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• Schott

Copacol

The president of Copacol, Valter Pitol, comments how ABS Consulting helped the cooperative to improve management processes and industrial operations.

Eliane

Otmar Muller, industrial director of Eliane, relied on the ABS' expertise to search for adequate and modern tools for productivity management.


Read the recommendation letters

Dimed

Dimed improved the purchasing process using ABS Consulting knowledge. The company's vice president, Denis Pizzato, praises the process.

Cyrela

The operations manager of Cyrela, Antonio Carlos Zorzi, details how ABS Consulting has improved the quality of company's technical assistance services.

Galvani

According to Luiz Antonio Bonagura, CEO of Galvani Industry, Commerce and Services, besides the efficiency improvement, ABS helped the company to modernize the management mindset.

Inepar

Marco Milliotti, Inepar's director, ensures that the ABS has helped the company to improve the employees' involvement, enhancing quality and productivity.

Papirus

Marco Fabio Ramenzoni, CEO of Papirus Industry Papers, recommends ABS for companies interested in increasing productivity.

Labortex

For companies which want to improve productivity in the maintenance area and to minimize spoilage, Larion Pastuzek, general director of Labortex, recommends ABS Consulting.

Pro Stamp

The co-owner of Pro Stamp, Roberto Palacio, explains how ABS helped the company to achieve better results in several areas.

Companhia Ferroviária do Nordeste

ABS advised the restructuration of Companhia Ferroviária do Nordeste (Northeast Railway Company). The president, Jaime Correa Nicolato, explains how the productivity was increased and the costs were reduced.

Schott

Hans Leopold, director of Schott Brazil, commented how ABS helped the company to improve administrative procedures and maintenance management.

Select a solution beside and see the description below:

• Ruette Agroindustrial – Brazil – 2011
• Minerva – Brazil – 2011
• Tyson Foods – Mexico – 2011
• Nardini Agroindustrial – Brazil – 2011
• C.Vale Cooperativa Agroindustrial – Brazil – 2011
• Noble Group – Brazil – 2010
• Bianchini – Brazil – 2010
• Aurora – Brazil – 1997

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• Marian – Mexico – 2011
• Parmalat – Portugal – 2011
• Williner Ilolay – Argentina – 2011
• Esmeralda – Mexico – 2010
• Delta Cafés – Portugal – 2008
• Sococo – Brazil – 2007
• Batavia – Brazil – 2005
• Dori – Brazil – 2000
• Castrolanda – Brazil – 1999
• Globoaves – Brazil – 1995

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• Lamosa – Mexico – 2011
• Eternit – 2011
• Gail – Brazil – 2007
• Eliane – Brazil – 2005
• Cebrace – Saint Gobain – Brazil – 2003

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• Jelta – Brazil – 2011
• Marques Distribuição – Portugal – 2011
• Paulitália – Brazil – 2011
• Viale Automóveis – Brazil – 2011
• Divamed – Brazil – 2011
• Polígono Veículos - Brazil – 2010
• Applauso Veículos – Brazil – 2010
• Dismov – Brazil – 2010
• Milenium - Brazil – 2010
• Repecon – Brazil – 2010
• Ouro Fino – Brazil – 2010
• Unival – Brazil – 2010
• Grupo Comolatti – Brazil – 1996
• Angeloni – Brazil – 1995

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• Tecnisa – Brazil – 2001
• Esser – Brazil – 2007
• Setin – Brazil – 2007
• Hochtief – Brazil – 2008
• Anahuac – Mexico – 2009
• Marques Construção – Portugal – 2009
• IESA – Off-shore (Manutenção) – Brazil – 2010
• IESA – Pipe-Shop (Manutenção, Pintura), Planejamento e Engenharia – Brazil – 2010
• UTC – Brazil – 2010
• IESA – Rio Grande do Sul – Brazil – 2010

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• Autocam Autosal (Koh-i-noor) – Argentina – 2011
• Hager – Portugal – 2011
• Arno – Brazil – 1999
• Springer Carrier – Brazil – 2003
• Corona – Brazil – 2005
• GK&B – Brazil – 2007
• Itautec – Brazil – 2010

