Month: October 2019

João Currito

Partner

João holds an Industrial Engineer degree from FCT-UNL in Lisboa. He has more than 20 years of experience with business development, Business restructuring, Supply Chain, Logistics, Strategy, Operations, and Change Implementation.

Has led complex implementation projects driving business changes and transformation in multiple businesses and technology sectors in the Americas, Europe and Africa.

He has a passion for making things work, and engaging people to achieve that goal.

João is a father of three, a traveler and multiculturality fan.

Pedro Mendes

Partner

Pedro Mendes holds a degree in Public Relations and Advertising with a specialization in Marketing Research from ISEG – ISEC.

His experience of more than 15 years has diversified across areas such as Marketing, Business Management, Product Development in technological areas, Software development and Business Intelligence.

For the past 5 years, he has been involved in implementing complex transformation programs in specialized operations, process efficiency and digital transformation.

In this experience he has been leading organizational change processes preparing the structures of organizations to meet new business contexts and targets.

José Pastor

Partner

José holds a degree in Mechanical Engineering from Instituto Superior Técnico, in Lisboa. With a major specialization in aeronautics, he holds a postgraduate degree in Aeronautical Infrastructure Management at ISEC and the Executive MBA – Management for Aeronautics at ISEG-ISEC.

He has over 25 years of working experience in business consulting in multicultural environments, working with multiple multinationals companies, having acquired extensive management experience implementing complex organizational solutions.

For the past two years, he has also been working extensively on innovation and digital transformation projects, and also collaborating as a guest facilitator at Porto Business School.

Jose is a compulsive reader, travel lover and father of two.

PMO – Experience and Customer Service

Context

The need to enhance the quality of the passenger experience at the airport led to the improvement of a wide range of processes, flows and operating practices with a view to improving punctuality, and “left-behind” luggage. The ultimate goal was an upgrade in the Airport’s positioning in the world ranking.

Approach

Forty-three initiatives across six different working areas were defined for the entire airport operation. These involved four stakeholders: The Airport Authority, the airlines, the ground handlers and the Immigration and Borders Service (SEF). A PMO was set up to monitor all of the initiatives and a governance model involving the four entities was implemented (this is the first time ever that these entities have joined forces to address mutual issues).

Results

Over a 12-month programme, significant institutional cooperation between the four entities was achieved at the highest level. Significant tangible results were achieved, as can be seen from the figures below:

  • 43%

    year-on-year reduction in baggage left behind

  • 28%

    increase in airline punctuality

Increasing Lab Productivity

Context

Pharmaceutical company employing more than 200 analytical Chemist, running tasks and analytical methods with a high percentage of manual recording, duplicated tasks, not standardized and with significant variance. Growing regulatory demand for the recording and auditing of laboratory activities, requiring an efficient and productive way to comply with regulations, while optimally increasing lab productivity.

Approach

A Business Review was conducted and led to the opportunity of implementing an Electronic Notebook on QC and R&D Labs. ELN/LES Vendor was selected, and the solution integrated with the ERP and LIMS. A team was set up to configure around 1,200 methods. An implementation plan was drawn up to enable the staggered introduction of the solution worldwide.

Results

Over the program, significant standardization and streamlining of lab processes and analytical methods were achieved, resulting in the following benefits for the business:

  • 20% productivity improvement on Quality Control Labs
  • High level of standardized lab procedures across QC labs
  • Significant risk reduction

  • 20%

    productivity improvement on QC and R&D Labs

Increasing the Leadership Capacity of Third-Level Leaders

Context

After noticing the existence of communication and management gaps from the top to the bottom of the organization, the company decided to assess the leadership skills of middle managers (supervisors, engineers), and implement a capacity-building programme, in order to improve performance, compliance with security requirements, behaviour and attitude.

Approach

The methodology used for the assessment included meetings with the individual managers, surveys, DILOs (Day in The Life Of) and daily meetings effectiveness. The leadership gap was identified. A skills development programme was initiated based on “learn by example” (case studies), on-the-job skills development and a three-stage coaching plan. An individual plan was drawn up for each manager and their progress was assessed and compared to the plan at each stage, allowing corrective action to be taken whenever necessary.

Results

The programme was initially implemented for 42 third-level leaders and 83% of the goals defined in the overall skills development plan were successfully achieved, resulting in an average 15%-20% increase in leadership skills.

 

  • 83%

    of the initiatives were successful