Home | About us | Our solutions | Cases | Alliance | Partners | Contact us
Cases
Management of indicators
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.
Carlson Wagonlit Travel - Case 2
Carlson Wagonlit Travel (CWT) is a company working with travel management that was created by the fusion of the travel division Accor and the Carlson Companies, focused in business travels and management of events, exhibitions and conferences.
OBJECTIVE
Once again trusting in our expertise to optimize their activities, CWT got the most of our methodology to have their processes modelled and to propose improvements in their financial, human resources and back office processes.
PROJECT
The project started with a survey and design of the situation in effect then at CWT, verifying the existing difficulties in the ongoing and outgoing processes and executing the modelling and documentation of the processes of the areas, involvement of the users, graphic representation, possible operational options modelling, identification of technologies, performance indicators and proposal of changes in the processes, with analysis of the alternatives, costs and alignment with the processes and necessities of CWT.
RESULTS
The implementation of improvements to the financial, human resources and back office processes of CWT allowed the organization to count with better structured areas, according to their size and demands, in a way to reduce payments deadlines, simplifying processes using adequate procedures, better communication and people better prepared, reducing costs and increasing opportunities.
CBA
CBA brand is the absolute leader in the national market in food and Christmas baskets. With so much experience in the market of fringe benefits, CBA has extended its operations to other modalities of fringe benefits related to meals to employees offering services in the format of food cards, grocery cards and collective meals.
OBJECTIVE
CBA hired our methodology to implement a consultancy project in the area of information technology to reach a solid technologic base, also consistent and well-structured to Support the implementation of a new management system in the many companies belonging to the group.
PROJECT
We worked in the elaboration of the planning of this implementation, identifying needs of changes in the system and in internal processes, internal team management and definition of tasks, guarantee of compliance to technical specifications, user capacitation, a representation of model for IT Governance based in Cobi and Itil reference standards, involvement of all collaborators of the organization with follow-up post-implementation for evaluation and to provide the necessary adjustments.
RESULTS
The implementation of the new system was successful and CBA started to have their processes adequately mapped and documented, with indicators accessible to all people involved. From that, it was possible to document them and the corporation work rules, achieve better knowledge of procedures and indicators, making it easier to clearly visualize inefficiencies and opportunities in a sole and comprising system, something that was impossible with the previous practices used and the former obsolete system.
Bematech
Bematech is a Brazilian company providing complete solutions for commercial automation. Their business model is founded in the one-stop-shop concept, offering an integrate platform, composed by hardware, software and capacitation services. They have 10 branches in Brazil and subsidiaries in the USA, Germany, Taiwan and Argentina and they have more than 10 thousand collaborators.
OBJECTIVES
Bematech searched in the market for a collaborative management tool to capacitate their team in the application of this methodology through the development of a pilot project and providing assistance to the system users in the transposition of the existing models to the new collaborative environment.
PROJECT
The project had three phases. The first one was Planning in which it was defined the organizational structure, training of the team, methodological structuring and working process standards of the Process Office and template of the modelling of processes and validation of the methodology culminating with the technologic implementation and customizations. Second phase was the one of Modelling and Pilot Project, with the construction of the strategic model, value chain, definition of management indicators. Finally, in the phase of Management, we performed the follow-up of the users and continuity of the project with the supervision of the Project Manager. phase three
RESULTS
With the development of the pilot project, the organization started to benefit of a structured and documented process mapping comprising flow designs that made it possible that managers started to have access to more qualified information and a better understanding to identify points that needed improvement, that had inefficiencies to be eliminated, as well as opportunities to be pursued.
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.
CAIXA - case 1
Caixa Econômica Federal (CEF) is a public financial institution with own assets and administrative autonomy and headquarters in Brasília, DF, and branches in all Brazilian territory. It’s linked to the Ministry of Economy and integrates the national financial system, helping the credit politic of the federal Brazilian government.
OBJECTIVE
The organization hired us to develop a process mapping project of the GILIE (assets divestiture management area) of CEF, contemplating the methodology adopted by our company to conduct works of this nature, the detailing of the activities proposed and other information necessary for decision making by the management.
PROJECT
Initially we made the modelling and the documentation of the already existing processes with the preparation of the people involved. After that we started the phase of process analysis with evaluation and simulations of the performance of the processes and comparison with the performance measurements defined by the management of the organization using benchmarking to help defining the performance goals. Finally, we defined the processes that needed improvement and priority in execution and the design of new processes and implementation of changes.
