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ABS Management Consulting and TOTVS, associated to the Luso-Spanish Chamber of Commerce and Industry (CCILE) has promoted a seminaty at the Tiara Hotel in Lisbon entitled “Innovation, productivity and sustainability as a driver of profitability.” On this occasion, the director of ABS Vital Balboni, the director of Totvs Portugal Luís Neto Muraro and executives of our clients Delta Cafés, Peres-Soctip Portucel have spoken about their experiences in the process of change that involves the application of the ABS methodology.

Follow the coverage of the Portuguese business magazine “Actualidade” about the event.

Divamed and Divacontrol are part of the Irmãos Valotto group and operate in the distribution of generic and similar medicines, serving approximately 9000 pharmacies in the state of Sao Paulo and the capital.

The ABS project developed in Divamed and Divacontrol was divided into four segments:

1)Development of a Management System based on procedures
2)Development and implementation of a Medicine Inventory Management System
3)Implementation of System Management Indicators (SGI)
4)Implementation of management tool Trade Indicators (SGIC)

After the definition of operational logistics procudures, returns and customer complaints, cancelling customers orders analysis and inventory cycle, Divamed-Divacontrol have obteined the following results:

-better control of processes

-development of indicators for taking action

-guarantee of the physical inventory

-standardization of activities

-reduction of cancelling orders caused by lack of medicines in stock

-30% reduction of product returns in Divacontrol unity.

The definition of an inventory management system has enabled the Divamed to identify drugs that need to be purchased and which need to be sold through an analysis of inventory turnover and ABC classification of products. The goal is to have greater control of inventory and work with a sufficient inventory to manage and reduce the loss of drugs with expiring date. One benefit was the reduction achieved in 12% of days of stock coverage.

The deployment of SGI has enabled a vision of the entire organization, based on controls and indicators, setting targets for each process. The organization had no indicators in the process neither a vision of the results for each area. SGI has enabled the identification of key indicators that influence on the company´s results.

The SGIC has brought a management tool for the commercial manager of its customers and sales. Made it possible for supervisors to obtain daily information on the results of a direct influence on sales representatives.

Since 1953, Petrobras has been a pioneer in the oil industry, the largest company in Latin America and the second oil producer in Argentina.

Its continuing growth achieved over five decades has made it a leader in the distribution of oil products in Brazil and one of the 15 largest oil companies in the world, according to the opinion of the Petroleum Intelligence Weekly, which has been one of the most prestigious publications in the oil and gas industry for 40 years.

Petrobras has been in Argentina since 1993, developing the exploration activity and production of oil and gas. Its business performance in the country had a remarkable growth during the decade of 1990, and in 2001 began a strong expansion of its business with the  acquisition of Eg3, through an exchange of assets with Repsol YPF. In this operation acquired a network of 700 gas stations  as well as operate an establishment for the storage and distribution of lubricants, and asphalt and a refinery in the city of Bahía Blanca, Buenos Aires.

And precisely in this unity of Bahia Blanca, ABS began another project to bring our customer to achieve an operational excellence, further enriching our portfolio. The project started on December 6^th, last year and is expected to last 30 weeks for the implementation of the improvements and also 05 weeks for audits and maintenance of the project.

The focus areas of this project are the Maintenance, Operations and Support areas. The main objectives are the increase of plant availability and cost reduction processes as manpower and stock, analysis of failures in critical equipment, management of productivity in performing tasks and inventory, flexibility of workmanship, management routines and  training This are some of the tools and methodologies that are being developed and implemented in this project, aiming at a model that leads Petrobras Argentina to a world class standards in the operation.

On November 11^th, an event that celebrate the debut of Totvs Consulting as a strategic partner of ABS South America was held. The event was attended by executives from several companies in Argentina and followed the agenda: Totvs’ Presentation, ABS’ presentation , Alpargatas’ project presentation with the participation of Miguel Russo – Alpargatas manager and project coordinator.

See pictures of the event

At an event attended by over 400 people at the National Museum of Fine Arts of Chile, Masisa celebrated its 50th anniversary, highlighting the milestones of its growth. Among shareholders, directors, customers, suppliers, financial community, officials, representatives of civilian agencies, developers, architects and designers, ABS was present to celebrate and honor this leader and is proud to take part of this growth. During the event, Roberto Salas, general manager of Masisa, highlighted the company’s evolution over these years, since its international expansion:

“During this year we were able to consolidate our leadership in the region, highlighting the constant innovation of our products, surprising our customers with the launch of trends and creating value in each of our proposals.”

Cutting-edge design and textures, products according to sustainable construction, and a unique anti-bacterial protection, are examples of recent innovations that Masisa placed at the disposal of the market with great success, according to its philosophy of innovation with results.

We emphasize that  ABS is part of this journey to support Masisa’s work through the implications of productivity growth of 16.2% and a reduction in the average cost of 13.8% in the plant Durango / DGO, reaching an annual income of $ 8.6 for every dollar invested.

