INCIDENT management

NEXTEL

Nextel Telecomunicações is a Brazilian subsidiary of NII Holdings, Inc. Their operations in Brazil started in 1997 with the radio system trunking push-to-talk (PTT), and then in personal mobile service in 2010, getting license for national coverage of mobile voice and phone data of third and fourth generations (3G and 4G). In 2019 their operations were acquired by Claro Brasil.

OBJECTIVE

Identification and acquisition of a Market solution associated for mapping and modelling of processes and documentation of them with a methodology that allowed the standardization of processes with their visibility and their performance by means of indicator controls to obtain action plans and improvements”.

PROJECT

With the implementation of our tools for process mapping and their indicators, it was possible to employ our methodology to standardize the notations of the processes, identification, and communication of indicators with training and involvement of the people in charge of the processes.

RESULTS

With the implementation of our tools for process mapping and their indicators, it was possible to employ our methodology to standardize the notations of the processes, identification, and communication of indicators with training and involvement of the people in charge of the processes.

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.

Itaú

Itaú Unibanco S.A., commonly known as Itaú, is the largest Brazilian bank and has headquarters in São Paulo, SP. The bank was created in November of 2008 from the fusion of Itaú Bank and Unibanco, two of the major financial institutions of the country, resulting in the largest financial conglomerate of the southern hemisphere and one of the largest in the world in market value.

OBJECTIVE

The main goal of the Project was the application of our tools and methodology with the concept of Collaborative Management, aiming a greater knowledge of the potentialities and results, using the already existing models as base, inputting data and using simulations of analysis of the many operational possible options in order to generate gains and improvements to models, including processes and indicators through the simplification of time to develop tasks.

PROJECT

A formalization of all processes and key activities was performed with the relation involved in other areas, with documentation and publishing of them. Performance measurements of the macro process were gathered. With the detailed understanding of the models and their indicators, it was possible to make simulations for the development of new operational process models and presentation of the existing alternative options to the managers.

RESULTS

With the identification and documentation of the processes and their indicators, it was possible to perform simulations that showed the aspects that needed attention for presenting risks, as well as it was possible to verify opportunities for improvement in deadlines for the development of tasks, cost reduction and better quality.

Infoglobo

Infoglobo, a company belonging to Globo Group, was founded in 1925 and is one the major companies of the communication industry in Brazil, present mainly in Rio de Janeiro, São Paulo and Brasília. Its mission is to satisfy the need for knowledge of the society. It owns the following brands of printed newspapers: O Globo, Extra, Expresso and Valor Econômico.

OBJECTIVE

The organization needed to keep its business processes, rules, risks and controls in a transparent, centralized and easy to update way and with their respective performance and strategic indicators in order to achieve an efficient management that would make it more agile and safer in its decision making and having strategy for damage control.

PROJECT

In the first phase all processes were documented and in the next phase strategic and performance indicators were elaborated. During the data gathering process, the areas detailed their macro processes with the identification of risks and critical activities, integrating all people involved and stimulating the search for solutions to improve processes and the creation of more effective controls to the risks identified

RESULTS

With this process mapping and the creation of indicators, all managers started to have a clear visualization of the company’s activities allowing a proactivity more agile to identify risks, demands and opportunities, reducing costs and response times in decision making for a better business management. The models also made possible the implementation of a contingency management with action plan to deal with incidents controlled by the tool.