RESULTS
At the end of the project, CEF had GILIE’s processes accordingly modelled and documented, with readjustments in the existing ones according to the evaluations and simulations made, avoiding rework and costs, as well as with the implementation of new processes defined according to indicators and work team involved with better knowledge in decision making and analysis of risks and opportunities.
SEBRAE
The Brazilian Service for Support to Micro and Small Companies (SEBRAE) is a private Brazilian non-profit organization of social service created in 1972 that aims the capacitation and promotion of the economic development and competitiveness of micro and small companies, stimulating entrepreneurship in the country.
OBJECTIVE
SEBRAE was looking for a solution to structure their performance indicators through the alignment, consolidation and modelling of existing business and work processes and from a critical analysis of the consolidation of already defined indicators in all their state units along with the National SEBRAE headquarters, as well as the identification of new ones that were necessary to check the performance of the structure.
PROJECT
We built the graphic representation of the macroprocesses of the organization with the identification of the main functionalities inherent to SEBRAE’s business with the homologation and definition of modelling and representation standards, review of the operational procedures executed by the areas, identification of the people in charge for the macroproceses, description of the objectives associated, classification of the processes (corporate, support, management) and documentation of the critical factors to the success of the macroprocesses. Then followed the analysis and understanding of the objective of each one of the performance indicators defined by SEBRAE and their alignment with the business processes of the organization.
RESULTS
With the comprehension and evaluation of their processes and indicators, SEBRAE acquired a better control of their activities with the understanding and application of the more adequate indictors to locate risks and opportunities and reduction of rework and expenses with resources by means of better decision making. The integration of activities in one communication and collaboration platform with visibility of the elements defined made it possible that all state units started to benefit from structured and unified indicators.
Sonangol
Founded in 1953, Sonangol (abbreviation of Angola’s National Society of Fuels) is a state company of the oil sector and in charge of the administration and exploration of oil and natural gas in Angola. The group has many subsidiaries in different countries, mainly in the Congo, Cabo Verde and China.
OBJECTIVE
The organization requested a Project for the implementation of BSC to have a complete understanding of their operations by means of process models and performance indicators that demonstrated and communicated in a clear and transparent way the performance of each area for decision making.
PROJECT
Sonangol found in our tool the ideal solution that fulfilled their requirements and made it possible a perfect migration of data to the new platform. Our team of consultants went to Angola to better understand the functioning of their processes and provided them with consultancy and training in the tool and BSC methodology to the team involved in performing the implementation.
RESULTS
The implementation of the tool was well succeeded and the company could finally have their processes and indicators well mapped and visualized with managers being able to identify clearly indicators and controls for a better management and decision making.
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.
Marcopolo
Marcopolo, with headquartes in the city of Caxias do Sul, RS, is the largest company in Latin America and the third in the world manufacturing bus bodies, being responsible for almost half of the national production. They have 10 plants around the world and their buses are present in more than a hundred countries. Their plants are located in the American, African and Asian continents.
OBJECTIVE
The board of directors of the organization hired our expertise in projects related to business management and processes because they needed to have a better understanding of their processes, especially in the procurement area, in order to improve efficiency.
PROJECT
A global sourcing Project was developed involving also a team of foreign consultants that brought innovative Technologies for procurement. The use of Way/Amadeus’s tool was fundamental to have a deeper understanding of the processes and relations of the procurement area with the others aiming an optimization of tasks and procedures.
RESULTS
The objective was achieved as verified by the increase in efficiency and decrease of operations in the area of procurement and supplies of the company. One of the most interesting aspects of the project is that it was provided to Marcopolo the performance of a collaborative benchmarking with Boeing so that some of the initiatives were therefore designed in a way that both companies could acquire together some materials they both use.
Cielo
Cielo (previously known as Visanet Brasil) is a Brazilian company providing financial services and responsible for capture, transmission and payment of transaction made by means of credit and debit cards. Cielo is the leader of the sector in Latin America in terms of financial volume, with more than 1.6 million clients spread in 5,500 cities in all regions of Brazil.