During his presentation, highlighted the vision of the three baselines, the form of management that differentiates the Masisa business: “triple vision allowed us to see things from another perspective. This vision, which incorporates the financial variables, social positions and the environment makes us confident and close to our audience. ”

Ambience at the National Museum of Fine Arts

For the occasion, Humberto and Fernando Campanha, most ordered Brazilian designers, made an impressive speech at the National Museum of Fine Arts. The implementation of this intervention took the lead of the prestigious studio of Chilean Orlando Gatica.

Campanha brothers are on the top of Latin American designers and has great international recognition. Their contemporary design proposals are based on respect for the environment by recycling industrial materials and natural products.
Melamine Masisa Amazon Nogal was used in the ambience with a new softwood texture, and MDF Masisa has been covered with the same design.

After the event, the installation will be displayed in other places to meet designers and architects accoss the country.

With the arduous task of competing in the same market with companies like Tiger and Amanco, Mebuki, company with a factor located in Guarulhos in São Paulo, is reaching a different position by targeting classes C and D. To boost business, the company recently invested in a project to stimulate the sales area in partnership with ABS Consultoria.

With the growth in sales volume almost eight times the target set initially, the company also saw the need for improvements in the Management of Operational Profitability in the areas of production and maintenance. “The ABS has made us see opportunities within the structure we had. It was a pleasant surprise when ABS reported that we were using only 43% of our factory potential, because we thought we were using 85%. It was a sign that we could grow a lot with the same structure “, commented the president of Mebuki, Jairo Uemura.

For the development of improved business performance management, the work of the ABS included two levels of team working together with Mebuki: sales representatives (third and employees). Thus, there were achieved three main points: the geographical potential, inactivity and portfolio possibility of opening line.

In production, the aim was to achieve more efficiency, with an increase in productivity per hour. Already in the maintenance, ABS has established job seeking greater efficiency through increased availability of machinery, so there is less breakage and loss coupled with more resources. “A methodology that brought us the ABS will continue been applied by the our professionals”, concludes Uemura.

Afterward a 30 week-project in the in the Colombo unit, city located in the Brazilian state of Paraná, ABS Consulting has concluded a work in the production, maintenance and management areas of the industry. According to information provides by Eternit, the work has generated an increment of 40% in on of the main sector of Etenit. Due to the good results reached, the company intents to extend the partnership with ABS to the Goiânia, Anápolis, Simões Filho and Rio de Janeiro units.

By applying the ABS Management Methodology, the consultants responsible implemented tools to improve management, such as machine load, master plan and flexibility matrix. They have also created a was planning for sectors such as production and maintenance, followed by review meetings structured to ensure the realization of these actions.

“Analyzing the needs identified, we have implemented the P.C.I.C. (Planning Control, Indicators and Charge) management system. There were trained the managerial, coordination, supervisor and leadership levels”, explains the project coordinator, Fabio Moraes, who has worked under the direction of Luis Carlos Oliveira.

The consultants also were worried in create activities that assure the results continuous follow-up, with the creation of operational reports, review meetings and delegation and charge processes.

With a focus on growth, profitability and expansion, the textile company Alpargatas starts a process restructuration expected to last until 2014, based on the theme “Review to grow”. “This strategic plan considers Alpargatas as a whole and redefines the strategic direction and goals for growth, profitability and expansion”, explains the managing director of Argentina, Javier Goñi.

In this context, the Argentine unit provides a broad process of change in management culture. The structure and incentives were given for this renovation project developed after the end of last year by ABS Consulting, which encouraged executives to rethink their strategies. The consultancy has enabled professionals to reach a better overview. “The attitude of employees is the core value to achieve a change in management culture which we need,” says the purchasing manager, Miguel Risso.

A structural change in the unit began in February and should last six months. It is still in the stage of development. “The methodology rests on three pillars: integration of processes, systems and people “. The goal is to integrate all activities to achieve greater efficiency, with a global supply chain management. “We want all employees to start thinking about ways to better the efficiency along the chain”, he concludes.

According to the unit, the process has already brought many positive results. Among them is the increased motivation of staff. The ultimate goal is that with the support of all, the company can install procedures for continuous improvement.

* With Lazos internal journal information

To explain how European companies can establish trade relations with Brazil, Barcelona City Council and local development agency, Barcelona Activa, held last week the debate “Business Opportunities in Brazil”. Both institutions believe that due to the national development and estimated growth of GDP for 2010, previewed in 7% by the Central Bank, Brazil is today the leading power in Latin America.

Among the invited speakers, was the associate director of ABS Consulting, Vital Vasconcelos Balboni. The company operates in Europe since 2002, having a branch in Portugal. The executive considers that Spain is a strategic market for the expansion of business in this area. “This meeting also had the object of uniting two regions with strong similarities: Barcelona and São Paulo”, details.

Also attended the discussion Michael Mingorance, representing the Brazilian Consulate in Barcelona, and Flavio Soares, a founding partner of Soares&Avila, a law firm with locations in Barcelona and in Rio de Janeiro.

During the debate, Brazil was considered one of the countries that most offers business opportunities for European companies. Besides the strong economic growth potential and social development of Brazil, the professionals highlighted the vast country consumer market with the presence of 195 million people.