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• Hormigones Minetti - Argentina – 2011
• Adher – Brazil – 2010
• Yamana Gold – Brazil – 2010
• Secil – Portugal – 2007

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• Petrobras Argentina – Argentina – 2011
• Carboclor – Argentina – 2011
• Blanver – Brazil – 2010
• Bunge – Brazil – 2006
• Sayerlack – Brazil – 2007
• CUF – Portugal – 2008
• Lanxess – Brazil – 2008
• Tortuga – Brazil – 2008
• Clariant – Brazil – 2009
• Fort Dodge – Brazil – 2009
• Galvano – Brazil – 2010

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• Masisa (Montenegro Plant) – Brazil – 2011
• Masisa – Mexico – 2009
• Battistella – Brazil – 2008
• Fuck – Brazil – 2004
• Frameport – Brazil – 2004
• Berneck – Brazil – 2002
• Moval – Brazil – 1999
• Simbal – Brazil – 1999
• Moveis Itatiaia – Brazil – 1995

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• Aliança Offshore – Brazil – 2011
• STX OSV – Brazil – 2011
• Mecan – Brazil – 2011
• Taurus – Brazil – 2007
• Tuper – Brazil – 2007
• Tenneco – Brazil – 2006
• Ogma – Embraer – Portugal – 2006
• Jonh Deere – Brazil – 2004
• Thyssen Fundições – Brazil – 1998
• Nakata – Brazil – 1994

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• Regispel – Brazil – 2011
• Mais Artes Gráficas – Brazil – 2010
• Conpacel – Brazil – 2009
• Jari – Grupo Orsa – Brazil – 2009
• Irani – Brazil – 2007
• Filiperson – Brazil – 2006
• Satipel – Brazil – 2006
• São Roberto – Brazil – 2005
• Adami – Brazil – 2002
• Bahia Sul – Brazil – 2001

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• Macisa – Focus – Brazil – 1999
• Labortex – Brazil - 2005
• Labortex – Brazil - 2010
• Castor – Brazil – 2011 

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• Red & White IT Solutions – Brazil – 2011
• Faculdades Alfa – Brazil – 2011
• Hospital Beneficência Portuguesa de São Paulo (Supply) – Brazil – 2011
• Hospital Beneficência Portuguesa de São Paulo – Brazil – 2011
• Hospital Fernando Fonseca – Portugal – 2011
• Banco BMG – Brazil – 1997
• Banco BMC – Brazil – 1999
• TAP Maintenace & Engineering - Brazil – 2010

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• Conforma – Brazil – 2011
• Eluma – Brazil - 2011
• Ouro Fino (Metallurgical Area) – Brazil – 2010
• Ouro Fino (Construction Area) – Brazil – 2010
• Ouro Fino (Autoparts) – Brazil – 2010
• Intertank – Brazil - 2010
• Sao Raphael – Brazil – 2010
• Acindar – Argentina – 2007
• EBSE – Brazil – 2007
• Lusosider – Portugal – 2007
• Magneti Marelli – Brazil – 2007
• Takata – Brazil – 2007
• Usiminas – Brazil – 2005
• Votorantim Metais – Brazil – 2005
• Barra Mansa – Brazil – 2000
• Siderar – Argentina – 2000

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• Sigvaris – Brazil – 2011
• Inylbra Automotive Systems – Argentina – 2010
• Linhas Circulo – Brazil – 1996
• Paramount – Brazil – 1999
• Reebok – VDA Calzados – Argentina – 2009
• Alpargatas Têxtil – Argentina – 2010
• Inylbra – Brazil - 2010

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• Reunidas – Brazil – 1998
• Lider Táxi Aereo – Brazil – 1999
• FCA – Vale – Brazil – 2001
• Águia Branca – Brazil – 2004
• TAP – Portugal – 2006
• Metrô Rio – Brazil – 2007
• Sata – Portugal – 2009
• Terra Gama – Brazil – 2009
• Rumo Logística – Operações Portuárias – Brazil – 2010
• Rumo Logística - Gestão de Terceiros – Brazil – 2010

