Luiz Freire
Senior Process Engineer at Whirlpool Latin America
- Location
- Brazil
- Industry
- Management Consulting
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Luiz Freire's Overview
- Current
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- Senior Process Engineer at Whirlpool Latin America
- Speaker / Consultant at Takt Lean Consulting
- Past
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- Six Sigma Lean Project Engineer at WABCO
- Lean Logistics Expert at Kaizen Institute Brazil
- Lean Manufacturing Consultant at Kaizen Institute Iberia
- Education
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- Kaizen College - Zurich
- Faculdade de Engenharia da Universidade do Porto
- Universidade Federal de Pernambuco
- Recommendations
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9 people have recommended Luiz
- Connections
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500+ connections
- Websites
Luiz Freire's Summary
A very focused professional, results oriented and always ready for challenges. Good skills on internal logistics flow and toyota just in time concepts.
Experience working with difficult customers demanding project changes and conflicts resolution. Flexibility and ability to adapt, leadership, initiative and independence. Make decisions quickly.
Shop floor implementation and a lot of hands on experience makes me strong when facing complex projects. I've worked in Europe and Brazil in the following areas: Automobile, Textile, Ceramics, Plastic, Electrical, Chemical, Healthcare and Assembly.
Specialties
Kaizen and Lean Philosophy
Daily Routine Management
Cell Design (design and standard work implementation);
Flow in Production, Internal Logistics and Warehouse Design.
Pull Planning (pull and synchronized production, stock and lead-time reduction);
Change Management, Advanced Training, Workshop Leadership
Luiz Freire's Experience
Senior Process Engineer
Whirlpool Latin America
Public Company; 10,001+ employees; Consumer Goods industry
August 2011 – Present (6 months) Brazil
Working at Latin America Operational Excellence Department (Rio Claro/SP, Joinville/SC and Manaus/AM plants). Responsible for improvement projects in productivity, logistics, ergonomics and daily management routine.
Highlight: Material Flow Project. Reformulated all the warehouses, packages and process of internal logistics (line feeding) of Rio Claro and Joinville plants. The results was a massive reduction of line stoppages and improve the logistics productivity by 10%. These results gave me the best 2010 project prize of all Kaizens Offices in Latin America.
Speaker / Consultant
Takt Lean Consulting
Privately Held; Myself Only; Logistics and Supply Chain industry
January 2011 – Present (1 year 1 month) Recife Area, Brazil
As a founder, I've developed the Takt Lean Consulting methodology and created all of our lean games. Nowadays I'm responsible for make Lean Workshops, Lectures and Advanced Training at companies and universities.
Some of our clients:
- UNIMEP (Sta Bárbara D'Oeste / SP)
- ASSER (Rio Claro / SP)
- EEP (Piracicaba / SP)
- FITEJ (Joinville / SC)
What I do On The Job?
Step 1: "Believe we can improve" - Change employees mindset (from the shop floor to the top management), teach them to see their own process with other eyes.
Step 2: "The Project" - Define the goals, trace the strategy, plan the weeks, create and manage the teams.
Step 3: "Train the trainer" - Show best practices and world benchmark with a lot of photos, videos, case study and educational games. Hard training, easy combat.
Step 4: "Go to the gemba" - See ourselves the reality. Design new process and standard work reducing waste and creating flow.
Step 5: "Now, improve it" - Do mock-ups and simulate the process. Coach the operators to describe themselves their new standard. Check the solution, update standard, improve a little bit more, do PDCA.
Step 6: "Expand and Multiply It" - Develop people is essential to sustain, multiply and improve more and more. Everybody, Everyday, Everywhere. Do the same with suppliers and clients.
Six Sigma Lean Project Engineer
WABCO
Public Company; 5001-10,000 employees; Automotive industry
2011 – 2011 (less than a year) São Paulo Area, Brazil
Coordenate the WABCO's Sumaré Plant Lean Transformation:
- Improve the client fill rate by 30%;
- Increase machining, honning machine and assembly lines output without investment;
- Increase productivity in order to eliminate the 3rd shift;
- Implement a pull system logistics from external suppliers to the final costumers;
- Eliminate assembly line stoppages and reduce stocks shortages;
Promote WABCO lean culture throw InoWABCO: a continuous improvement program with more than 200 improvements / year suggested by the employees.
