PROCESSES management

MARS

Founded in 1930, the Federation of the Industries of the State of Rio Grande do Sul (FIERGS) is the representation of the industry owners of the state and their actions are aimed to the promotion and development of the economy of the state and the country with the commitment of being a source of competitiveness instruments. It is located in the capital city of the state, Porto Alegre. The FIERGS system includes unions, regional and national industries, companies, councils and associations of commerce, industry and services.

OBJECTIVE

After having a work of assessment of their processes done by us, FIERGS required again the methodology of Way/Amadeus to elaborate and execute a project of risk management with proof of concept of operational control with the objective of making clear the gains obtained by the organization in adopting an automation methodology of control of the execution of operational processes in the process of “Work Control”.

PROJECT

The project started with the definition of concepts and standards of work with the graphic representation of the processes, terminology of risks, definition of responsibilities and realization of a program of sensitization to risks and controls management, followed by their modelling, culminating with the elaboration of a synthetic final report with the description of the works made and proposals of process improvements with the referred analysis of viability for the implementation.

RESULTS

From these definitions, FIERGS started to contemplate the growth of the importance attributed in the system to compliance maintenance, cost reduction due to better control of the processes of high financial density, increase in the capacity of analysis of the procedures of expenses control in projects and reduction in the annotations of audit referring to the process, specially coming from CGU, TCU and the Public Ministry, improvement of the image of FIERGS before society with the qualification of risk management and improvement of the safety culture and excellency of the corporate system

Ford

Siniat, currently Gypsum, is one the major manufacturers of products based on plaster in the world, controlling 35 plants in different countries and is a world leader in building plates and a pioneer in drywall in Brazil.

OBJECTIVE

Siniat hired Way/Amadeus’s methodology to improve their processes performance locating critical stages, detecting opportunities, mapping SAP transactions, preparing for e-commerce, creation of a roadmap to internal controls.

PROJECT

SDuring the project we executed the design and optimization of the processes with review of them, with a study of the cist and impact estimated to implement new processes, identification of the legal and the company requirements and needs of compliance, control and reports, including specificities of Brazilian requirements and optimization opportunities, considering the performance indicators. A documentation pf the process model and system and process gaps was elaborated as well as the final design considering the scenarios “as is” and “to be”.

RESULTS

At the end of the project, Siniat achieved a clear visualization of their Strong aspects and inefficiencies with an objective assessment with external references and benchmarking, making it possible to approach the opportunities for improvements. That allowed the creation of a digital strategy for e-commerce and the creation of a roadmap for internal controls reviewing risks and controls.

UBEC

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.

Sulmaq

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.”

Black + Decker

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).

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.

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.

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.

Banco do Brasil - Case 3

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

We were hired to perform the consultancy for the elaboration of the project aiming the structuring of the Project Management Area of Banco do Brasil, implementation of the area and subsequent follow-up for validation, employing our methodology.

PROJECT

The project had nine major management activities: integration, scope, deadlines, costs, quality, human resources, technical documentation, risk and acquisitions, and was performed together by the team of consultants of Way/Amadeus and professionals of Cobra Tecnologia (currently BBTS), that is in charge of the IT services of Banco do Brasil, in a way that the area being structured would agree with the premises of the organization and the deadline determined could be fulfilled without additional costs and serving the needs of the institution.

RESULTS

With our consultancy, Banco do Brasil could structure the Project Management Area in the best was, in a comprehensive way, comprising all their needs and with our follow-up after the implementation, it was possible to make the adjustments and improvements observed.

Carlson Wagonlit Travel - Case 1

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

As their event promotion area was one of the most attractive products of CWL and there was the necessity to optimize the activities of that sector with the growth of opportunities, we were hired to apply our methodology in services in the implementation of improvements and optimizations in the existing work processes of that area, that needed to have their own structure in order to better deal with the incr3easing demands.

PROJECT

Initially we performed a study of the scenario in which the area was acting, with the mapping of its processes and activities and elaborated the project with suggestions and alternatives to the procedures then in effect. The second stage consisted in the preparation of the implementation with the involvement of the collaborators of the sector and re-adaptation of the area with the new design of furniture, recruitment and definitions, as well as the implementation of a system for events and implementation of procedures for relations with clients, suppliers and invoicing.

RESULTS

With the structuring of an area specialized in events, CWT could better explore that growing business niche, with more capacity, adequate resources and people accordingly trained, being able to count on the best practices for the organization of events and get the most out of this business opportunity in the market.

FIERGS

Caixa - Case 2

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

CEF needed to verify if the procedures established in their manuals were actually being followed in everyday tasks in their branches. Therefore, they requested to us a project to study and evaluate their employees’ procedures.

