Customer Service Assistance

Alexandre Oliveira Leopoldo Dias

Phone: x xxx xxx xxxx 1317 Edgewater Dr #1278 Orlando, FL 32804

E-mail: ***********@*****.***

LinkedIn: http://linkedin.com/in/alexandre-dias-68aba815 Education

Master’s degree in Production Engineering – Uninove University (March 2011 – São Paulo - Brazil)

Dissertation shown for master’s degree Conclusion was regarding After Sales information relevance to identify production quality improvements opportunities. The study was guided by a strategic vision of the operations area, involving management of quality assurance and opportunities for continuous improvement in an auto assembly plant in Brazil. It examines how information from after sales services is used to improve products and their manufacturing process. It analyzes the correlation between actions undertaken by groups to improve quality and information obtained from Customer Services. Data were collected by the quality management system of the automobile manufacturer, which uses the quality assurance system as a primary source of information. The company uses this computerized system to manage the repairs and services performed by dealerships during the warranty period of the vehicle. Information obtained by the quality assurance system was complemented with data recorded by the technical support service to the dealer and from the 24-hours customer assistance over the same period. The technical support service to the dealer gets involved when there are defects which are difficult to rectify, resulting in the car being unavailable for a long period of time. The 24- hours assistance is provided when the car suffers a breakdown while in use. Both situations cause major customer dissatisfaction. The data obtained from all three sources were compared with the improvements recommended by cross-area quality assurance teams. The actions to improve quality and the data from after sales services were considered strongly correlated, with special emphasis in cost aspects.

Post-Graduation degree in Vehicular System and Subsystem – Mauá Institute of Technology

(March 2009 – São Paulo - Brazil)

Program dedicated to providing specialization for professionals of Automotive Segment. MBA degree in Production Administration (Business emphasis) - FIA/USP (December 2004 – São Paulo - Brazil)

Bachelor’s degree in mechanical production engineering - Uninove University (March 2001 – São Paulo - Brazil)

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Professional Experience

Financial Market Autonomous Investor and Trader (November 2019 up to now) Since November 2019 working as Financial Market Autonomous Investor and Trader, dedicated to Stocks, Future markets derivative in Brazilian market. This period of time is being used to gain experience regarding the strategy to perform good results in financial markets. I have been participating in many technical financial classes and seminaries to learn different manner how to operate in this very dynamic segment.

After-Sales Business Intelligence Coordinator (December 2018 – September 2019) Ford Motor Company Brazil (São Bernardo do Campo, São Paulo, Brazil) Responsible to lead the After-sales Business intelligence activities and strategy in Brazilian market. This department manages approximately US$ 1.2 Billion per year (2019 basis) in automotive parts sales and services through dealership net management. During the respective period I was the lead of Ford Global Database System implementation, in the respective region. The main challenge during this journey was to integrate the Big Data culture in after sales process strategy among Dealer net and Customer Service Department and manage the restriction regarding technology infrastructure across the Brazil with Dealers and Software Data warehouses. Customer Service Engineer Coordinator (October 2013 – December 2018) Ford Motor Company Brazil (São Bernardo do Campo, São Paulo, Brazil) Coordinate Service Engineering Team and activities in South America Region. Manage the process in order to guarantee the attendance of Global procedures regionally. Responsible for Global Quality System implementation to support Technical Assistance in After Sales Operations. Among my many distinguished achievements, I created procedures, process and metrics, working directly with the supplier third part, IT, Legal, Warranty, Global Technical Assistance and Customer Service teams. I prepared the Ford’s Dealership net to implement the system in Brazilian market and assist the implementation process in other countries in South America region. Additionally, as Six Sigma Black Belts in Ford Customer Service Department, I was one of the three specialists responsible for training and certificate team members as Six Sigma Green Belt following DMAIC methodology. This process resulted in many Six Sigma projects impacting in cost reduction and improvements in department flows, process and products. I coordinated the team had five engineers in Brazil, two in Argentina, two in Chile, two in Venezuela and one in Columbia. Customer Service and Technical Assistance procedures redesign was an extremely complex challenge, due to this process interacting with many departments in the company, to manage the respective activities was exhaustive in terms of the level of details and potential financial impact, that each procedure represents from different areas of the company. I conducted the activities in a very organized manner, thereby establishing a precedent for operations in our region. I gave the appropriate directives and involved the whole team in finding the best solutions, despite our substantial resource constraints. In 2015, 2016 and 2017, the team received recognitions from Ford for exceeding the Customer Service project goals and performed the Best in Class results considering Ford’s Customer Service global metrics.

In this position, I conducted workshops for more than 300 (three hundred) members from Product Development Engineering, Manufacture and Quality Management teams and Supplier’s representatives about After Sales Customer Assistance process, improving the relationship among the

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departments consequently impacting positively in warranty spent reductions and product quality improvements.

Technical Service Engineer (September 2007 – September 2013) Ford Motor Company Brazil (São Bernardo do Campo, São Paulo, Brazil) From 2007 until 2011 I participated in two new vehicle models launches in South America (New Ford Ka and Ford New Fiesta), to assist the Ford’s Quality and Process Engineering teams regarding the technical field issues, identified in products assembled in São Bernardo do Campo facilities. My responsibility was to support Quality Management, Manufacturing Process teams and Ford Supplier’s fix the problems and improved the customer perception regarding the good quality and robustness of the mentioned products.

