focus - falconi | consultants results · b - lh activity (iu/l) i = lh activity (iu/l) 0 10 20 30...
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Focus
Methodand System
Structure and Management
Method(Analysis)
Improvements Stability
Knowledge
MajorFactorsCONCEPTS
FOCUS
METHOD
PRACTICE
LEARNING
1
2 3 4
5 6 7
8 9
10
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ClientSatisfactionIndicators
Organization´sProcesses
EmployeeSatisfactionIndicators
FinancialPerformance
Indicators
SocietySatisfactionIndicators
Figure 1.1: Model of an organization's main measurements.
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(Figures in thousands of Reais)
Net receipts
( = ) Operating cash flow
Cash
19.513 10.981 - 2.177 13.824 21.489 17.660 28.747 196.887
1.309.799 87.214 88.506 90.806 88.879 106.943 105.651 102.217 1.152.788
EBITDA 273.086 9.373 14.836 13.281 18.497 25.273 24.286 22.909 240.806
(+/-) Working capital
Current assets
Current liabilities
( - ) Net interest expenditure
( = ) Cash flow financing
( = ) Dividends
( - ) Net loan increase/reduction
- 1.840 - 6.744 10.302 - 4.756
27.346 - 2.604 - 9.983 - 8.487 - 6.760 - 6.239 3.844 - 32.409Accounts receivable (Clients)
Inventory
Tax credit
Accounts payable (Suppliers)
Taxes
Loans
( = ) Free cash flow
Loan payments
Social security contributions
Client advances
( - ) Capital expenditures (Capex)
( +/- ) Other
( - ) Profit tax and social contributions
- 4.890
1.944
- 6.985
- 8.075
- 386
1.477 1.750 - 16.402 - 1.899 2.334 427 2.445 - 762
- 1.171
- 5.908 - 2.091 1.597 - 6.021 - 464 - 357 - 338 - 16.532
- 196
- 1.335 1.599 - 51.479 - 10.179 1.458 - 21.240 1.662 - 83.844
274 1.058 - 14.729 126 124 - 1.531 - 16.821
82 353 21.350 1.621 190 60.190 2.535 94.250
- 8.026
- 6.610
440.615
185.801 198.705 211.559 158.962 147.876 241.967 238.511 267.389 267.389
12.904 12.854 - 52.598 - 11.085 23.073 - 3.456 28.878 81.587
1.873 - 50.421 - 24.909 1.584 - 21.116 131 - 100.666
- 14.634
- 79 - 20.291 - 16.350 - 64 - 60.065 - 4.066 - 111.071
- 7.945
- 17 2.568 674 - 265 688 - 2.230 - 5.163
- 2.732 - 1.102 - 1.199 - 3.233 - 2.290 - 2.931 - 29.735
275 1.235 - 1.328 165 156 - 757 3.581
- 575 2.849 4.099 - 482 1.493 - 653 9.448
1.451 - 12.318 3.538 2.017 2.076 1.035
252 27 - 215 - 22 - 105 - 30 1.750
12.267
1.887 3.754 7.036 4.942 - 401 6.488 25.903
17.416 985 - 18.520 1.872 178 - 4.668 11.337 7.511
24.401 - 466 - 6.202 - 1.665
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...2008 Jan Feb Mar Apr Oct Nov Dec 2009
Table 1.1: Example of Free Cash Flow (Budget)
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METHOD
TECHNICALKNOWLEDGE
OF THE PROCESS
LEADERSHIP
Figure 2.1: Model of the Factors that Guarantee Results.
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Leadership
Reach goals
With the team
Doing things right
LEADER´S AGENDA
1. Set goals based on gaps2. Promote the team´s mastery of the method3. Promote the team´s acquisition of technical knowledge about the process
1. Recruit2. Train3. Inspire4. Coach5. Promote meritocracy6. Budge people out of the comfort zone so that they can develop7. Make an honest, constructive performance evaluation8. Dismiss when necessary9. Have a system of incentives aligned with the goals
1. Promote a unified culture2. High-performance culture3. Facts-and-data culture4. Intellectual honesty culture5. Facing facts culture6. Alignment with the company´s values
Figure 2.2: Model of the Leader's Agenda (Leadership Content), based on the definition of leadership.
