Financial Restructuring Project
The PWA Consulting participated and succeeded in project implemented in company with the economic situation of crisis, aiming to provide a balance sheet solvent.
In the diagnostic phase, the PWA observed a situation of difficulty of honoring the company's creditors on screen, even though there were sustainable assets.
Even at this stage, financial projections of the business plan were made and the future cash flow was evaluated.
The project implementation phase was made long term with estimated time of two years.
Together with the client, and then the proposition, renegotiation measures were adopted and renegotiation of debts with creditors, recovering at the end of the project, the company's credibility before the market.
Working Capital Management project
The PWA had the opportunity to realize a project company with difficulty in working capital management. In the present case, wages and materials were funded with overdraft and any delay in customer payment receipt could leave the company outside the banking limits. The by PWA Consulting proposed solution was to set up ways to generate sustainable cash flows through renegotiations and cost reduction, and the achievement of corporate governance for renegotiation of debts. In seven months, the company began to get positive results and increased its equity.
Organizational Reestruturing Project
The PWA was successful project for the recovery of large enterprise operating efficiency with difficulties in reducing costs and customer service. In the diagnostic phase, a situation of concentration has been identified, underperforming the organizational pyramid structure and excessive levels of decision making difficult it the internal communication lines. In phase recommendations, it was found the need to alteraração the rigid pyramidal chain, with decentralization, thus seeking greater operational efficiency of the structure.
In the initial phase of the project - and after careful analysis - we have succeeded to recommend and implement an improvement in overall productivity of the company, through the simplification and streamlining of its organizational structure.
With well-defined areas of effectiveness and better access to intermediate and lower management levels, it was possible to optimize the performance of decision-making channels, including delegating more authority to staff the first level of supervision and management.
The project lasted a year and a half and the result was greater job satisfaction by the managers and supervisors on the first level with more efficiency in the production line, more efficient processes and fewer levels of management, thus speeding up the entire decision-making process from the company.
As a result, there was the facilitation of information flows in the structure, both up and down, resulting in better customer service.
Partial outsourcing project production chain
The PWA was successful in project undertaken in company with poor performance in manufacturing and distribution of its products, due to high costs that generated low market competitiveness.
In the diagnostic phase, it was carried out a detailed cost analysis of the activities that made up the value chain to identify where this company aggregated value or not. Made mapping, the basic areas of support were identified, focusing on activities subject to outsourcing services.
After the implementation of outsourcing in certain sectors of the production chain, there results with cost improvements, quality and time.
The project lasted a year and a half the company has presented since sustainable results..
Maximizing Results of an NGO through the Systemic Model of Strategic People Management
This consulting work was conducted in an NGO is a Family Business Institute born in 2003, inspired by the family matriarch values. In 2004 he received the organization certificate of the Civil Society of Public Interest (OSCIP). Since the beginning of this NGO is dedicated to identifying and supporting initiatives that contribute to improving the quality of life of the regions where it operates. Its line of work demonstrate the potential of local actors to understand their role in community development. So instead of doing the other, this NGO's principle do with the other, aimed at autonomy and local strengthening, guiding the growth process in a unique way, developing projects that take into account the demands, thus respecting the characteristics specific to each region.
The consulting work that NGOs intended to maximize your results using the systemic model of Strategic People Management.
We had the opportunity to design a specific program based on our methodology of Strategic People Management, for we recognize that this is the methodology of greater impact on the overall performance of the institution. It is a proven methodology, highly effective and that was absolutely able to meet the objective of this project.
As the main contact for this development was initially indicated the administrative manager of this NGO and later followed this contact with the President because the chosen methodological tool requires the involvement of the strategic level of the organization.
Driving this development started from meetings with the President, Directors, analysts and engineers, comprising panels (called by our panels expert consultants) as part of the methodology, which involved in-person meetings with those involved in each particular step in thereby generating a value chain that helped this NGO in achieving results.
The diagnosis of this project had an initial meeting with the institution's manager, who described in a presentation the structure of the NGO.
In this first presentation, deficiencies were noted in the description of the activities of the Institute, is reported as the primary need an alignment of the description of the profile and the composition of manageable goals. It was also mentioned a difficulty in establishing business goals and reporting flow.
previous projects were also mentioned not completed and cited a blurring of positions, because this NGO conceived operation for positions, and not by function, which caused rework and difficulties in measuring results.
In this consulting work it identified that the NGO had adopted a practice of execution of activities defined by position, not by function, although several members of its management team to exercise more than one function, though not described with adequate precision to the aggregation business value.
Also found that although there were documents already drawn up for job descriptions, they did not know to use them with strategic and managerial value.
After this diagnostic phase, was elected the following needs of the Institute:
- The results fell short of the desirable and the Strategic Management Model of Persons maximize the results, because through it the management of the performance of the NGO would be held by the People Performance Management;
- A description of existing functions did not reflect reality and did not meet the customer's needs;
- The organization chart did not reflect an appropriate functional running the business;
- Customer lacked adding activities script chain value.
