PERFORMANCE management

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.

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.

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.

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.

Politeno

Mapping primary, management and support processes to identify gaps in the processes, implementing an oriented management to them and aligned with ISO requirements, with the identification of core business activities, implementing their documentation, communication among collaborators and feedback counting on the online availability of processes and patterns for consultation and training. As quality has always been a distinguishing aspect of the company resulting in it being finalist of the National Quality Prize in 2000 and 2001 and the great winner of 2002, the adoption of the new system aimed to improve even more this distinction.

PROJECT

Way/Amadeus implemented its process tool to obtain their mapping, performing the installation, configuration and training users so that they could take advantage of the best practices of the system to execute process mapping, data analysis in a more comprehensive way and provide a greater understanding of all the company’s areas as a whole and their relations, avoiding rework, costs and optimizing decisions.

RESULTS

The organizations started to count on the possibility of having mapped projects available in an interactive and extensive way, allowing users to register hindrances, propose improvements, make simulations of processes with the identification of bottlenecks and necessary adjusts that provided resources to increment even more the company’s characteristic distinction of quality.