PROJECT

Due to their great representability, variety of services, number of employees and clients, the branch Praça da Árvore in São Paulo was chosen for gathering the data that were used in the comparative mapping of the processes as they are described in the manuals opposite to the “as is”, that is to say, how they were exactly being performed.

RESULTS

With the mapping concluded, CEF could better understand if their processes were being treated as determined in their documentation and if they followed the normative guidelines of the institution and could, therefore, identify the practical procedures that needed adjustments in order to comply with the internal rules and politics and what could be improved with the observation made.

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.

AM PM

The largest chain of convenience stores in Brazil, AmPm belongs to Ipiranga’s service stations granting them the concept of a “Complete Service Station” and essential products to the population and complementing the revenue necessary to the economic balance of the station as a whole. Currently there are more than 1700 stores, including franchising ones, that keep investing in different concepts and fulfilling the needs of fuel and grocery in neighborhoods, acting as a real minimarket and also having the model AmPm Station usually located in roads, that offers restaurants, pizzerias, coffee shops, bakery and convenience all together.

OBJETIVO

AmPm was looking for a tool to simulate retail price formation for their product from the many parameters of tax nature, costs involved, kinds of transactions developed, target margins, incentives, promotions, among others, automatizing the gathering of information to form those prices and updating their price tables to the many groups of clients and states according to the distribution center of origin.

PROJECT

Way/Amadeus developed a solution that became the Pricing System of AmPm, integrated to the databases of the ERP and to the sales system of the organization, providing the update of retail prices, stock with analysis of rupture at any time and in a systematic way twice a day.

RESULTADOS

AmPm now can evaluate on a daily basis the profitability of the products and optimized their response capacity to the oscillations of costs and market price. The simulations of the many different buying and selling price scenarios, related to the distribution channel and retail points, support the decisions of the commercial area, as for the formation of competitive price table as well as promotions and in the suggestion of purchase prices in the negotiations with suppliers.

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.

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

Having achieved that, managers started to have visibility of their processes easily updating and sharing information as well as control of indicators of risks and opportunities with the alerts being triggered and Support documentation centralized in a sole tool making it possible to control the action plans of process improvements.

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.

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.

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.

COPEL

Companhia Paranaense de Energia- COPEL (Energy Company of the State of Paraná) is public organization in charge to generate, transmit and distribute electrical energy in all the state territory, operating a generator park of 21 own plants.

OBJECTIVE

Copel identified the challenge to create an integration among processes and projects with the creation of a Projects Office. With Way/Amadeus’s approach they saw the opportunity to include processes and establish a Processes and Projects Office with a tool supporting both.

PROJECT

Way/Amadeus created a methodology supported by the tool so that all projects could be registered and all their movements could be monitored considering the business processes of the organization that allowed the optimization of processes and the creation of a link between process and the IT department.

RESULTS

The company now has its processes modelled, providing a better understanding of them in order to have a more adequate management of the projects contemplating the needs for a reduction of costs and time. According to Mr. William Lopes de Oliveira, Software Quality manager, this mapping was a success because “the graphic representation is good, the resources are powerful and the web interface is excellent. Copel always makes sure that the solutions are carefully assessed in terms of quality and to add real value to the company’s processes”.,

Brasil Telecom / 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.”

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.

PETROBRAS

PETROBRAS é is the largest Brazilian company and performs in the energy field with great tradition in oil industry, mainly in the areas of exploration, production, refinery, commercialization, and transport of oil, natural gas and their byproducts.

OBJECTIVE

The Project aimed building a great model for the Natural Gas Unit that was then only two years old and encompassing processes and people coming from other areas in a way that it would be possible to demonstrate and understand its functions and activities. Along to the process mapping with their attributions, the follow-up of the strategic plan and performance needed a metrics system to supply their performance indicators aiming to accomplish tasks and reach goals

PROJECT

In the first phase all processes were identified, but since they were not sufficiently mature, in the next phase with employed Way/Amadeus’s tool to speed up the constant updates to the model and that also allowed documentation to be easily consulted and altered. At the same time the metrics tool was implemented and indicators to strategic and collaborative management.

RESULTS

The Natural Gas Unit started to have visibility of its processes in a comprehensive way and knowing exactly their tasks, processes and goals, having a dynamic model broadly visible to all people involved, that could finally have a better understanding of their roles avoiding redundant work, time and resource waste and lack of integration. They started to perform in a collaborative environment of strategic management.

Intertext/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.

EDS/HP

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

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.

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 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.

Politeno

Politeno Indústria e Comércio S/A, is a petrochemical company founded in 1974 and located in Camaçari, state of Bahia. It was acquired by Brasken group is part of its expansion and capacitation plan.

OBJECTIVE

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.

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

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