Select a solution beside and see the description below:

• AES Gener – Chile – 2011
• A. C. Cymbrom – Portugal – 2010
• PT Comunicações – Portugal – 2009
• CEM – Portugal – 2008
• HC Energia – Portugal – 2008
• Oni – Portugal – 2007
• Telefonica – Brazil – 2001
• Telemar – Brazil – 2001

Select a solution beside and see the description below:

• Cebrace – Brazil – 2000
• CIV – Brazil – 2009

Started in September 2011, the new management model, implemented by ABS which is based on its Concept (System / Procedure / Attitude), affected all operational and management processes of the Grupo Pioneiro. Applied in all departments, it emphasizes the processes of production, industrial processes and sales in Pioneiro Alimentos (Frangos Pioneiro and Maná). The complete implementation of the new management model is planned next for May, 2012.  At the end of the implementation, two employees, Anderson Zazula and Alcimar de Paula, will be designated to maintain and guide managers to perpetuate this new management.

In ABS Methodology several tools are used for the system development, such as management meetings and review, management and operational indicators, production and operational controls, machine stoppages accompaniment, among others.

In this concept, the procedure corresponds to how each of these tools are used. The attitude is linked to the training conducted for the application of these tools and practices. All information generated in the operational and administrative areas are recorded and monitored by SGI software (Sistema de Gestão de Indicadores – Indicator Management System). This information directs action plans for correction and improvement of the processes. As a result of new management, managers will have the ability to monitor all procedures, creating a unified network of information, which will provide a favorable environment for assertive decisions,  enabling all employees and the company for sustainable growth.

By the February 7^th, 2011, 81% of the employees of Marques, Comércio e Retalho, SA (retail) and 70% of employees Marques, Comércio por Grosso, SA (wholesale) attended the Initial Training of Marques Training Academy. It corresponds to 604 of 743 employees of Marques, Comércio e Retalho, SA. and 62 of the 88 employees of Marques Comércio por Grosso SA.

Added, 666 of 831 Marques’ employees have received this training (including Berço do Emprego – a governmental job program – and trainees)

More than 150 employees which has now left the company were also formed, a total of 817 graduates since 2009.

PERPETUATORS’ GROUP – “PROJECTO SER”

After a season of great sales (Christmas), the perpetuators have organized the first steps for this new year of 2011.

In addition to monitoring and verifying the implementation of management tools in each of the stores and / or department, ensuring the use and dissemination of them (in food, cash and food retail), the perpetuators will take the first steps in the validation of consumption vs. production, verifying what is really necessary to purchase for the to produce what is expected, avoiding unnecessary waste in the various sections of production. The sectors will be followed are bars, bakeries, butcheries and kitchen.

Another big step will be the first presentation of a specialized retail performance system, creating an incentive system for sellers. The aim is that system is deployed by the second half of 2011.

The next move is to create an action plan on something that is necessary to work and that is directly related to the costumers.

4th Management Seminary – Setting Goals and Priorities

Continuing to enhance the training of its employees to achieve personal and professional development, Peres-Soctip in partnership with ABS Management Consulting, under the Project Plus, developed in the 9th and 10th May its 4th Management Seminary. As in the previously three sessions, several dynamic activities were developed, by this time focused on the importance of Setting Goals and Priorities, themes seen as critical to the success of us all.

This event was followed by 117 people, divided into four groups. The employees’ feedback has been generally very positive, an important tool for their work.

The most important is that the messages and concepts passed over all training sessions can be applied by everyone in their routines.

On 21^st- 22^nd March, the last training sessions of Projeto Prisma, a Mecan and ABS Consultoria partnership were held. It aims to improve the productivity of manufacturing operations through training and workshops for the operational staff of Mecan. Started in November 2010, the project had three phases: planning, implementation and monitoring.

The project has nvolved a team aware of their responsability:  to implement the new methodology in the company. The training sessions were naturally relaxed and interactive, addressing issues related to planning, goals, productivity, quality of information and leadership. Also, the event had group activities that made possible to rethink the ways of take decisions and work. The trainings were also important to enable greater integration between all the areas of the company.

