|
 |
DNPM: Process redesign and a
new governance model
The challenge
DNPM, the Brazilian National Department of Mineral Production, is responsible for fostering the identification and exploration of mineral resources, supervising geological and mineral exploration, overseeing the development of mineral technology, and monitoring mining activities throughout the Brazilian national territory.
In order to expedite the mining concession process (which was taking around 2 years to be completed), DNPM decided to start a modernization program. The main challenge was to transform the concession process in an agile, transparent and effective service, available through the Internet and supported by geo-reference technologies, simultaneously solving the problems created by the gradual loss of qualified technical staff and the inadequacy of the existing organizational processes.
The solution
To help DNPM achive its organizational goals, Memora, working along with FIA/USP and IDS-Scheer, participated in two distinct projects.
The first project focused on the modernization of the mining concession processes, leading to the adoption of a more transparent and agile framework for research and granting of mining claims. The second project comprised the review of the additional organizational processes, including strategic planning and governance. A new governance model was proposed by the consulting team, along with updated human capital management policies and a knowledge management plan.
Memora's role in these projects consisted in providing expertise in project management, strategic management, process management, human resources and competence management, to ensure that the new governance framework successfully supported the organizational goals.
The benefit
The strategic components of DNPM were reviewed and redesigned, and new process models are being currently implemented. Concrete benefits are already being perceived and measured, including:
 Significant reduction of the time for granting geological survey authorizations, from 60 days to 1 working day;
Elimination of unpaid debts in the concession process;
Ability to relocate technical staff, resulting in increased revenue;
90% decrease of document handling as a result of digital document capture and certification tools.
Improved organizational learning processes, as staff started to have access to critical organizational resources via Internet.
|
|
|
