CORPORATE governance management

Ipiranga

Ipiranga is a Brazilian company, belonging to the Ultra Group, and one of the major Brazilian companies in the distribution of fuel and retail and being in the segment of fuel distribution for more than 80 years. Ipiranga’s headquarters are in the city of Rio de Janeiro and they have offices and distribution bases all over the country and about 3 thousand direct employees and 70 thousand indirect. They have around 7200 service stations in national territory, more than 2400 convenience stores and 1500 units of Jet Oil, a unit dedicated to automotive services and oil change.

OBJECTIVE

The IT area of Ipiranga needed a tool to automatize KPYs of IT governance, cost indicators, projects, demands and tickets, besides documents and reports of external suppliers in a sole system to structure governance.

PROJECT

The team of Ipiranga along with Way/Amadeus’s developed a representation of model for IT Governance based in Cobi and Itil reference standards that could capture the indicators in the legacy systems and also made it possible the manual insertion of data and documents. The result of that effort was placed in our platform, systematizing the access and allowing information monitoring.

RESULTS

Ipiranga now has in a sole system the management not only of their KPYs, but also a better visibility of the evolution of the demands, projects and service levels to internal clients, besides management reports of performance sent to the target public.

Sonda

Sonda, a multinational company with headquarters in Santiago, Chile, and founded in 1974, is one of the major integrators and providers of IT services in Latin America, that in 2014 had the net income of US$ 1,447 billion and after acquiring Brazilian CTIS, reached the mark of 22 thousand employees. Their portfolio is integral and comprises services of TI, business applications and hardware and software platforms. In order to keep this pace, they complement their internal capacities with agreements and alliances with world leader technology suppliers.

OBJECTIVE

The focus of the project was to obtain visibility and transparency in the processes of service management, people, projects, application development and deliveries to the Corporation and its clients. The objective was the implementation of a governance model to the area of Sonda Applications Service encompassing processes, indicators and management mechanisms, creating a model of governance of services based on best practices and references in the market, using indicators and information that the company already had, associated to internal management tools and the ones developed by Sonda itself.

PROJECT

The works were focused on the mapping of processes to the area of Application Governance and developed in waves with targets and results dedicated to each one of them, including the definition of performance indicators and risks to each stage. Also, in every stage, the follow-up of the internal initiatives of the implementation of the governance tools (financial dashboard, cost BI and time mechanisms) was an objective.

RESULTS

With the implementation of the service governance model to the applications, the following results were reached: a sole and trustable base to management and consult of processes and indicators, integration of planning, management, control and execution, optimizing the governance of the area, making it easier to update indicators through automation and integration with internal databases and tools, implementation of targets and objectives and increase in the control over the execution of the strategy in a dynamic way.

Hospital Mãe de Deus

Mãe de Deus Hospital in the city of Porto Alegre belongs to the Saint Carlos Borromeu Carlista-Scalabriniana Congregation and was founded in 1979 offering complete health solutions from diagnosis to treatment focused in providing a humanized service, safe and centered in the solution of each case. Its structure has 380 beds and more than 1700 doctors accredited.

OBJECTIVE

Mãe de Deus hired us for a project to elaborate a reference board in the Hospital to identify opportunities in cost reduction and improvement of productivity in the internal processes and services provided with the identification of opportunities to be explored.

PROJECT

During the project, the main processes and their influences in the cost chain were mapped for the creation of a management cockpit to support decision making showing short, medium and long term actions to reduce costs and improvement of productivity with management comments and suggestions based on the analysis made. A departmental analysis was made considering processes, indicators and opportunities, with the creation of a reference board containing the analysis and observations gathered during the phases of the project and suggestions of the consultancy to promote significant improvements in the productivity and cost optimization.

RESULTS

Having a comprising mapping of the operations of the organization, Mãe de Deus could locate the areas with inefficiencies to be solved in order to reduce costs and achieve more efficiency of their services. With the identification of more adequate performance indicators and the way of attributing values and monitoring them, adding the suggestions proposed at the end of the project, it was possible to restructure processes and tasks to optimize their operations.

Banco do Brasil - Case 2

Banco do Brasil S.A. (BB) is a Brazilian financial institution in the form of an open-stock public private company, with the participation of the Brazilian federal government. The organization has 15133 branches distributed all over the country in financial services units and ATMs. 95% of their branches have ATM lobbies that can be used past bank times. They also have access options by internet, telephone and mobile. It has representation in 21 other countries besides Brazil.

OBJECTIVE

Banco do Brasil being constantly worried in finding ways to better serve their clients, hired us to give specialized technical support in managing and performing follow-up of a specific project to review and make adaptations of equipment and access conditions for people with special needs at banco do Brasil.