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AverageEBITDA
y
Goal
Average(Goal)
Diametery
A GOOD problemis one raised inrelation to the
goal.
A BAD problemis one caused by
deviations from theRoutine (standards).
Figure 3.1: Model of the two types of problems.
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P
DC
A
Figure 3.2. PDCA Method Model.
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ChronicAnomalies
1) New goal to be maintaned2) New standard
AddressingAnomalies
Organization´sResults
ImprovementGoal
A
A
C
C
P
S
D
D
IMPROVEMENT OFTHE ORGANIZATION´S
OPERATION
ORGANIZATION´SOPERATION
Figure 3.3: Model of the PDCA method used for ensuring consistency in an organization's operation and improvement.
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PolicyManagement
ProjectManagement
StrategicManagement
RoutineManagement
Products
A
C
P
D
A
C
S
D
A
C
P
D
A
C
P
D
1) New goal to be maintained2) New standard
Long-termImprovements
YearlyImprovements
Operation
Figure 3.4: Model of the PDCA method used for operating an organization and for improving its operation (including long-term and yearly improvements).
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Figure 3.5: Management System Model.
R E S U L T S
POLICY MANAGEMENT
~5 years
1 year
1 day
Policies
Actions
Objectives
Yearly Goals
Improvements Innovations
Daily Work RoutineManagement
STRATEGIC MANAGEMENT
ImprovementsManagement
InnovationsManagement
Ope
ratio
n´s
Impr
ovem
ent
Ope
ratio
n
PROJECTMANAGEMENT
STANDARDIZATION SYSTEM
Six Sigma Black Belts
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(25)Figure 4.1: Rummler's three performance levels.
ORGANIZATION
PROCESS
OPERATION
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PROCESS
Product
ValuesAdded
Op
erat
ion
ð
Figure 4.2: Models of the “Operation” and “Process” concepts.
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A
C
P
D
2. DESIGN - The organizational structure, processes, and operations need to include components that are
necessary and configured in suchway as to ensure that the goals
will be achieved.
1. GOALS - Each organizational levelneeds to establish goals that translate
the organization´s needs.
3. MANAGEMENT - Each of the threelevels requires method to ensurethat goals are kept current and
are being achieved.
Process 1
Process 2
Process 3
MARKET
Products
10
20
30
40
50
(25)Figure 4.3: Rummler's three performance needs.
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OrganizationGoals
OrganizationDesign
OrganizationManagement
ProcessGoals
OperationGoals
OperationsDesign
OperationsManagement
ProcessDesign
ProcessManagement
Organization
Operations
ProcessesThe threelevels of
performance
The threeperformance
needs
Goals Design Management
Figure 4.4: Rummler's nine performance variables.(25)
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Director
Manager Manager Manager
Supervisor SupervisorSupervisor
GOAL
Increase EBITDA by 15 percent a year
Increase the production line´sOVERALL EFFICIENCY from 68percent in January to 74 percent
by December
Reduce IDLE HOURS for lackof raw material from 32h/month
in January to 16h/monthby December
Figure 4.5: Structural model showing the deployment of a goal.
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President
Supplies andLogistics
ProductEngineering
Industrial Sales
Clients
Neighbors
Employees
Shareholders
Departmental Management
STAKEHOLDERS
Quality
Costs
Delivery
Safety
Environment
Etc.
FunctionalCommittees
Fun
ctio
nal M
anag
emen
t
Figure 4.6: Organizational chart showing the relationship between Functional and Departmental Management.
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Cause
CumulativePercent
100%
Fre
quen
cy
Equation for regression: y = 4.54 + 0.18xCorrelation coefficient: r = 0.84 (P < 0.001)
b - LH activity (IU/L)
i = L
H a
ctiv
ity (
IU/L
)
0
10
20
30
40
50
50 100 150 200 250
INFORMATION
INFORMATIONANALYSIS
KNOWLEDGEMaximum yield is obtained if temperature
is kept between 80ºC and 90ºC, andagitation at 500 rpm!
Analysis Conclusion
Figure 5.1: Knowledge extraction from information and attendant new results (part of the Cartesian method).
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Figure 5.2: Use of models for understanding complex systems.