WABCO is passionate about sustaining high performance on this path as it continue to contribute significant benefits to its customers. With Six Sigma Lean, its suppliers improve quality and enhance their value too. As the company progress on this path, WABCO’s best practices are increasingly recognized as industry benchmarks.
Lean Logistics Expert
Kaizen Institute Brazil
Privately Held; 201-500 employees; Management Consulting industry
2009 – 2011 (2 years) São Paulo Area, Brazil
Design and implement lean process, coordinate the project activities, train the trainers and report the savings
My top results in this period:
1) Reduced leadtime of a textile group with more than 2000 employees from 45 days to 32 days in less than 12 months.
2) Eliminated the waste in the billing process of a well known hospital in São Paulo from 13 days long to only 1 day!
3) Support the implementation of a new line in the automobile industry that is 20% more efficient than the old one and with no setups between different models.
4) Design 2 new factories from the beginning with all lean concepts for one huge worldwide group. One of them produced electronics components (SMD and PTH process) and the other one was a Chemical industry.
5) Reformulated all the warehouse and internal logistics (line feeding) of a 4000 employees plant to eliminate line stoppages and improve the flexibility of the productions cells. These results gave me the best 2010 project prize of all Kaizens Offices in Latin America.
It was a very challenger objective: we had only 6 months to change all the lines with no factory shutdown. Our team was made of 45 fulltime persons and we have to structure and define the tasks for everybody and keep them motivated. We have to do everything very fast, train all the 3 shifts and multiply the new logistics concepts of leveling box, shortage box, water spiders and supermarkets for every employee. It lasted more than 6 months, but It was made with excellence.
Lean Manufacturing Consultant
Kaizen Institute Iberia
Privately Held; 201-500 employees; Management Consulting industry
April 2008 – November 2009 (1 year 8 months) Portugal
Make some Kaizen Workshops and apply the lean tools and concepts such as Kaizen, 5S, Cell Design, Warehouse Design and Pull Planning, always working with teams.
My top results in this period:
1) Reduce the work in process of a ceramics products plant by 40% using only pull planning concepts without a single Euro spent. Only theory and training. In this same project we improved the final product quality by 12% using only standard work. This client had more than 500 employees.
2) Implement a total pull flow project in a plastic molding and assembly plant. We break 8 big lines into more than 30 production cells. We also synchronized the production with pre-assembly cells and link the finished good supermarkets with the plastic injection machines. We increase productivity by 30% and also reduced work in process and leadtime. Before the project, this plant had more than 400 employees.
Luiz Freire's Skills
Luiz Freire's Education
Kaizen College - Zurich
Kaizen Manager, Principles and philosophy of Kaizen
2009 – 2009
The training program, Kaizen College, teaches practical solutions to how improvement processes in different areas can be initiated and sustained. I've been trained in four modules:
- Continuous Improvement Process
- Total Productive Management
- Total Flow Management
- Coaching and Leadership
Faculdade de Engenharia da Universidade do Porto
Master, Industrial Engeneering
2006 – 2009
Universidade Federal de Pernambuco
Graduation, Production Engeneering
2003 – 2007
Luiz Freire's Publications
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Just-In-Time Line Feeding Methods (Kanban Simulator Software)
- University of Porto
- September 1, 2008
This study consists of comparison of two different methods of line feeding. The first method proposed was the traditional, which is based on the forklift transport required on demand. The other model was the one used by Toyota, supported by the mizusumashi or water spider, which accomplishes a fixed route and delivers the material as it is being consumed.
You can use the illustrated kanban simulator I have develop to understand the difference between the methods.
Download it on my blog for free: www.takttime.net
Luiz Freire's Additional Information
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