STRATEGIC 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

Department of Defense

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.

Carlson Marketing

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.

Instituto do Câncer Infantil

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.”

Bell Atlantic

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).

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.

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.

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.

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”.

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.