ANALYSIS
A complex
reality
situation
(Problem)
Target(System) Models
Observer(Analyst)
SYNTHESIS
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Functional Analysis,Problem, Target, and
Goal Identification
SYSTEMSTHINKING
FUNCTION
STRUCTURES
PROCESSES
CAUSES
ACTIONS
Phenomenon Analysis
1. Vertical2. Horizontal
Identification ofSpecific Problems
Process Analysisof each Specific
Problem
Establishment ofan Action Plan for each
Specific Problem
ò
ò
ò
ò
Figure 5.3: Model of a Planning Simplified Process.
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Top Management (Policy Management)
Technical staff (Routine Management)
Major Problem (Y)
Specific Problems (y)
Functional Analysis
Phenomenon Analysis
Specific Functional AnalysisPreparation for
the Analysis of Specific Problems
Process Analysis
Specific Phenomenon Analysis
Structural Analysis (Vertical)
Process Flow Analysis
(Horizontal)
Analysis of the major problem's indicator, how it varies, how it compares with other results (gaps), which result can be expected (goal).
STRATIFICATION - Breakdown of the Major Problem into several Specific Problems and prioritizing at each stage. Assessment of the gaps at each stage and establishment of intermediary goals.
Analysis of the specific problem's indicator, how it varies, how it compares with others, which goal may be established, etc.
Analysis of how the problem occurs; if a crack happens on the right or on the left side; if it is linear or askew; in front or in the back, etc. This analysis aims at getting clues for detecting the cause(s) at the next stage.
This is the final stage, at which we seek for the specific problem's cause, for a relation between y (the problem) and x (cause) or x (causes).i
Figure 6.1: Model of the General Method of Analysis of a Higher Administration's Major Problem.
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Average
(-)Invoices with a
Negative Margin
(+)Invoices with a Positive Margin
Figure 6.2: Histogram showing the distribution of the sales yield variation.
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EBITDA Margin
Gap
A B C D E D X
Figure 6.3: Model showing a comparison of EBITDA Margin indicators between company X and other companies in the world.
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Interviews - Gathering of available information about
the “Target”
Stratification
Gathering of Information
Prioritizing (Select the most important
issues and return)
Figure 6.4: Model of the Phenomenon Analysis Process.
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Fixed Operating
Costs
Overhead Costs
Variable Operating
Costs
Operating Costs
HighCost
Indirect Variable
Operating Costs
Direct Variable
Operating Costs
Figure 6.5: Diagram of the initial stratification of the organization's costs.
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Indirect Variable
Operating Costs
Direct Variable
Operating Costs
Fixed Operating
Costs
Overhead Costs
Variable Operating
Costs
Operating Costs
HighCost
1 2
$ billions
Goal = $ 300 millions
Figure 6.6: Initial costs stratification and prioritizing.
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ORGANIZATION (System)
Value Chain (Processes)
Support Processes
Administrative Processes
Rel
atio
nshi
ps
Organization's Final Indicators
(Functions)
Figure 6.7: Model of the General Map of an organization's processes.
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Execution ofarrest
warrant
Detention ina PenitentiaryTrialInvestigation
Custody Facility
In flagrante arrest
Crime occurrence
Stock of crimes not booked in
flagrante delicto
Stock of unconvicted
prisoners
Stock of filed
cases
Stock of pending
proceedings
Stock of convicted at large
Bottleneck
Figure 6.8: Example of a horizontal analysis.
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USL
LSL
Average
Diametery
Average
Specification
Diameter
LSL USL
Figure 6.9: Functional Analysis of the variability of y (bottle's diameter). (LSL = Lower Specification Limit; USL = Upper Specification Limit.)
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Specification
DiameterLSL USL
Average
Diametery Average
UCL
LCL
LSL
USL
Figure 6.10: Functional Analysis of variability of y (bottle's diameter). (UCL = Upper Control Limit; LIC = Lower Control Limit.)
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Diametery
Average
LSL
USL
Specification
Diameter
LSL USL
Average
Figure 6.11: Functional Analysis of the variability of y (bottle diameter). (LSL = Lower Specification Limit; USL = Upper Specification Limit).