PROJECT

Based on the concept of project management and in Way/Amadeus’s experience and methodology, we performed the specialized technical support activities in managing the project, including its implementation with follow-up of activities and results expected with the definition of performance indicators and mapping of priorities and validation. We employed benchmarking techniques to investigate similar situations adopted by companies of the financial industry at world level as a way to compare and validate the work.

RESULTS

Taking into consideration the definition of priorities of investments considering the many peculiarities of the physiological scenarios involved and financial results and the structuring of the actions and working plans, Banco do Brasil implemented successfully the project, being in the vanguard of bank automation for people with special needs.

MasterFoods

Masterfoods is a part of the Mars Brasil group which is a division of Mars Incorporated, one of the major food industries in the world. Mars Brasil has a history of more than a hundred years and products in the segments of food, chocolates and pet food, representing brands such as Uncle Ben’s, M&Ms, Twix, Snickers, Pedigree, Whiskas and Frolic.

OBJECTIVE

The work executed was of competitive intelligence to locate references that could be used as base so that Masterfoods’s processes could be transformed considering techniques of Lean of Six Sigma.

PROJECT

We identified some practices that could be considered as efficiency benchmarking.

RESULTS

The project served as base for the review of some of their main processes considering very Strong practices of Len/Six Sigma identified.

Accor - Case 2

Accor SA or AccorHotels, is a French multinational company encompassing activities in travel agencies, spas and restoration and casino management. Accor has more than 3700 hotels with many brands and categories and has operations in more than 90 countries around the world. Among their brands there are some of the more searched such as: Ibis, Mercure, Novotel, Adagio, Pullman, Sofitel, and many others.

OBJECTIVE

Accor requested us to develop a Project for the implementation of improvements in the practices of their hotel through modelling, analysis and optimization of work processes of the billing department with improvements in the billing processes of the hotels of the chain with reduction of the financial costs involved in the delays in the payment of invoices of accommodations due to errors in the confirmation of reservations and real amounts invoiced.

PROJECT

Initially we collected the data from the performance indicators and activities specifying the resources necessary for each activity. After that we performed a simulation and validation of the situation, identifying deficiencies or idleness of resources and, finally, a study of the possible options was developed, employing benchmarking and developing new models of operational processes, alternative options and definition of resources necessary to carry out the new work processes.

RESULTS

With the studies and suggestions presented, Accor could implement the necessary improvements and started to count with a better structured billing department with cost reduction due to the elimination of inefficiencies.

NET

Net was a Brazilian telecommunication company renowned by residential services such as cable TV, internet connection and landline phone service. They were also pioneers in the implementation of cable TV in the country. In the end of 2014 the company was incorporated to Claro.

OBJECTIVE

The development of a framework to guarantee the consistency and trustworthiness of the performance indicators of the organization and the identification and standardization of the composition of each indicator, analyzing the information flow in the many systems by which data flows.

PROJECT

Initially, we performed the analysis and mapping of the most representative indicators, identification of systems and interfaces and registry of deficiencies and possible points of vulnerability. Therefore, the flows were analyzed and validation for composition of the operations.

RESULTS

Net started to count on a specific and detailed rule to from its indicators and measurements for a better grounded decision making, assuring trustworthiness and consistency and with the documentation of points of attention in the analysis and interpretation of the data.

Azaleia

The Vulcabras-Azaleia Group is a Brazilia shoe company with headquarters in Jundiaí, state of São Paulo. It is the largest company in sport and feminine shoes and sport apparel in the country. Some of their brands are Azaleia, Dijean, Opanka, Olympikus, Under Armour, Mizuno and Botas Vulcabras.

OBJECTIVE

The president of the organization asked us directly for our expertise and methodology for this Governance project in order to reach a better monitoring of the company’s management as a whole.

PROJECT

A review of functions and its processes was made a modelling was created from the value chain of the company making it possible to understand of which processes actually needed more attention to achieve the ideal efficiency. It was given a great focus in the area of logistics that used to demand more attention. Later on the work gave emphasis to the supply area.

RESULTS

The Project resulted in a management cockpit created so that the organization could control its operations in a more predictable way, without wastes resulting from rework and inefficiencies and mainly, bottlenecks. The work and the methodology were able to align and identify those bottlenecks looking for treatment and solution to each issue found, generating an efficient and better monitored operation aiming a management layer more effective by means of more qualified information being supplied to managers to manage their areas.

Brasiltelecom / Oi

Brasil Telecom S/A (BrT) was the largest telecommunications company in Brazil and provided services of high speed internet connection and mobile and landline phone and services of national and international long distance calls. The company was incorporated by Oi in 2009.

OBJECTIVE

The project came up from a need of the company in optimizing the integration of the areas of Processes, Audit and Governance, and also having as a goal the automation of processes, risks and controls according to the requirements of the Sarbanes-Oxley (SOX) and the generation of support platform to Corporate Governance. Having the president of the organization as sponsor, it was a priority to reduce costs and inefficiencies.

