operating Procedures, Cross function and back up development, TPM and

Kanban in WIP lumber increasing turns in 40% and moulders up time in 10 % in 2 years.

Several other improvements such as lumber vendor quality program, grading and ranking lumber

suppliers, increasing yield in 4 % and saving more than $ 500,000.00/year with raw material.

Reduced the conversion cost in more than 20 % by introducing purchasing procedures and

monthly budget for each expense account.

Implemented quick change over in one critical work station and milk run route for forklifts to feed

product lines, avoiding idle time, increasing productivity and throughput in 5 %.

PLANT MANAGER - Brazil

June 2004 to December 2007

Pine moulding manufactory, billings of US$ 27 millions/ year, shipping mouldings and decorative

blocks to US.

Responsible for all manufacturing, purchasing, sales and processes. Leading more than 400

employees, including storeroom, purchasing, materials, grinding room, Quality & CI and

Maintenance & Engineering.

Successfully implementation of lean manufacturing culture in less than 2 years, increasing yield,

productivity, quality, production on time (SOT).

Inventory turns was increased to 15 by implementing the pull system, TPM and faster set up from

sawmill through finish goods. Established visual Quality Control in real time in all finished good

sectors, reducing dramatically re-work and claims.

Implementation of the pull system (VMI) in the decorative blockline, reducing lead time and

inventory levels.

Created more than 10 Value Stream Mapping teams and using A3 reports changed lay out,

reduced waste, improved up time, finish good quality and productivity.

Implementation of Milk Run route for operating and safety supplies in all working centers reducing

idle time and supplies cost.

Implementation of Milk Run route for forklifts, eliminating idle time waiting to feed product lines

increasing up time.

Total savings was U$ 3.5 MM in almost 2 years.

After 2 years, this facility became the best lean manufacturing plant in Woodgrain System.

INTERCONTINENTAL INDUSTRIA DE MOVEIS LTDA

May 2003 to April 2004

An Ashley Furniture Company with 800 employees, billings of US$ 30 millions/ year, exporting to

US customers.

PLANT MANAGER

Responsible for 5 assembly lines, 2 continuous finishing lines, packing and loading areas,

producing more than 1500 furniture pieces/day in more than 20 different designs, colors and

sizes. Leading more than 300 employees. Implementation of the lean manufacturing principles

such as 5S and Kaizen events changing layouts, reducing scrap and production lead-time,

increasing productivity and product quality as a result.

After three Kaizen events, the five assembly lines were reduced to four lines with the same

production pace.

EMILIO B. GOMES LTDA

November 2002 to April 2003

MANUFACTURING MANAGER

Managed 320 employees, producing 3200 m3/month of Laminated Pine Veneer and

Plywood manufacturing. Had 10 direct subordinates, including Operations and Production

Managers, an Administrative Supervisor, a Maintenance Manager, Human Resources

Manager, Purchasing and Logistic, IT Administrator, Quality Supervisor and EHS Manager.

Had the mission to implement a new organization culture, creating faster answers to new

demands and business necessities by implementing a lean organization, focused on key

result indicators

ALCOA ALUMINIO S.A

February 1984 to January 2002

PACKAGING PLANT MANAGER – PET injection molding July

1997 to January 2002

In this last position was leading 110 employees in four different sites with 15 direct

subordinates, including a Production Manager, an Administrative Manager, a Maintenance

Supervisor, Human Resources Manager, Purchasing and Logistic, IT Administrator, Process

Engineers, EHS Manager and five Customer Technical Assistants & Service.

Responsible for the production of 20 millions/month of injected preforms – PET, 80

millions/month of soft drinks/ juice and water cap closures and 45 millions/month of edible

oil polyethylene cap closures.

Total revenue of the plant was US$ 30 million/year.

Managed the lean implementation in the facility and introduced the pull system with Coca Cola

customers in three facilities. Implemented TPM, ISO 9000 and ISO 14000.

Luiz Corção .03

ALUMINA REFINARY MANAGER – Chemical Process

August 1995 to July 1997

In this role was leading 60 employees producing and transferring 20 tons/day of hydrate, calcined

SGA alumina and special grade alumina for ceramic sector customers.

Developed with great success the Self Management Team 24/7 without any direct Supervisor

leading during shifts.

In safety, achieved zero recordable using positive feedback approach during safety audits.

Developed with great success the calciner overhaul task introducing processes changes for special

alumina production, spending $ 550,000.00 and involving more than 150 workers without any

accident and accomplishing the time line in 100%.

Worked together with Sales team, developing and consolidating new customers in the special

alumina market bringing creative solutions at low cost to attend customer needs in a quick

respond, ramping up sales in 6 %.

ALUMINUN SMELTING MANAGER – Metallurgical Process

June 1992 to July 1995

In this role had more than 400 employees including 15 direct employees including maintenance,

process control and safety, producing 90,000 tons/year of aluminum.

Implemented the ABC of Quality School to teach technical and behavior tools for more than 1,000

employees in the entire facility. This school became the Summit in Alcoa facility giving opportunity

to many employees to finish High School and developing employees with people skills, process

management and forming lean facilitators.

Responsible to manage $ 1.2MM capital risk budget project to develop a new Soderberg

technology.

Participated during two years within the HR team in the annual salary negotiation with the Union.

PROCESS AND TECHNOLOGY MANAGER

February 1988 to May 1992

As P&T Manager was leading 15 Engineers and Technicians conducting process improvements,

research and customer support resulting in $ 250,000/year savings. Conducted several

international technical assessments as member of the International Alcoa Team. Developed

international technical courses. Responsible for the annual strategic and operating plans for the

aluminum division.

Hired and coached Engineers elaborating careers plan, appraisals and trainings.

Responsible for the introduction of the Statistical Process Control (Six Sigma) and Critical Process

tools in all projects and facilitating its implementation in all production sectors.

ELECTRODE MANAGER – Aggregate process

April 1986 to January 1988

In this position was responsible to produce130 tons/day of anode, refractory pot replacement,

operation of ten alumina reactors, alumina transportation system, potrooms exhaust system

(capture & control), and leading 150 employees including 12 supervisors. In this role had the

initiative for approval of a project of $ 5 million to modernize the anode plant bringing a fast pay

back and another project of $ 1.2 million to modernize alumina reactors, transportation and

exhaust system reducing emissions and increasing alumina absorption with a fast pay back.

POTROOM PROCESS ENGINEER

February 1984 to April 1986

Implemented SPC charts (statistical process control) and several projects, saving an average of $

110,000/year.

VILLARES INDUSTRIAS DE BASE - VIBASA

March 1981 to January 1984

In his last position as Iron Casting Supervisor was managing 65 employees, producing 660

tons/month in three electrical furnaces. Implemented production & scheduling system, Standard

Quality and Operating Procedures.

LANGUAGE

Native Portugues, fluent English and good Spanish.

COMPUTER SKILLS

Qualified PC and Laptop user – Word, Excel, Power Point, Internet, MRP system and SAP.

TRAINING

Many different improvement and professional development courses, highlighting

“Business Management” (Dom Cabral), “Environmental Responsibility”(Alcoa), “ABS Alcoa

Production System”(Alcoa), “Motivation and Leadership” (Hay), “Developing Groups”

(PADI), “The Team Power” (Fator), “Leadership Development” (Alcoa),

“Lean Summit” (Woodgrain), “OSHA Regulation” (Woodgrain), "Safe Star" (Weyerhaeuser)

among others.

Frequent trips abroad on business: Mexico, Venezuela, Peru, Argentina, Chile, Norway,

Russia, Canada, Suriname and Uruguay.

Contact this candidate