Luiz Leme

Main achievements:

• Engagement Survey 93%.
• ·EHS: more than 1.6 years without reportable accidents. Robust EHS culture. All red risks properly managed and mitigated.
• Quality: Deviation rate under 1.5% sustained. No PIRCs or Recalls. Customer complaints under 3 ppm.
• OEE: Q2 2024 63%. On track to achieve 10pts improvement vs Q4 previous year.
• Savings: year over year achieved and for 2024 net savings on track to achieve 4.2%.
• Supply Chain Academy LATAM Champion: approx. 4000 courses completed. Last 6 months figured as leading regions in the world (Latina and China). Currently 170 license holders.
• Cross Collaboration (outside the site)

CSC LEC: I've led the initiative to achieve 40% productivity improvement on third party activities.

CSC Colombia: Quality and safety improvement. Recognition by regional quality council.

• Secondment

Transferred to Finance area during Q3 and Q4 2023

Main achievements:

• EHS:

EHS culture improvement, moving from a site with low levels of escalation, risk perception and poor management to a place of self-detection and management of risks. Proper escalation and full accountability.

• Quality:

Robust quality culture and standards on production. From last place to top quartile on GSK Quality risk model of consumer healthcare sites. No overdue CAPAs, 0 overdue training, 70% deviation reduction.

• Continuous improvement:

Leader on the implementation of a Continuous improvement philosophy. Moving from firefighting to a systematic proactive approach. All SLT, SLT-1, First Line leaders using lean tools to improve processes and fix problems: as performance management, Leader standard work, problem solving, GEMBA .Value Stream mapping as main tool to define improvement initiatives. Lead Time (D2D) from 180 to 28 days.

• Productivity:

OEE improvements from 40% to 60%.

Process optimization leading to Productivity improvement (leading to 40% of Headcount reduction).

FAT, SAT and vertical startup of automated Line.

OTIF above 99% sustained previous pandemia, and 90% post pandemic

• Cross Management:

- Logistics: Working with Logistic manager we could map the value Stream and improve Lead time (D2D) from 180 to 28 days.

- HR: I lead a multidisciplinary and multicultural team in the process of change management implementation and establishment of accountability culture. This team was responsible for most of the site results and could deliver outstanding results as -4% COGS reduction for the first time in the site.

Leader of culture changes due to GSK spin off, engagement survey at 84%.

- Engineering: As sponsor of the facility optimization project I could support the engineering manager to deliver the project on time . From concept to final qualification.

After acquisition of Block Drug by GSK I was selected to go this site to improve quality and EHS standards as production lead and optimize processes and create Operational excellence culture as OE lead. Besides that, I was one of the pharmaceutical representatives towards Brazil BOH (ANVISA).

Achievements:

• · Quality and EHS Standards established.
• · Capacity optimization, allowing brand growth (65% volume increase).
• Operation Transfer to Jacarepagua Site