Disclosure about Project “Plantar & Colher” (Planting & Harvesting), Goiânia – Brazil:
Red & White Plantar & Colher: together we are stronger

For the collection does not stop we must continue sowing.

The Plantar Project presents its perpetuator: Neide Pimentel.

In “Plantar” project there’s a perpetuator, an employee of R&W team who will be responsible for continuing the work developed by ABS Consultoria with the managers of the Company.

The  R&W employee, Neide Pimentel, has taken on this mission since February, 3rd, and will dedicate the next 18 weeks (fulltime) for the project, this time, the activities it became the responsibility of the manager Fabrice Kruel.

RESPONSIBILITIES OF PERPETUATOR THROUGH THE PHASES OF THE PROJECT:

- DEVELOPMENT / DEPLOYMENT

1. Develop and install

2. Making it happen

3. Involvement and Participation

4. Direct efforts

5. Conducting meetings

6. Training / Concepts

7. Identify outcomes

PERPETUATION

1. Improve the proposals

2. Monitor events

3. Direction and delegation

4. Improve the perception

5. Criticizing the meetings

6. Recycle the key points

7. Refine results

PROJECT “PLANTAR”. AN INITIATIVE THAT WILL LEAVE FRUITS.

PLUS – PRODUCTION MANAGEMENT SYSTEM
Valuing the training of its employees as a means of personal and professional development, the Peres-Soctip in partnership with ABS Consulting, under the Project Plus has developed a Management Seminar last February 14^th- 15^th, where they were developed several dynamics that focused on the importance of fundamental issues to the success of  the whole company, as the importance of Teamwork and planning. This seminar was attended by 139 people, divided into four groups. In Peres-Soctip, there is a process of change in attitude which combined with a great professionalism of their team will be the essential “sauce”and they are sure enough to achieve the results we want. “Together, we can be PLUS!” – it is their lemma.

THE 5 S PROGRAM
During last few months in the 5S program, Peres-Soctip have developed several measures of cleanliness and organization of the factory, as well as the pursuit of creating better and safer working conditions for their employees.

This program has already nearing the ending of the Stage 3 (sense of cleanliness), only the markings of the factory floor in accordance with what was planned in phase 2 (sense organization) is remaining. This action is expected to be completed within next two weeks.

Then, stages 4 and 5 will be in action, which as we said in the previous edition, are the stages of maintenance and continuous improvement, where we have common sense and cooperation of all of the employees in the perpetuation of the results and together, be PLUS and become the company be recognizes as a national reference.

THE SGI AND THE PLUS

All we often dislike acronyms, but it is important to explain that to have strong company is necessary to run an SGI (Information Management System – Sistema de Gestão de Informação, in Portuguese).

But why? … after all what is an SGI?
Because the company’s health is directly related to the capability of identifying and understanding how all employees perform their tasks. So, Peres-Soctip would help those need an upgrading or training as well as recognize those who most stands out in performance of their duties, no matter at commercial, administrative or manufacturing areas.

The Management Information System (SGI) is the tool that will provide the necessary  information for the leaders of the Peres-Soctip decide based on real data coming from various sectors of business: sales, inventory, production, cash, etc..

Without the SGI the company will continue to navigate based on historical data, guesswork, or ideas which are not always correct.

The SGI works correctly when everyone, without exception, feed the computer system with the required data and at times established.

Just an updated SGI will show what is right and what needs to be improved in the company.

Peres-Soctip believes: “This “tool” is essential for knowing what we must continue to improve to be PLUS!”

Goal is improving the productivity of agricultural operations

Started in mid-August and lasting 39 weeks, the Energy and Action project aims to improve the productivity of Agricultural Operations (Production and Maintenance) and consequently, the company’s results .

To accomplish this work, Nardini Agroindustrial Ltda. entered into a partnership with ABS Consultoria, which is specialized in productivity improvement since 1979.