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Determination of the specific problem's new target and evaluation
of the most appropriate kind of solution
Brainstorming session with people with knowledge of the Target
Determination of the most probable causes (hypotheses)
Determination of the gaps of information and data collection
Testing of the most probable causes (hypotheses' verification)
Consistency Testing
Figure 6.12: General Method of Process Analysis.
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Causes - Independent variables
Problem (Dependent
variable)
Suggested causes+
Probable causes (hypotheses)
Figure 6.13: Model of the Ishikawa Diagram (or, Cause-and-effect Diagram), which shows the relationship between variables.
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Dependent variable
y = a + bx
Independent variable
x
a
y
b
{
Figure 6.14: Chart model showing the correlation between problem y and hypothesis x.
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Assessment of the relationship between a Target's dependent
and independent variables
Design ofExperiments
There is no historical database
Multivariate Analysis
There is a sufficient historical database
Is there a database?
(FASTER) (SLOWER)
Figure 6.15: Model showing how to choose between available statistics tools.
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0 0 0
0 0 0 0
< 3
< 3 3 to 6 6 to 9
Duration of Projects (in months)
37
10
20
30
40
2
4
2007
2008
6
8
10
Num
ber
of C
ompl
eted
P
roje
cts
Num
ber
of C
ompl
eted
P
roje
cts
13
2
9 to 12 12 to 15 15 to 18 >18
3 to 6 6 to 9 9 to 12 12 to 15 15 to 18 >18
7
9
21
Figure 6.16: Duration of projects as managerial and analytical experience increases (Charts by courtesy of Suzano Papel e Celulose).
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New information analyzed
Gathering of new information
Analysis - New knowledge
gaps, needs
Realignment of the problem (Target)
(Clients)
Analysis discussion: answers, viable
proposals
Need for new information
Participation Cycle Analysis Cycle
TARGET
(3)Figure 7.1: Model of a target-centric approach.
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Resources
Market
Competition
Capital
Raw Materials
Technology
Human Resources
Organization
Environmental Influences
l Governmentl Economyl Culture, etc.
(25)Figure 8.1: Model of an organization as an adaptable system.
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Special ProjectsOperating Indicator
A B C D E
Different Departments
Best Practices
Operating Indicator
Different Departments
A B C D E
Figure 8.2: Model of the two improvement mechanisms.
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FOCUSON
SALES
FOCUSON
COSTS
FOCUS ON EMPLOYED
CAPITAL
Value Generation
Volume
Mix
Prices
Returned Products
Overhead
Operating
Net Operating Revenue
Costs
WACC
Employed Capital
Operating Profit
Cost of Employed
Capital
Fixed
Variable
Figure 8.3: Simplified model of Value Generation in an organization(WACC = Weighted Average Cost of Capital).
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Company's Management Infrastructure
Human Resources Management
Marketing, Sales, and R&D
Accounting, Finance, and Purchasing
Entrance Logistics
IndustrialOperations
Distribution Centers
Exit Logistics
Client Services
Profit
Support Activities
Primary Activities
A
Company's Management Infrastructure
Gerenciamento de Recursos Humanos
Marketing, Vendas e P&D
Accounting, Finance, and Purchasing
Logísticade Entrada
OperaçõesIndustriais
Centros deDistribuição
Logística de Saída
Serviçosao Cliente
Profit
Support Activities
Primary Activities
BSTATIC
DYNAMIC
Company's Management Infrastructure
Gerenciamento de Recursos Humanos
Marketing, Vendas e P&D
Accounting, Finance, and Purchasing
Logísticade Entrada
OperaçõesIndustriais
Centros deDistribuição
Logística de Saída
Serviçosao Cliente
Profit
Support Activities
Primary Activities
C
DINÂMICO
STATIC
Operating Costs
FixedCosts
Variable Costs
Overhead Costs
Figure 8.4: Model of the Nature of Costs.
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BEFORE AFTER
Jun/08
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Follow-up of the Actions' Execution
Per
cent
age
of A
ctio
ns E
xecu
ted
Jul/08
1%
7%
23%
57%
73% 73%
Aug/08 Sep/08 Oct/08 Nov/08 Dec/08
Actions Completed
Change of Management
Figure 8.5: Effect of the change of leadership on the execution of actions (By courtesy of Suzano Papel e Celulose, São Paulo, Brazil).