The scope of this project then was the development of a systemic model of Strategic People Management, which allows an ideal environment in the Institute of Value Chain that is generating results, with performance monitoring of people in order to maximize results.
After the diagnosis, the team of consultants, after transforming the activities described and identified on aggregative targets value for the Institute, presented and received customer approval to recommend the following actions:
- Creating a system model Institute of performance management through the performance management of people;
- Creating a systemic value chain between all departments and all functions to generate results;
- Creating a systemic value chain of achievement of performance objectives defined in cascade and panel and framed in their activities that generate results of each function;
- Redesign of the Organization Chart (Generating Business Value Chain);
- Redesign of the functions (activities that generate income, 3 to 6 per person);
- Model Technical skills (technical skills, 6 to 10 per function);
- Model of Behavioural Skills (behavioral skills, 6 to 10 by function).
After finishing this consulting work in this NGO, the PWA Consulting achieved its goal as planned deliveries were made in full without any distortion or missing items. It was also noted that the client demonstrated understanding of the tool from the methodology adopted and dirimiu your questions in about 20 additional hours of meetings, phone calls and guidance by email.
the following deliveries were made:
• value chain reorganization;
• organization chart Redesign oriented value chain;
• Redesign of Client functions in the value chain;
• Election and analysis of basic skills;
• conceptual tool Training (workshops);
• Training of the continuity of methodology to you.
The tool is complex to understand in the Institute, but this advice to PWA had the opportunity to pass on this knowledge to you.
You also understood and demonstrated, the final delivery of meeting this consulting project, which considered this very interesting methodology and truly creates value to the NGO as a whole, and noted that could be further explored and applied this methodology is considered a long space dedicated to this application, given its complexity and this being the first time they were exposed to this level of challenge.
In this sense, the PWA has chosen to devote more time than suggested in the initial scope at no charge to the customer, and thus ensure that the project was delivered within the planned scope, meeting all customer needs to understand the application of this methodology.
You became aware that the deliverables of this project will require rigorous application of this model, maximizing the results of the NGO through the Institute of performance management through the Strategic People Management.
Cost Efficiency Project
The PWA has drawn up a project company with operational inefficiencies and high costs of frame motivated by lack of investment, poor management, cost disadvantages and accumulations of tax losses.
The solution was to structure reorganization and tax planning, with change of tax regime, implementation of new technologies, planning and financial planning through cash rationing and adoption of strategies for settlement of administrative and non-operating liabilities.
For a year and a half, the PWA participated in the implementation phase with the line managers of the company, succeeding in recent results.
Non-operating costs identification to support Bidding Process - Integrated Business Solutions
The consultancy developed by PWA attended a private company, whose name or business name are not revealed by ethical issue, which is engaged in the provision of professional supply complete solutions for equipment and engineering services for industrial process automation , training, maintenance, service, repair, trade, import and export of industrial products.
The asker organization has the expertise in serving companies in the areas of industrial production, such as chemical and petrochemical industries; steel mills; paper and cellulose; electricity; automotive and food industries.
Noteworthy is the development of industrial automation system.
The scope of work was to assist the consulting organization in the preparatory phase of a bid the best price and technical modality in the development of an industrial automation system to a petrochemical company.
This required that the contracted consultant should make an study of scenarios that would be faced by the consultant organization in relation to non-operating costs, seeking the best alternative to lower expenses and to minimize future litigation.
The tools used for the study occurred with footstool local law and legal understanding of the State Court and High Courts for the purpose of giving greater security to the development of the activity, as well as the impacts detachment of its employees or the constitution a physical location for the execution of work, especially in the deployment phase, since there is need for different acceptance testing and maintenance, which is not possible to remotely.
Indeed, the expertise that focused on the development of the consulting work were legal in matters: tax, labor and corporate law; RH; financial.
In the consultancy provided by PWA, it was observed the labor issue, regarding the impacts of displacement of employees to the place of establishment of the bidding company for the eventual development of the system and his maintenance when deploying.
The consultancy also made a short study of the need to establish a subsidiary in the place of the bidding company.
Initially, the consultancy has analyzed the social contract of the consultant company, in order to ensure the possibility opening branch.
Immediately thereafter, he studied the advantage and disadvantage of the opening up of a subsidiary in the place of the bidding company.
Finally, after analyzing the above skills, financial advisory measured the costs of each project component.
With the report of the scenarios for each area, there was an internal meeting between the consultants who participated in the project in order to discuss and present to the client the result of the assignment, with the best the lower non-operating costs.
Through this project the work was considered a success, in that the consulting organization won the bidding and performing the contract safely without it having unexpected, reaped any non-operational risks through consulting.