PROJECT

Way/Amadeus used methodology and tool based in Balanced Scorecard principles and management of risks and internal controls with total fulfillment of the requirements of the Sarbannes-Oxley. With this system, companies become able to document and communicate in a more efficient way their processes and performance measurements.

RESULTS

Managers started to have a complete understanding of processes, projects, performance and indicators to an efficient and integrate risk management aiming strategic decision making and provided efficiency to the audit sectors by means of the centralization of the information available in an automated way. According to Nilson Musa, Process Manager of Brasil Telecom/Oi, with the completion of the project “the focus became the maintenance of the quality control of the processes to assure the continuity of the certification.”

T-Systems

T-Systems is a company belonging to the Deutsche Telekom group that provides complete solutions in outsourcing of information technology and communications from applications to IT and Telecom infrastructure. It is present in more than 20 countries. In Brazil, T-Systems has more than 1600 clients, about 2 thousand employees and eleven branches in eight different cities that are able to offer services in consultancy, IT infrastructure, Telecom, application development and maintenance and solutions by industry, as well as SAP solutions.

OBJECTIVE

As a company performing nationwide with a huge amount of clients and many employees, the organization need to align corporate management to strategy through a complete understanding of its operations by process models and performance indicators that would demonstrate and communicate in a clear and transparent way each area’s performance to strategic decision making considering four perspectives: financial, clients, processes and learning & growth, as well as give visibility of the processes to the headquarters in Germany.

PROJECT

The Project lasted 9 months and was implemented with about 50 indicators divided under the 4 perspectives of BSC. During the implementation, the project was intensely monitored by the project management area of T-Systems that coordinated the internal works and the critical aspects of the project. Way/Amadeus with its methodology and indicator tool worked together with the areas in the implementation, with data gathering and analysis, comprising the many areas. According to Mr. Odércio Claro, System Development Manager of T-Systems, one of the positive points was the incorporation of a software for mapping processes present in the same portal and integrated to BSC.

RESULTS

A collaboration portal among employees was created and the adopted strategy was spread so that everybody makes efforts to reach this strategy before unknown to all. According to Mr. João Alexandre A. Fernandes, leader of the implementation Project at T-Systems, the Project allowed a balanced organization of indicators of distinct natures, integrating them with the company’s project management. Maurício Cataneo, financial director defined the result as a “cockpit in which the company defines its objectives, visualizes all the processes and the system alerts if deadlines are missed and may act in a proactive way so that the people in charge perform actions to fulfill the project’s objectives.”

Rede

Rede (former Redecard) is parto of Itaú Unibanco bank and is in charge of the capture and transmission and financial liquidation of transactions made with credit and debit cards of brands MasterCard, Visa, Elo, American Express, etc. the company accredits and promotes relationship with commercial establishments, besides being a business partner of banks and many retail segments.

OBJECTIVE

Rede asked us to help them with a project oriented to the Sarbanes-Oxley (SOX) Law practices in the search for conformity standards with the guidelines expressed by that law, with the implementation of our tools of management of processes, risks and internal controls, allied to our expertise to provide the unification of systems, integrating all the elements to reach compliance.

PROJECT

In the tool implementation phase, we defined the modelling standards, elements of the models, organizational structure and documentation, qualification of the people involved, definition of the indicators and modelling plan that implemented the use of the systems. In the next phase, having all the processes and indicators documented, it was possible to perform an analysis of them, considering their interactions and layering in a way to unify information and knowledge to obtain more powerful and integrate processes and indicators treating the organization as a whole.

RESULTS

Rede now has tools containing all their processes and activities appropriately documented and visible to the people involved with easy communication and their indicators clearly defined, providing better base for reaction in the face of risks and opportunities and one of the most important results is the online screen containing management information, permanently being update, used in the board of directors meeting, adding more qualified intelligence for decision making.

BR Distribuidora

Petrobras Distribuidora, with headquarters in the city of Rio de Janeiro is a former subsidiary of Petrobras, created in 1971 with more than 7200 service stations all over Brazil and an organizational structure composed by 301 agencies and, at the time of the Project was the second biggest company in the country.

OBJECTIVE

Having as sponsor the president of the organization, the Project has its main focus in cost and inefficiencies reduction, from the mapping of areas, their processes and relations.

PROJECT

Way/Amadeus employing its software with ability to recognize all inputs and verifying if they are being adequately processed in the destination area, performed the Project in phases interacting with the areas that described their businesses, products, internal and external interactions, suppliers, clients and processes. With a formal representation of these elements and their validation, it was possible, therefore, to search associated metrics and indicators to measure operational efficiency.

RESULTS

With modelling and analysis of these metrics and indicators, it was possible to improve processes with clarity and focus, eliminating redundancies of products and assets sent and not used, double processes and rework, cutting out unnecessary costs with the implementation of the optimization of efficiencies, making each management better qualified in performing their processes faster and more safely making decisions