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Eduardo Fundao

@eduardofundao

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Executive Manager at Rio Consulting Group, improving factory OEE by about 10% through Lean Six Sigma.

Brazil

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At Rio Consulting Group, I led factory improvement projects using Lean Six Sigma, improving OEE by about 10%. I also worked on portfolio governance for Origem Energia, helping generate savings of over 20% on engineering projects.

At Rio 2016, I designed and implemented the Operations Center and structured its C3 model across the Olympic Games’ sports venues. Earlier, I led post-merger integration projects at TOTVS Consulting and coordinated process-office work at Petrobras through Deloitte Consulting.

Experience

Work history, roles, and key accomplishments

Current

Executive Manager

Current

Rio Consulting Group

Oct 2016 - Present (10 years)

Led operational improvement projects at factories across various industries, applying Lean Six Sigma to optimize production flow, reduce idle time, and eliminate waste, achieving an OEE improvement of about 10%. Worked on project portfolio governance, helping reduce rework and improve schedule adherence, generating savings of over 20% on engineering projects in Origem Energia’s BRL 20 million/year

Lean Six Sigma operational improvements Project Portfolio Management Governance OEE Improvements Process Optimization

Operations Center Coordinator

Rio 2016

Sep 2014 - Sep 2016 (2 years)

Coordinated incident handling at the Operations Center (MOC) and its integration with agencies from the three levels of government. Designed and implemented the Rio 2016 Operations Center, aligned with the organization’s governance model, covering the thirty management areas of the Olympic Games across all sports venues. Structured and rolled out the C3 (Command, Control and Communication) model.

Operations Management Incident Management Governance C3 Model Stakeholder Coordination

Mergers & Acquisitions Manager

TOTVS Consulting

Sep 2011 - Aug 2014 (2 years 11 months)

Led post-merger integration projects for the 6 companies that formed Brazil’s largest pharmaceutical group (BR Pharma), with a dedicated team of consultants for each integration. Reduced post-merger integration time, increasing the return projected in the acquisition plan by more than 2% of the acquisition value, by implementing improvement opportunities across the entire value chain. Served as in

M&A Post Merger Integration Governance Project Management Operations Management

Senior Business Consultant

Deloitte Consulting

Feb 2005 - Aug 2011 (6 years 6 months)

Coordinated the process office team at Petrobras, comprising 40 consultants in total, ensuring the integration and alignment of more than 10 workstreams. Led teams in projects reviewing routines, targets and action plans to reduce the time and/or cost of the production process and improve the reliability of management information. Defined performance indicators and operational risks based on the i

Process Management Team Leadership Performance Indicators Risk Management Strategic alignment

Business Consultant

ICTS

Jan 2003 - Feb 2005 (2 years 1 month)

Established the Loss Prevention office and reduced losses from 4% to 1.8% of revenue (base of BRL 25 million/year), an estimated saving of BRL 550 thousand per year. Developed tools and indicators to monitor and control operational efficiency, focused on loss reduction and fraud mitigation.

Loss Prevention Fraud Mitigation Operational Efficiency KPI development