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Unsatisfactory < 40%
P D DSC CA A
Fair > 40 < 80%
10%
1 2 3 4 5 6 7 8 9 10 11 1213 14 1516 17 18 19 20 21 22 23 24 25 26 27 28 29 30
20%
30%
40%
50%
60%
70%
80%
90%
100%
Objective
Unsatisfactory
Satisfactory > 80%
}
}
Figure 9.1: View of the results of a process's Routine Management Diagnostic.
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Performance
Daily WorkRoutine
Management
Level 3 Evaluation - Processes
PDCA SDCA
Plan0%
20%
40%
60%
80%
100%
Do Check Action Standard Do Check Action
Evaluated Processes
Plan 40%
45%
62%
24%
73%
56%
54%
25%
Standard
Do
Do
Check
Check
Action
Action
PDCA
SDCA
Performance
48%48
40 45
62
24
Level 1 Evaluation - System Level 2 Evaluation - Subsystem
Evaluated System 100%
80%
60%
40%
20%
0%DRM
PerformanceEvaluated Subsystems
Management for Improving
(PDCA)42%
51%
DRM
PDCA SDCA
4251
0%
20%
40%
60%
80%
100%
Management for Maintaining
(SDCA)
73
56 54
25
Figure 9.2: Summary of Routine Management Evaluations (DRM = Routine Management).
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Check local leadership conditions
Overall Result of the Routine Management Diagnostic
Level of Achievement
of sector goals
Investment on Routine Management and basic
notions on Problem Solving
Investment on Routine Management
IDEAL
70%
70%
100%
100%0
0
Investment on Policy Management,
Functional Management,
Technical Knowledge, and PDCA
(Green and Black Belts)
Figure 9.3: Model of a final evaluation of an organizational sector's managerial development.
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Activities Evaluated
1. Problem Identification
2. Analysis of a Problem's History
3. Problem Deployment
4. Identification of Responsibilities
5. Data Collection
6. Data Analysis
7. Assessment of the Occurrence's Site
8. Definition of Causes
9. Prioritizing of Causes
10. Action Proposals
11. Prioritizing of Actions
12. Preparation of an Action Plan
13. Training and Qualification
14. Actions' Execution
15. Presentation of Results
16. Evaluation of Results
17. Addressing Deviations
18. Standardizing of Improvement Actions
19. Assessment of the Improvement Cycle's Effectiveness
20. Standardizing
21. Training Planning
22. Audit Planning
23. Training in Standards
24. Compliance with Standards
25. Standards Auditing
26. Monitoring of Results
27. Evaluation of Results
28. Identification of Anomalies
29. Addressing Anomalies
30. Identification and Prioritizing of Chronic Problems
Table 9.1: Activities evaluated for a Routine Management Diagnostic.
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Internal KnowledgeExternal KnowledgeConsultantsSpecialistsLiterature
Operational TrainingCertificationSupervisionOn-the-job TrainingAuditing
P
DC
A
Information, Facts, and Data
1
Technical Knowledge
2
Operation
4
BestPractices
3
Goal
Analysis
NewKnowledge
Plan
Execution
Checking
Standardizing
Figure 10.1: Model of acquisition, development, and consolidation of knowledge in an organization through the method.
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Maximum knowledge level attainable
Mental Potential
Curve
Actual knowledge acquisition
curve
Death
Amount of Knowledge
Life Span
M
R
(4)Figure 10.2: Model of Maslow's Mental Potential concept.
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Source ofKnowledge
Demand
Mental Potential Motivation
CoursesConsultants
BooksTravels
Conversations, etc.
1. Goal2. Rotation
Preventive Action
“Learning Pace”
“Level of Preventive Mental Health”
l Self-actualizationl Esteeml Belongingness and lovel Safetyl Physiological
2
1
3 4
}Figure 10.3: Model of the Learning Process in an organization.
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Nonexistent Knowledge
Existent acquired knowledge
Knowledge
Results
EASY
DIFFICULT
Existent knowledge in the company
Figure 10.4: Model of the stages of incorporation of knowledge in a company.