The Energia & Ação Project has three distinct stages: planning, implementation and monitoring. The idea is to review the planning tools and control, develop performance indicators and establish routines for evaluation and corrective actions. 

For this, the first step is improve the management systems in project scope, the procedures and especially, the employee’s attitude with Management Seminars and Workshops given to operational staff. 

Energia & Ação Project has a team of professionals from Nardini fully aware, acting for develop and deploy this work with a challenge to perpetuate the new methodology in the company. 

“Nardini, commited to maintain excellence in its processes, is considered a leading company in the industry, has as a premise the qualification of their managers.

ABS, which is specialized in management, was chosen to make a diagnosis on the routine work of the agricultural and automotive departments, later being hired to develop a project to improve management of our processes. The professionals of ABS are high qualified and our managers receptive to the improvement points. Therefore, we believe that this partnership will yield good results to Nardini”, said the planning manager, Jose Carlos Berto. 

Two management seminars have been held from a total of five planned. The training programs will meet the needs of the project and address issues related to planning, goals, productivity, quality of information and leadership through group dynamics, which allow to change the ways of action and working. 

Due to its interactive and informal focus, the participation of employees is fundamental. According to management consultants, added to the knowledge gained, employees have the chance to exchange experiences with other departments, which is essential to seek a greater integration.

1^st Project Plus Productivity Meeting 

This was the starting of the Projecto Plus at Nersant plant in Benavente

For about three hours, ABS consultants along with our collaborators from several areas, have interacted and made a commitment to the involvement in this process to achieve the objectives that interest to everyone.

We also addressed some issues, such as:

- The Peres-Soctip expectations for the future and the results of 2010;

- The objectives of Projecto Plus;

- The methodology that concerns all of us;

- The Process of Change and its implications.

The involvement of all employees who participated in this event was crucial to achieving our goals and take another step towards a common objective for all of us: be better prepared to be increasingly strong and complete!

With the right attitude, wiser Procedures, a system that gives us better information for  taking action, we surely will share our success!

We are increasingly confident that …

Together we will be Plus!

Blanver from Itapevi, São Paulo, shows employees’ opinions about the project Blanver +, in partnership with ABS:

Romão Pereira – 2nd shift Grind Industry

“With ABS management methodology, I trully realized an improvement in solution of the occurrences and a more interactivity from maintenance”.

Mr. João – 2nd shift Microcel Chemist

The improvement of pneumatic conveying turned things easier in our section.”

Marcos Espínola – 2nd shift Cellulose powder industry

“One of the things that I identified for improvement, when dealing with the new management system” PCIC “, was a greater identification of the problems that happen to the machinery, a greater speed in service and maintenance added to the involvement of all, searching for a continuous progress.”

Claudemar – Electrical Supervisor

“The implementation of the review meetings was a great step to eliminate problems that affect productivity.”

In August 10, 2010, the 2nd Workshop for the management teams of Blanver was held. Conducted by Associate Director of ABS Consultoria, Luis Carlos, the training will help the 23 participants to disseminate the knowledge of planning for their teams, to improve the performance of the areas.

Edimilson Ribeiro Borges – Production Supervisor

“The training was very productive and provide, starting today, a clearer definition for decision making and thus allowing a more appropriate planning.”

PMR at Eternit –  Paraná Plant

Proceedings has began with the opening meeting of the PMR(Program for Monitoring Results) that included the participation of the Plant Manager, managers of the involved areas (Maintenance, Machinery, Molding and Wall Panel) and the project´s perpetuator. In this opportunity, it was presented the form of conducting of the audit process.

During the week, in company of perpetuator Paula Barhum, interviews were conducted with project managers and supervisors. Meetings were monitored, there were review and collection of evidence, controls, indicators and areas’ job process. This material was used to compose the evaluation of the maintenance and development of ABS’ PCIC management methodology at Eternit.

At the end of the initial audit, the results were presented highlighting the points that need improvement and correction of flaws in the management process. In addition, Action Plans (ABS tool) were recommended for each area.

The goals of the 1^st PMR were achieved. The participation and collaboration of the team have been essential for the smooth progress of work and audit’s success. We now expect the commitment of everyone to achieve our goals.

