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Structure modeling
UBEC
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
Carlson Wagonlit Travel - Case 1
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.
Bematech
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.
FIERGS
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.”
Banco do Brasil - Case 3
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).
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.
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.
Siniat
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
During 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.
Lojas Quero-Quero
Founded in 1957 in the city of Santo Cristo, RS, Quero-Quero and its business model made it well known by its portfolio of building supplies, domestic appliances and furniture, in a way to contemplate the needs of the clients in the segment of house and construction. It has stores spread throughout the states of Rio Grande do Sul, Paraná and Santa Catarina and two distribution centers.
OBJECTIVE
Being in full expansion, Quero-Quero requested us a project for system audit and to identify, model and analyze and propose improvements to the existing macro processes in the activities developed by the organization.
PROJECT
The project was performed in two phases being the first one for the diagnosis of the organization in which we made a surveying about the management of the internal processes, managers’ views about those procedures and which were the needs, adjustments and improvements. The second phase contemplated the mapping of the processes with the analysis and optimization of them using as reference the results obtained in the diagnosis.
RESULTS
Quero-Quero now counts with the representation of its organizational structure, involving people and resources and could generate better performance in the activities in the search for greater competitiveness with the use of simulations and analysis of the many operational options.
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.
Minu
Founded in 1946, Companhia Minuano de Alimentos was established as a small factory of paper packaging and typography. In 1955, it changed industry and started in the aviculture field. In the 70s it became one of the largest companies producing meats and poultry in Brazil. Currently, Minuano is a vertical operation in avicultural integration raging from a matrix farm to production and slaughter of birds, guaranteeing quality to each part of the process.
OBJECTIVE
The company required Way/Amadeus’s methodology to perform a work of assessment and system and process audit focused on the review of all their operations
PROJECT
We performed a work to understand in detail the purpose of the activities of each one of the areas and their tasks, therefore it was possible to execute a mapping locating points to be improved for cost and time reduction.
RESULTS
With the understanding of the processes and their interrelations it was possible to locate the points with bottlenecks, inefficiencies and rework, as well as all the operational segment that was assessed for the optimization of the process of decomposition of the primarily raw material to manufacture the many final products that will be commercialized by Minu.
Kepler Weber
Founded in 1926, Kepler Weber is in the agribusiness sector, in the post-harvest stage of the productive chain of grains. The company manufactures equipment for storage, processing and vats moving, being specialized in the development of complete solutions for storage.
OBJECTIVE
The company looked for Way/Amadeus’s methodology to perform a work of system assessment and audit focused on the search of improvements for the areas of engineering and technology that historically had a very high number of employees and manual operations and there was a great difficulty of integrating these activities.
PROJECT
A work was developed to understand with details the objective of the work of each one of the areas and, therefore, it was possible to locate the points to be improved to obtain cost and time reduction. We established standards for the silos and constructions that allowed the use of premolded and premanufactured units according to the nature of each project of Kepler Weber.
RESULTS
With the use of these premolded, steps of engineering were eliminated, reducing the number of employees and achieving better organization and safety in the construction sites, predictability of costs and shorter deadlines for delivery. The results were so expressive that Kepler Weber became benchmarking for other companies of the industry.
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”.
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.
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.
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.