Manufacturing Operation Manager
Alcon Laboratorios do Brasil
American pharmaceutical multinational owned by the Nestlé Group.
Manufacturing operations Manager
•Reporting to: VP of manufacturing/USA and General Manager/ Brazil. Team – 3 Managers and 134 indirect subordinates.
Was responsible for the Production and Packaging of the entire sterile, non-sterile pharmaceutical and surgical lines, focusing on meeting the sales forecast and promotional program with the best productivity possible pursuant to Good Manufacturing Practices, as well as maintaining inventory levels of finished goods, WIP, surgical products, raw materials and packaging. Was responsible for developing production expansion, product launching and imported product production nationalization projects, as well as preventive maintenance of the entire plant, maintaining it in operating conditions pursuant to quality levels required.
•Managed the production capacity expansion project to 35 million units, satisfying export needs for all of Latin America and also local demand growth, involving a US$ 7 million investment expected to be concluded in three years and below the projected budget (US$ 100 thousand) thanks to the application of value analysis techniques in the most expensive phases of the project.
•Transfer of the Administrative, Finance, Marketing, HR and IT areas to the Nestlé office building, generating space for expanding the plant’s activities, within the timeframe and budget established.
•Outsourcing the distribution of pharmaceutical products to “Unidocks” (now DHL) for a period of two years.
•Implementation of a Distribution Center in Tamboré for Surgical and Pharmaceutical products, aimed at increasing synergy of the sales force in servicing eye doctors. Achieved savings of R$ 2.8 million using a local solution for implementing the project rather than adopting the American proposal.
•Outsourcing the maintenance of air-conditioners, instrument calibrations and cleaning services, resulting in a significant reduction in labor costs.
•Various continuous improvement projects that contributed more than R$ 8 million in nine years.
•Reduction in surgical equipment import taxes by as much as R$ 1.5 million.
•Local production of imported products and primary packaging materials (R$ 4.5 million), reducing local taxes.
•Implementation of the WBWA (Wandering by Walking Around) management style, observing and minimizing the possibility of partial and total losses.
•Implementation of job rotation among specific and singular functions, avoiding functions from having nobody to take over in the event of employee absences.