Portuguese Group, Marques, highlights a project done in partnership with ABS seeking continuous improvement and greater team performance.

Reviews and reflections

SER (BE) Project, Marques Distribution

José Paulo Santos, Chief of Food Retail Operating Officer

The old adage “Where there’s a will there’s a way” applies completely to SER (BE) project.

We wanted this project would cross the continuous improvement throughout the organization and that all actors felt like this project – “My company is me.”

The ultimate goals consisted in improving productivity and reducing costs – through the optimization process of (re)definition of functions, provision of management information in a way that we can set priorities, making better decisions and developing plans of action. However, mainly we have to change the attitude: the way of doing things, we want to SER (BE). Now depends on us, every one of us reap the fruits of this long process and apply on a daily basis our methods and tools developed.

Patricia Brum, Quality Director

For me, being part of perpetuation team has been a great challenge and a great honor. This new experience has provided me a deeper knowledge and contact with various areas of our business (beyond the area in which performance functions). This process has enriched my attitude as a person and as a professional.

All the work has resulted in major changes in the employees’ daily lives. As perpetuator, but above all as a employee, it was gratifying to note that, contrary to what I thought initially, all responded well to the changes that have occurred, understanding the importance of this project to a better overall performance, with positive results for the present for the company’s future for us all.

Costa Pedro, Master Catalog Director

Master system of management has been one of the first tools we have been provided and today it has great importance for monitoring of active sales. The management report and action plans are also part of our everyday life, facilitating the work and providing information. So we can have a proactive position in a market increasingly competitive and more difficult.

It is with no doubt that I say that with all the information provided daily, becomes easier to organize the day to day so that we have always aimed at “the will to win.”

Training Academy (second phase)

The training academy was launched in September, 2008 and has not been forgotten the developers of Vila do Porto and Madalena Pico. Thus, until this date, we have made the following assessment:

Number of sections: 24

Number of hours: 2282

Number of graduated: 326

The satisfaction of the trained as well as the trainer, and the content taught, showed that the feedback so far has been quite positive. Since the usefulness of the subjects teach in the classroom has been widely recognized by most trained people, whether new admissions or experienced employees. There is in progress the formation of three new additional modules in the following areas:

- Hygiene and Food Safety in Fresh for employees of the following sectors: bar, kitchen, barbecue, milk and cheese, frozen, butchery, fishmongers, bakeries, fruit, concierge, maintenance and store management.

- Service II (with a strong focus in the organization of group dynamics);

- Safety at Work II (with a strong focus on specific risks of work in the area of distribution)

The aim is to further explore the issues originally addressed in more detail in areas that are critical to the business. The duration of each of these modules will be half day and should start before the end of the first half of 2010.

Hopefully, our employees will continue to use these tools in your day to day work. This way they will be able to say: “I am My Company.”

Cut procedures

The Cut sector, due to the complex procedures it contains, was subjected to a detailed analysis of all aspects relating to the said activity sector. With the support of all the people who are directly involved with it, numerous actions were taken to obtain improvements: changes in the reception of articles in the ordinance, the recovery of items by the department of calculation, a higher frequency in performing, recording and analysis stowage and correction procedure for weighing in the sectors.

Every of these actions will result in direct benefits, such as immediately distinguish the articles without expectation of selling to those who follow the counter of stores, to determine more precisely the scope of items sold and record more accurately the resulting break in the industry.

STX Brazil talks about the ABS’s work for the reformulation of its management area.

Growth Project

This year will remain as a milestone of the management area reformulation.  STX is investing a considering part of its current budget in developing and increasing the supervisors level. The dockyard contracted ABS Consulting, which has started a work in the end of April and will stay inside of the company during 35 weeks. During this process, the consulting company will evaluate and propose solutions to implement process that are able to improve our results and performance.

ABS Consulting has 31 years experience in productivity management. The company has unities in four counties and keeps the goal of productivity incensement. To do this, in collaboration with STX employees, news strategies will be designed promoting trainings, workshops and seminaries. Till the end, will be done procedures with the target of graduate perpetuating agents from the developed methodologies.

