subject: Sebrae/rj Implements A Bpm Office [print this page] By the middle of 2009, SEBRAE from Rio de Janeiro assessed itself in order to identify which would its real needs be in face of sector demands that had been increasingly growing, becoming evermore complex and also exceedingly bureaucratic. As a result of this self-assessment, the two main pillars of the company that needed to be optimized were identified: supporting departments (communication, administration, auditing, ombudsmen unit, planning, etc) and business departments (projects and processes). They needed to be improved so they could be faster, and a structured workflow, which would eliminate existing bottlenecks in the processes the company used to run until then, was to be made possible.
At first Supravizio was implemented in SEBRAE/RJ's Help Desk. The system managed to lessen bureaucratization in processes that had been controlled over spreadsheets and parallel tools. These processes were automated, and the execution of each activity was then standardized, registered and controlled fast and safely. As the results obtained from this initial experience were overwhelmingly positive, other departments started to have their activities optimized through workflow management as well, making it easier for managers to make decisions, eliminating processes that used to be generated through e-mails, phone calls or in person and didn't have any deadlines set beforehand. When I started working at SEBRAE/RJ, in 2008, processes were really bureaucratic and there wasn't a workflow. The same task was executed by each person in a different way, and that meant a lot of bureaucracy and redundancy, Marcelo Lima, IT manager at SEBRAE/RJ, comments.
Considering the good results obtained with Supravizio, the company kept an eye on the growth of the tool, which started bundling together other functionalities. In 2010, realizing the need to review its business models and map its processes, the company implemented the BPM office. When we implemented Supravizio, we had no idea, at least firstly, that the tool could be used with other purposes and would in fact be more useful. With the results we've had at Help Desk and the need to redraw our business model, expanding the use of the tool was important for the automation and optimization of working at large, Marcelo explains.
According to Marcelo, from the moment a BPM office is implemented the company will have full control over executed activities and will be able to monitor the development of every process, besides being capable of establishing priorities and requirements in accordance with the standard for such activities. According to him, the BPM office might still be seen as a maturing affair, once it's not possible to measure its results just yet; work optimization, though, is something to highlight. Work has gotten much easier, that's for sure. What we are looking into right now are how we can continually improve our processes by comparing current indicators with previous ones and also by listening to feedback from our users. We intend to expand the use of the BPM office to other departments in an organized way, bringing all the integration the tool can provide through the automation, standardization and control of processes, giving the user the support it needs, not to mention the speed and efficiency in the services we offer, Marcelo concludes.
