{"id":25119,"date":"2026-09-08T09:00:14","date_gmt":"2026-09-08T12:00:14","guid":{"rendered":"https:\/\/happmobi.com.br\/?p=25119"},"modified":"2026-09-08T09:15:19","modified_gmt":"2026-09-08T12:15:19","slug":"case-brasilata-university-of-inventors","status":"publish","type":"post","link":"https:\/\/happmobi.com.br\/en\/case-brasilata-university-of-inventors\/","title":{"rendered":"Brasilata structures the University of Inventors and strengthens corporate education"},"content":{"rendered":"\t\t
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Happmobi Case Studies: university of inventors<\/h1>\t\t\t\t<\/div>\n\t\t\t\t
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Brasilata connects industrial training to a culture of inventors to bring consistency across its five units<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Brasilata, a factory of ideas<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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Every hire at Brasilata starts the same way: signing a contract with an inventive role<\/strong>. It’s not a figure of speech or HR flourish. Since 1987<\/strong>, when the company created the Simplification Project, every person who walks through one of the company’s five factory doors formally carries the title of Inventor, with the concrete expectation of contributing ideas to the business, from the shop floor to management.<\/p>

This commitment isn’t symbolic.<\/strong> Over nearly four decades, Brasilata’s employees have already registered more than two million ideas, many of them turned into solutions with international patents, such as the Plus and Biplus closures, now exported to more than 15 countries. It’s this engineering of participation that explains a company that, at 70 years of history, maintains five manufacturing units in S\u00e3o Paulo, Rio Grande do Sul, Rio de Janeiro, Goi\u00e1s and Pernambuco, and a team of more than fifteen hundred employees.<\/p>

Growth, however, brings a complexity the original model, designed when the whole operation fit in a single factory in S\u00e3o Paulo, wasn’t built to solve. Each unit now answers to its own regulatory requirements, serves different product segments, from food cans to packaging for chemical products and aerosols, and lives with a constant pace of new hires.<\/p>

It’s exactly at this point that the company’s challenge lies today: preserving, across five factories, the same consistency of training and culture that used to be guaranteed at a single address.<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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When inventing in a factory needs to become a standard across five<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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The strength of the Simplification Project has always been closeness. An employee would test an idea right on the line, see the result, adjust it, and the suggestion would go to leaders through direct conversations. This cycle worked for decades at a scale where it was possible to know practically everyone in the factory by name.<\/p>

With five units operating different products and processes, from paint cans produced in Estrela to FSSC 22000-certified food cans manufactured in Jundia\u00ed, that same cycle of closeness now depends on a different mechanism: formal technical training, which needs to keep pace with every new hire and every new regulatory requirement, without depending on whoever happens to be physically nearby to explain how things work there.<\/p>

It’s not that teams lack interest in learning, or the will to keep alive the essence of inventing that has defined the company for almost four decades. What’s missing is a structure that works the same way in Jundia\u00ed, in Estrela, in Dor\u00e2ndia, in Rio Verde and in Recife, regardless of who’s on duty that shift.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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What the distance between units can erase<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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Without a common training system, the same role can be prepared in very different ways depending on the unit the person is at. A newly hired production operator in Rio Verde might learn safety routines one way, while the colleague taking on the role in Recife learns another way, with neither version documented the way audits for certifications such as ISO, TfS or Navy and Abrace approvals usually require.<\/p>

The same applies to the suggestion culture that gives Brasilata its identity. If the Simplification Project depends only on in-person meetings and institutional memory, good ideas tested at one factory risk never reaching the other four, and the company’s own pace of product renewal, which recently led it into the candy segment and to develop technologies such as Hibra, ends up slower than it could be.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Main challenges identified:<\/p>