It is STX investing in commercial capabilities.

Internal newspaper of Eternit highlights a 40% increase in productivity generated by the work of the ABS.

ABS Management Methodology

The partnership between Eternit and ABS Consulting comes to an end of the deployment phase in the Colombo’s unit on 2nd July. Were 30weeks of work and dedication, this partnership will continue for the units of Goiania, Anapolis, Simões Filho and Rio de Janeiro. Pag 07

ABS Methodology Management Deployment  ends in Paraná

The partnership between Eternit and ABS Consulting reaches the end of the deployment phase in the Colombo unit and initiates the process of monitoring tools implementation .There were 30 weeks of work and dedication to the implementation of ABS Management Methodology, using the concept PCIC (Planning, Control, Indicator, Recovery).

During this period, various training programs were implemented in the classroom taught by Luis Carlos and others, delivered by consultants from ABS. The commitment of all guaranteed success and 40% improvement in productivity in the area of Molded.

Aiming to extend the ABS methodology for other units of Eternit, this partnership will continue for units of Goiania, Anapolis, Simões Filho and Rio de Janeiro.

Tecfil comments how ABS Consulting is helping the company to improve productivity in all the company’s areas.

Inovatec – Productivity and Innovation Program

About the project that will help to grow even more Tecfil

The search positive results become a constant in our company and, therefore, the board of Tecfil officially announces the start of work and events in the Project Inovatec – Productivity and Innovation Program. This project is a partnership between ABS Consultoria and Tecfil. The main objective is to develop productive solutions in the various work centers of the company.

ABS Consultoria is a consulting firm specializing in management and productivity improvement which exists since 1979. During this period, it was possible to develop and improve the PCIC (Planning, Control, Indicator, Recovery), a working method applied to obtain the results wanted by the customers.

During the development of this work will be complied some key steps to ensure that objectives are achieved. They are:

• Survey of Process Flows

• Survey Documents Flows

• Survey of Historical Data

• Definition of Management Indicators

• Implementation of Reviews’ Meetings

• Implementation of Action Plans

• Activation of the charge procedures

• Creation of reports operational / managerial

• Control of the activities in the implementation

• Evaluation of the results obtained by changing the management system

Perpetuation Committee

To extend the completion of this work, some professionals who were designated as objectives will not only ensure the updating and maintenance management system deployed in the area, but also guide the implementation of the methodology of studies on future needs, whether for expansion of activities either by improving the process.

Directors Committee

The development of the work and achievements will be reviewed by the Project Directors Committee , composed by the directors Carlos Mourão, Ricardo Brandão, Alexandre Borges and consultant in Human Resources, Enor Alves de Assis Junior.

Project Scope

This work will involve the areas of Production, Maintenance, Engineering, Quality, PCPM and Continuous Improvement. The duration is 40 weeks. We started the project on June 7, 2010.

Director word

“Over the years, we all follow the evolution of Tecfil. We have improved our productivity, and have incorporated the practice of 5S in our routine, drastically reducing our customer returns due to quality problems. We acquired the latest equipment and got a performance enviable record of delivering products to our customers. Ultimately, we have transformed Tecfil in a globally competitive company. However, we know that the market asks for solutions ever more complete and efficient. Innovation is needed. Therefore, we are about to enter a moment, a defining moment, in which personal and professional overcome is essential to brake all barriers imposed to us.

Combining knowledge, high technology and innovative solutions, we are engaged in the development of Project Inovatec, a project which is a partnership with ABS Consultoria, a pioneer in productivity management consulting for over 30 years.

Our expectation from this partnership is to develop a distinctive design that will enhance the way we administer and manage productivity and people getting real results and measurable for all areas and thus for the company.

If we are leaders in the aftermarket, surely you are part of this success and once again becomes a key so we can continue to progress.

We will share through this newsletter not only all the achievements in the project, as well as, our future challenges. Read and become part of this revolution, because, besides being part of this project, you will be the key to our success. ”

Carlos Mourão, industrial director