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Conceptual
Less Complex
More Complex
Models
Descriptive Descriptive Normative
Physical
DeterministicLinearStatic
Solvable
StochasticNonlinearDynamic
Simulative
(2)Figure A.1: Model hierarchy according to Clark (on grey background: models of greater interest for analysis).
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Home Model
Earth Globe Model Plane Model
Figure A.2: Examples of Physical Models.
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Adjusted Model
Mathematical, Conceptual, or
Algorithmic Model
y
x
CHART
y = f(x)
TREE DIAGRAM
Satisfied Clients
GoodFood
Quality Ingredients
Good Recipes
Prompt Service
Professional Waiters
Cheerful Atmosphere
Attractive Decoration
Proper Table Setting
GoodService
Pleasant Environment
MATRIX
Entities and Entity Owners
PackagesHead-
quarters Plants LogisticsRegional
Board ResaleArgentinaVenezuela
Others Inactive
Northern Associates
Southern Associates
Commercial
Manoel Carmo Bretas BretasAdoniran Adoniran FreitasFraga Laerte Laerte
Personnel Package
SalariesCommissions/PrizesIndemnization/Advance NoticeDirect Charges/ProvisionsAllowancesBoard of DirectorsTransportationWorker's Meal ProgramOthers
Third Parties Package
OutsourcingSecurityEtc.
RELATIONSHIP DIAGRAM
Figure A.3: Examples of Conceptual Models.
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Figure A.4: Example of a Deterministic Descriptive Conceptual Model.
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Chronologic Model
StructuralModel
Geographic Model
Collateral Model
Submodel
Generic Model
Figure A.5: Schematic opening of a model.
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Stocks
Detention PenitentiaryTrial
(Judiciary)Investigation CustodyArrestCrime
Crimes not booked in
flagrante delicto
Unconvicted prisoners
Filed cases
Pending proceedings
Convicted at large
Bottleneck
Figure A.6: Model of the Crime Repression System of a State (Generic Model).
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Temporary Detention
Definitive Detention
PoliceTemporary Detention
Custodional Regime
Noncustodional Regime
Parole Regime
Release from PrisonRelease from Temporary Detention
Figure A.7: Submodel of the crime repression system, showing the penitentiary system in greater detail.
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Planning and Operational Integration
IntelligenceEducation and
Prevention Programs
Technologic Modernization
Military Police Chief
of Staff
Police Chief
Strategic Management
Legal Counsel
Public Security Institute
Security Department
Figure A.8: Structural Collateral Model of a crime repression system of a State.
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Public Security Integrated Areas and Municipalities Involved
Source: ISP/Secretaria de Segurança Pública do Estado do Rio de JaneiroElaboração: CESeC/UCAM
Figure A.9: Geographic Collateral Model of a crime repression system.
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Crime Repression
Process
Crime
Arrest
Custody
Investigation
Trial
Imprisonment
Average Period of Time (qualitative / figurative)
1
2
3
4
5
6
Figure A.10: Chronologic Collateral Model of a crime repression system.
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Communication
Social
General
Statistic
Chronologic
Spatial
Hierarchic
Matrix
Network
Relationships
Lists
Curves
Profile
Process
Simulation
Comparative Models
Characteristic Forms
Generic Models
Equations
Econometric
Figure A.11: Families Relationship Model.
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Yearly consumption
Time
Finite exhaustiblegood (Oil)
Planted area
Time
Permanent finite good (Land)
Figure A.12: Curves as conceptual models of goods' utilization.
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y
x
y = f(x)
?
Figure A.13: Curves showing the theoretical model (dashed line) and the adjusted model (solid line).
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Figure A.14: A Spatial Characteristic Form Model.
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Tree Diagram
MECE - Mutually Exclusive and Collectively Exhaustive
A) ME - Is there any overlapping?
B) CE - Are there any gaps?
Target or
Problem
What
What
How
How
Figure A.15: Conditions for constructing a Tree Diagram.
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Figure A.16: Matrix Relationship Model (Matrix Diagram).
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Figure A.17: Network Relationship Model.
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Actual problem
Models
Knowledge
AnalysisSynthesis
Simplifies
UnderstandsInterpretsCalculatesSimulates
Computational Model
Mathematical Model
FinalModel
Interaction Information
Figure A.18: Model of the analysis and synthesis process based on the use of models.