Matheus Rodrigues Correa de Melo

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Internship in Germany, at Leinfelden, in the subdivision of Robert Bosch's power tools division. Atividades executas:#61692; Assisted in quality investigations. #61692; Prepared key data and relevant documents. #61692; Conducted correlation, Pareto, and Ishikawa analyses. #61692; Implemented a new quality test for motors, aiming to test the insulation fixation between motorcoils in a series. #61692; Supported internal and external ISO audits. #61692; Projected interfaces for translating machinery test data for automatic export to the company'sstatistical

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Process Improvement Internship#61692; Utilized problem-solving methods in applying Lean practices/tools such as 5S, VisualManagement, Daily Direction Setting (DDS), Kaizen, Focused Improvement, and Standard Work, as well as PDCA and DMAIC cycles. #61692; Ensured operational capacity building in Lean practices through coaching and Gemba Walks. #61692; Generated reports to monitor performance indicators#61692; Ensured methodology understanding by the implementation team, based on TRACC implementation Requirements. #61692; Implemented a simulator related to the analysis of production bottleneck and raw materialcapacity forecasting for the raw material receiving sector. #61692; Implemented statistical tools for weekly analysis of corporate KPIs at seed sites (Yield, OEE, Savings). #61692; Standardized and implemented the Hy-Profile project, aimed at mapping the best equipmentconfigurations for minimal seed loss according to received raw materials.

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#61692; Implemented an operational excellence system in the logistics sector of warehouses anddistribution centers for Monsanto, impacting 120 individuals across five areas. #61692; Applied Lean and Six Sigma tools for continuous improvement, including Value Stream Mapping (VSM), Visual Management, Routine Management, Problem Solving, A3, Kaizen, 5S, PDCA, and DMAIC cycles, as well as Standard Operating Procedures (SOPs). #61692; Expanded the culture of Root Cause Analysis using methodologies like DMAIC, Ishikawa, and 5 Whys. #61692; Developed the operation through Lean training for supervisors, leaders, and the operational team. #61692; Led the Capture of Operational Opportunities program.Achieved productivity gains in processesthrough A3 projects - VSM (A3 Receiving 70, Picking 55, Shipping 38).

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#61692; Held responsibility for the continuous improvement area at the Uberaba Manufacturing unit, directly impacting 700 recently hired employees for the factory's launch. #61692; Implemented the 5S program through auditor and facilitator training. #61692; Conducted Kaizen programs to identify operational improvement opportunities. #61692; Established the Daily Management routine through team training and ensured the quality ofmeetings. #61692; Trained Yellow Belts and Green Belts and managed improvement projects using A3 and DMAIC methodologies. #61692; Managed, captured, and validated unit savings. #61692; Implemented and managed the TPM program through operational team training, step-changeaudits, and methodological support to cells. #61692; Expanded the culture of Root Cause Analysis using methods like DMAIC, Ishikawa, and 5 Whys

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#61692; Coordinated the Continuous Improvement area at the UBERLÂNDIA unit, with a direct impact on 250 newly hired employees for the factory's start-up. #61692; Developed, implemented, and managed programs such as 5S, Operational Routines (RoutineManagement), TPM+, Root Cause Analyses, and structured improvement projects (KAIZEN, A3, SIX SIGMA). #61692; Tracked efficiency indicators (TRS/OEE).Redefined processes through A3, PDCA, DMAIC, and Kaizen methodologies.#61692; Fostered a culture of continuous improvement through training and internal capacity building (5S Auditors, TPM Pillar Facilitators; Yellow Belts, Green Belts). #61692; Identified improvement opportunities, monitored KPIs (Excel, Power BI, Power Automate, Power Apps), and managed the Unit's Savings program. #61692; Managed the Portfolio of Process Improvement Projects (A3, GREEN BELT). #61692; Conducted Kaizen programs to capture operational improvement opportunities

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Led the Integrated Logistics area for warehouse operations at the UBERLÂNDIA plant.Oversaw an operational workforce of 100 individuals across different shifts and scopes withinthe seed processing plant. Managed Opex of R$ 5 million and Capex of R$ 4 million annually. Ensured compliance with safety standards and accident prevention. Optimized the logistical flow to reduce costs.