Juliana Joron

• Ensure that all activities are carried out appropriately and cost-effectively
• Improve operational management systems, processes and best practices
• Purchase materials, plan inventory and oversee warehouse efficiency
• Ensure that the organization's processes remain compliant with regulations
• Formulate strategic and operational objectives
• Review financial data and use it to improve profitability
• Manage budgets and forecasts
• Carry out quality controls and monitor key indicators of production performance
• Recruit, train and supervise staff
• Find ways to improve customer service quality.

• Management of a team consisting of 3 consultants specialized in recruiting technical profiles, managing a P&L
• Recruitment, training, and skill development of 2 junior consultants
• Assisted clients in their recruitment missions by defining strategy and exploring the most suitable solutions to meet their needs (from needs assessment to selecting the best candidates)
• Responsible for identification, telephone pre-qualification, physical interviews, and recruitment of technical profiles, mainly in the industry, at all levels of experience and responsibility (from recent graduates to senior executives)
• Searched for talents through direct selection and approach, as well as using the internal network, personal network, job boards, social networks, etc
• Drafted job advertisements and posted them on our websites and job boards
• Participated in an innovation working group on the future of recruitment, particularly focusing on the introduction of digital tools.

2012 to 2015 Sao Paulo, Brazil

Supply Chain Manager

• Purchasing, production and supply of textile products at 5 industrial sites
• Implementation of performance indicators
• Preparation and control of department budget
• Management of a team of 34 people, including 7 direct reports.

2011 to 2012 Paris, France

European Integration Project Manager / Process Engineering Manager

• Managed the deployment of the information system during new acquisitions.
• Led data migration management and user training.
• Responsible for improving processes and methods in 17 plants (including Ultra Clean plants).
• Oversaw the industrial project for monitoring production results in 4 group plants.

• Management of a team of 7 people
• Commitment to QCDP on 40 projects for 9 automotive manufacturers
• Project management from the bidding phase to SOP + 3 months
• Technical interface between clients and internal teams
• Responsible for the deployment of the Program Management System in Brazil.

2005 to 2007 Mulhouse (France)
Industrial Manufacturing Manager (Assembly)

• Management of a team of 9 people.
• Responsible for the overall program management and delivery of new vehicle projects. Training, quality assessments, budgets and timing.
• Organize and manage test plan and other aspects of the project. Management the launch teams transition to the plant, pre-production, building, equipment reception, testing, and disposition of vehicles.
  

2004 to 2005 Porto Real (Brazil)
Deputy Industrial Manufacturing Manager

• Within the Assembly department, assisted the Industrial Manufacturing Manager in its tasks of managing training, organizing production lines, preparing for industrial launch, and leading the modernization project for the Peugeot 206 SW.
• Supervised 60 operators, with 1200 vehicles processed.
  

2003 to 2004 Wuhan (China)
Process Engineering Manager

• Trained Chinese team of a manufacturing process, and allocated times for the launch new vehicle Peugeot 307.
• Integrated the Peugeot 307 sedan into the line layouts for assembly in the context of setting up a third manufacturing team.
  

2000 to 2003 Porto Real (Brazil)
Process Engineering Manager

• Management of a team of 4 engineers, responsible for all aspects of the design, manufacture and implementation of manufacturing processes and equipment.
• Provide concepts and designs for the layout of the plant.
• Analyze production flow and identify opportunities for improvement.