In 2011, acting in the same position I assumed the responsibility for Imported vehicles (Ford Fusion, Ford Edge, Explorer) in South America market, supporting global team regarding issues observed in this region, in weekly online meetings to Global Service Engineering leadership with the objective of improve the products quality and reduce the warranty spent. Parts Catalog Coordinator (January 2006 – August 2007) Ford Motor Company Brazil (São Bernardo do Campo, São Paulo, Brazil) Lead the team responsible for developing electronic replacement parts catalog for South America Region. It was an innovative technology at that moment. The respective catalog shown more than 90.000 parts, applied for different vehicles segments, light cars, trucks and heavy trucks. Approximately US$ 30 mi in after sales parts per month, the electronic catalog optimized the input purchase order from Dealers and Ford management process. PS&L New Models Program Manager & 6Sigma Black Belt (March 2003 – December 2005) Ford Motor Company Brazil (São Bernardo do Campo, São Paulo, Brazil) As PS&L New Model Programs lead, responsible for supporting New Vehicles Launch process, in order to achieve the replacement parts availability for Job#1date. Participation in Six Sigma Program as Black Belt, the main objective was to develop project based in Six Sigma discipline. In 2004, I was recognized by Antonio Maciel Neto, Ford’s President in South America region, as one of the Program implementation leadership after one of my Six Sigma’s projects resulted in money saving in amount of US$ 500.000. The second Highest saving in that year. The Certified Six Sigma Black Belt is a professional who can explain Six Sigma philosophies and principles, including supporting systems and tools. A Black Belt should demonstrate team leadership, understand team dynamics and assign team member roles and responsibilities. Black belts have a thorough understanding of all aspects of the define, measure, analyze, improve and control (DMAIC) model in accordance with Six Sigma principles. They have basic knowledge of lean enterprise concepts, are able to identify non-value-added elements and activities and are able to use specific tools.

Quality Engineering Technical (March 1995 – February 2002) Ford Motor Company Brazil (São Paulo, Brazil)

I started my career at Ford Motor Company working in assembly line, as Production Operator. After 6 months, I was invited to work as Ford Production System implementation team member in Brazilian market. The manufacturing system called the Ford Production System (FPS), is a lean, flexible and

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disciplined common production system, defined by a set of principles and processes, that employs groups of capable and empowered people, learning and working safely together, in the production and delivery of products that consistently exceed customers' expectations in quality, cost and time." FPS was an attempt by Ford to transform itself from mass production system to lean manufacturing system. By 2003, all the plants of Ford had adopted FPS in their operations. It was estimated that after the implementation of FPS, Ford had achieved savings to the tune of $500 million per year. The personnel at the plants also received web-based training while best practices were identified and shared between the plants. By mid-2003, Ford was in the process of standardizing manufacturing operations across all its plants globally. The company planned to implement standard operating procedures and uniform plant layouts.

Industrial Mechanical Intern (July 1991 – December 1993) Dufer S/A (São Paulo, Brazil).

At Dufer, I started my professional carrier as SENAI students, when I was trainee and had the chance to practice the theory learned in the technical classes. There, I lived the experience to know many industrial routines in Maintenance department. For example, predictive and preventive process and participate in the Maintenance management system implementation in 1992. A computerized system, a brand-new technology for that time for Brazilian market. HONORS AND AWARDS

Ford Recognition award due to Regional Summit Organization 2016 I received a recognition due to my leadership to organize a technical regional summit to train the team of engineers came from Argentina, Chile, Colombia, Venezuela and Peru regarding Technical Service Process and Global system used to manage technical issues observed from field. Ford Recognition award due to Technical Assistance System Implementation 2014 I received a recognition due to my leadership to implement Global Technical Assistance System in South America region, in order to manage the Customer Assistance process performance. Ford Recognition award due to 6Sigma Program Leadership 2004 I received a recognition from Antonio Maciel Neto, Ford’s President in South America region, as one of the Program implementation leadership after one of my Six Sigma’s projects resulted in money saving in amount of US$ 500.000. The second Highest saving in that year Production Engineering master’s degree Fellowship program 2009 Program offered by Uninove University located in São Paulo, Brazil for candidates with distinguished professional historic. During the program, as counterpart, the fellowship students develops scientist’s research’s, and minister classes to engineering bachelor’s courses. PUBLICATIONS

DIAS, A. O. L.; CALARGE, F. A and SALLES, J.A.A.; Quality Improvement based on information observed from Customer Assistance: Case of study in an automotive industry. Submitted to XVI Production Engineering Symposium

PROFESSIONAL TRAINING

Workshop: After Sales Customer Service process

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Ford Motor Company, Camaçari – Bahia, Out/2016; Tatuí and São Bernardo do Campo -Sâo Paulo, Jan/2017.

Workshops for more than 300 (three hundred) members from Product Development Engineering, Manufacture and Quality Management teams and Supplier’s representatives about After Sales Customer Assistance process, improving the relationship among the departments consequently impacting positively in warranty spent reductions and product quality improvements. PROFESSIONAL AFFILIATIONS

CREA - Brazilian Regional Council of Engineering and Architecture, 2002 – Present LANGUAGES

Portuguese – Native language

English – Advanced Listener, Speaker, Reading and Writing Spanish – Intermediate Listener, Speaker, Novice Reading and Writing Mandarin – Novice Listener, Speaker, Reading and Writing Skills

Six Sigma Black Belt (DMAIC), Leadership, Conflicts Resolution, FMEA, Global 8D, Time Management, Office – Advanced User, Customer Assistance Experience.

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