OBJECTIVE
The company was searching in the market for a tool to control the procedures of the operational processes and that provided the follow-up of all tasks, pending items and ongoing actions, controlling the workflow with signals and alerts configured according to the SLAs parametrized rules.
PROJECT
Way/Amadeus’s methodology along with its tool were chosen for presenting the best resources to get the desired results. The processes were modelled with data gathering and simultaneous mapping in many departments, identifying the metrics to assess processes and controls for decision making.
RESULTS
Cielo finally got to provide the transparency needed in the visualization of its processes, being able to systematize the procedures of review, homologation and improvements. They obtained the reduction of the action cycles of corrective actions due to the agility in the identification of the opportunities and risks, collaboration and immediate communication of results. These achievements generated expre3ssive gains and incremented the level of goals reached with an increase of market share.
Ouro Preto - OPOGO
Ouro Preto/3R Petroleum is a private Brazilian oil company focused on the production of oil and gas and that has as a goal to revitalize mature fields located onshore and in shallow water.
OBJECTIVE
There was the need of a tool for mapping and redesign of the processes with definition of indicators and metrics and review of the organizational structure to obtain a strategic planning with alignment of processes and modelling of them, as well as the creation of a culture in the OPOG team in the use of process models and indicators.
PROJECT
Way/Amadeus employed its methodology and process tool to perform the mapping, identifying more than 120 processes that were drawn in the tool. With that, 44 action plans were created and there was an unfolding of the review of the strategic planning defining priorities and updating 14 strategic projects. The project allowed the multiplication of knowledge and the interaction for the participation of collaborators in the definition of improvements and opportunities.
RESULTS
The company now has a tool that makes available the mapping of its processes in an interactive and accessible way to all managers. According to Ms. Marcia Meirinho, Corporate Governance Manager, “the strategies have been defined according to the directives of the high management”. Ms. Lucia Zalán, Corporate Governance Director complemented: “everybody got engaged and mobilized for a sole objective: to contribute to the development of the company. The work of mapping was a special chapter in our history”. And, finally, the President, Mr. Rodolfo Landim, defined the target post-project: “we will start to measure our results by means of indicators defined throughout the work and this practice will bring us more experience and will allow everybody to correct their routes whenever necessary”.
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.
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.”
EDS
EDS, is one of the major global companies in technology services that delivers solutions of businesses to their clients. It was acquired by Hewlett-Packard Development Company in 2008 and was renamed as HP Enterprises Services. It has a vast portfolio of outsourcing services in information technology and business processes to clients of manufacturing, financial services to industries such as health, communications, energy, transport, retail and governments all over the world.
OBJECTIVE
The company’s great challenge was to properly collect and communicate performance indicators of its processes of Information Technology Outsourcing (ITO). There was a huge waste of time and resources of the Data Center Services, that used common tools that were inadequate for a large sized company.
PROJECT
The project contemplated a component of indicator registry through the software employed by Way/Amadeus to communicate and manage indicators and it lasted 10 weeks. An indicator model was created since there were many processes with many dynamics in the elements involved and a process model was developed that contained the detailing of their sublevels. The processes with indicators defined were modeled and presented as a scorecard result.
RESULTS
Cost reduction to compute and communicate the results of the Data Center Services results, reduction of cycles of evaluation of results and corrective actions time through the interaction and alerts, improving the relationship among the many Latin America sites and improvement of the level of the service provided to clients due to a more frequent follow-up of results, faster.
Rede
Redecard (currently Rede) is responsible for the capture and transmission of the financial transactions made with credit and debit cards of the brands MasterCard, Visa, Elo, American Express, etc. The company accredits and promote the relation of commercial establishments besides being a business partner with banks and retail segments.
OBJECTIVES
The company already had an associated process, risk and control organization and saw an opportunity to review that structure and implement improvements from a project of compliance with Sarbanes-Oxley. The objectives of the project were to improve the agility, reliability and transparency of information of processes, risks and controls through a greater easiness of maintenance and publishing of business process models, review of the risk management structure and action plans, and the implementation of performance indicators.
PROJECT
Employing process and metrics tools allied to the proprietary methodology of Way/Amadeus, it was possible to model process, risks and controls and keep them centralized by the Strategy Development and Management area that supports managers and acts in a proactive way. Booklets were developed with this information and they are vastly used in the meetings of the board of directors because they provide managers with a complete visibility and in real time of these elements and that may be instantaneously accessed.
