Industrial Operations Director at Daihatsu Ind. Com. Aparelhos Eletricos Ltda
Brazil
- Current
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- Industrial Operations Director at Daihatsu Ind. Com. Aparelhos Eletricos Ltda
- Past
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- Industrial Operations Director at Fergalplast/Flexfor Ltda - (Clone)
- Sr Engineering Manager at Fitec - Lucent Development Center
- Sr R & D Manager at Motorola Industrial Ltda
- Product Development Manager at Alstom Transport
- Product Engineering Manager at Powertronics S.A.
- Education
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- Faculdade de Engenharia Industrial
- Recommended
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1 person has recommended Júlio - Connections
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26
connections
- Industry
- Electrical/Electronic Manufacturing
Júlio Nakane’s Summary
Twenty years in an Executive position, identifying business opportunities, managing large projects involving local, USA and Asia Engineering teams, as well as implementing/re-structuring Engineering and Industrial operations areas in companies like ALSTOM, MOTOROLA, LUCENT, SAMSUNG, AVIBRÁS.
Large experience in implementation (Motorola) and re-organization Development Engineering and Project Management area (Lucent, Alstom, Powertronics), establishing new paradigms (CMM, Configuration Management, Project Planning, S-Curve, EVA).
Managing large Co-Development projects, involving USA, China and local engineering team, as well as work with International Suppliers (USA and Asia) for electronic products in OEM (Original Equipment Manufacturing) environments
Strategic vision to identify new business opportunities, having suggested and introduced new products and new business lines, after careful financial viability analyze
Experience in factories implementation and re-organization (electronics products), applying the Lean Manufacturing, TPS (Toyota Production System), 5S and FMEA concepts in CKD and SKD environments, supporting companies’ strategies and revenues.
Júlio Nakane’s Specialties:
Electronics Industry Management and Product Development,
Júlio Nakane’s Experience
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Industrial Operations Director
Daihatsu Ind. Com. Aparelhos Eletricos Ltda
(Electrical/Electronic Manufacturing industry)
June 2008 — Present (1 year 2 months)
Operations areas reorganization (Engineering, Purchasing, Production, Quality, Material and Product Expeditions with more than 400 employees), implementing new process and procedures, increasing the production capacity from 11.000 products/day to 15.500 products/day, supporting the US$ 13 millions/month revenue.
Raw Material and Finished Products stock reorganization, implementing cycle counting process, achieving 99% accuracy in the Components stock and 100% in the Finished Product stock.
Implementing incentive program, reducing 80% employee’s absenteeism, saving US$ 90.000/year and increasing production efficiency in 41%
Responsible for ERP system implementation until December 2009, consolidating whole company process and promoting departments’ integrations
Engineering team reorganization, implementing product standardization concept, changing components and products codifications in order to prepare for ERP system migration -
Industrial Operations Director
Fergalplast/Flexfor Ltda - (Clone)
(Electrical/Electronic Manufacturing industry)
November 2004 — July 2007 (2 years 9 months)
Responsible for implementing the factory in South of Minas Gerais State, based on the Production and Sales Plan, elaborated with Finance and Sales area, consolidating the company migration strategy from a product importation/sales company to a computers products and accessories industry, attending the local market, becoming viable the New Business Model of the company (Annual revenue US$ 70 Million).
Applying the Lean Manufacturing and TPS(Toyota Production System) concepts, consolidate the adequate industrial process to assembly products in SKD and CKD (SMT and PTH) environment, covering since Asiatic supplier qualification, Material Plan, Production Plan, until finished product distribution (total product turnover – 1.3 Million items per months).
Implementing the Quality Assurance area in China, with adequate inspection process for finish products and components, earning 15% reduction of rejection on products and components inspection in Brazil
(200.000 items per months) -
Sr Engineering Manager
Fitec - Lucent Development Center
(Research industry)
August 2001 — October 2004 (3 years 3 months)
Development Engineering and Project Management area re-organization, establishing a new paradigm of Development (CMM, Configuration Management, etc.) and Project Management (Project plan, EVA, S-curve, tracking risks and problems), defining roles and responsibilities for team leaders, technical leaders and project managers, in order to enhance engineering efficiency and product quality.
Responsible for managing 4 development managers, 9 Project Managers and 150 engineers, involving hardware, software and mechanical development for switching and media gateway equipment for Bell Labs-US, coordinated by Lucent Technologies-Brazil, generating an annual revenue of US$ 12Million.
Responsible for setting up the IT segment, after careful financial viability analysis (IRR, NPV, Payback) and for the technical qualification of the company as an IBM supplier on a “software factory” pilot project, focused on international software offshore market -
Sr R & D Manager
Motorola Industrial Ltda
(Public Company; 1001-5000 employees; Telecommunications industry)
August 1997 — October 2000 (3 years 3 months)
Applying the IT and Automation Law and PPB Process, implemented the Latin American Development Engineering Department (4 Managers and 94 engineers) for Cellular Phones (CDMA/TDMA) and Fixed Phones (FWT’s CDMA/TDMA) involving Hardware, Software and Mechanical Development, allowing for rapid product development and customization for local and Latin American market.
R&D Budget Management (annual US$ 36 Million) in internal and external projects (with Universities and R&D Foundations) according to the IT and Automation Law
Focused on internal TDMA low tier phone market (5 million units in 3 years), identified and suggested a non-Motorola chipset application, aiming at 25% of cost reduction per unit, including functional prototyping of this phone assembled in Brazil.
Identification and definition of Asiatic supplier, which led to the development and launch of an OEM Cordless phone for the local and Latin American markets. (US$ 5 Million in annual revenue) -
Product Development Manager
Alstom Transport
(Privately Held; 1001-5000 employees; Electrical/Electronic Manufacturing industry)
July 1989 — December 1996 (7 years 6 months)
Managing a staff of 41 engineers and technicians in Development Engineering, involving Electronic Circuits, Software, Mechanics, Technical Documentation and Components Engineering for Industrial and Subway-Railway Automation equipment for the São Paulo Subway, Brasilia Subway, Argentina Subway, Santiago Subway, Vale do Rio Doce Company, Cesp etc.
Specification and deployment of the Engineering Systems integrated with Materials System, allowing Product/components codification, generate/issue bill of material and Product Structure, providing Traceability for components and products. -
Product Engineering Manager
Powertronics S.A.
(Privately Held; 501-1000 employees; Electrical/Electronic Manufacturing industry)
January 1987 — June 1989 (2 years 6 months)
Managing a staff of 36 collaborators in Development/Product Engineering and Technical Documentation for Rectifiers, Static frequency Converters, Inverters, Choppers and No-Breaks for Industrial Process Control and Transportation (Trolleybus)
Automation Project (by PLC) of the Oxy-cutting system and the Sample Cut of Belgo Mineira Steel Industry and Automation Project of the Roller of Cosipa Steel Industry
Júlio Nakane’s Education
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Faculdade de Engenharia Industrial
Engineering , Electronic , 1978 — 1983