RESULTS
Creation of a collaboration channel that is highly used in processes of evaluation, approval, supervision, planning and communication of changes.
Speed in the procedures of review, approval and improvement of processes with reduction of the cycle of corrective actions.
Transparency of risks and controls of each process, control of projects based on indicators, reduction of cycles and communication op the execution of strategies.
Compliance to Sarbanes-Oxley law with collaborative management.
According to Roberto Defendi, manager of the Project Office, there was also an unexpected benefit that was the time reduction to prepare the material to the many compliance evaluations and the increment of trustworthiness of the indicators reports (MIS – Management Information System).
Interchange/GXS
Interchange/GXS acted in Electronic Relation Management of commercial partners in electronic data transactions.
OBJECTIVE
Interchange/GXS needed a process tool that would go further from designing, with resources of mapping providing an analytic management, web communication, visibility and collaboration. There was also a necessity to define metrics and performance indicators to achieve a better structure of the areas and processes aiming an optimization and more competitiveness.
PROJECT
After understanding exactly these needs, Way/Amadeus implemented its methodology and process and metrics tools that interact with each other providing a better view of the relation among processes and strategic planning, replacing the previously employed tools that provided only a superficial and incomplete view of the operations of the organization.
RESULTS
With the implementation of tools that allow a deep knowledge and understanding of the areas and processes, the organization started to have a global dimensioning of the activities, making changes and operational decisions to reduce costs, to provide strategic planning with a better relation among the areas, creating an environment to renew its competitiveness in the market.
Cobra/BBTS
Cobra Tecnologia (currently BB Tecnologia e Serviços) is a Brazilian Information Technology company that belongs to Banco do Brazil’s conglomerate.
OBJECTIVES
With many units spread all a country with continental dimension, the challenge was to improve the visibility of flows and routes to optimize maintenance processes of the equipment network of Banco do Brasil, optimizing the complexity of services and logistics in order to fulfill SLAs in a comprehensive way by means of an easy to use software, interactive and simple publishing, providing visualization of all people involved and flexible in importing and exporting models.
PROJECT
Employing our proprietary methodology, the process modelling project was performed in two stages: the first one involving directors and executive managers in learning how to employ the tool and also as a way of getting committed with the project and the second one was bottom-up with the participation of the employees describing their activities, giving opinions and suggestions.
The process and metrics tool used by Way/Amadeus was identified as the best for mapping and analysis. According to the executive manager of organizational development, Léo Faria, “all processes were documented in the portal and may be consulted by any person in the company. That makes it possible to have a much bigger access and knowledge of all activities” =. She added that “the software provides better communication among people involved making it easier to standardize the way of documenting and optimizing processes and the possibility of simulation is fundamental to identify possible risks before implementing new routines.
RESULTS
After 9 months of work, Cobra/BBTs obtained as result a model for IT Governance, the knowledge of strengths and weaknesses that jeopardized the SLAs, a greater understanding of the way the productive chain works as a whole, including its employees that could better understand their role in the process, reduction of the complexity of the flows through the implementation of a specific model of planning and procedures according to the strategies and performance indicators, allowing continuous visibility and adjustments and accomplishing schedules established with reduction of cost and reaction time.
Eldorado
Instituto de Pesquisas Eldorado (Research Institute Eldorado) performs for more than 20 years as a unique center for research, development and innovation in four units: Brasília, Campinas, Porto Alegre and Manaus, in the areas of software, hardware, education, microelectronics, essays, and tests, developing projects with major information technology and communication companies.
OBJECTIVES
The challenge was to supply the corporate board of Eldorado with consistent and readily available data that translated in a precise way the results of the strategy of the company, in a way to make the critical analysis process and immediate decision making easier improving therefore the process of strategic planning.
PROJECT
From the gradual implementation of performance, tactical and operational indicators and critical process mapping, a sole base of management was established and that aligned the many existing initiatives and data bases making it easier to collect and consolidate metrics and understanding of the processes within a collaborative management environment and elaboration of a Project management which is fundamental to determine priorities in the portfolio management.
RESULTS
According to Mr. Renê Strefezzi Khouri, strategic planning advisor, having the mapping with the understanding of interrelated processes and determined metrics made it easier to make strategic decisions and approaching related processes within a collaboration environment aiming to reach competitive excellency.
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