PEX has already conquered 96.70% of adhesion in its pilot project in the company’s Head Office operation
Bringing clients closer; Standardization of processes; Leverage results and Recognition of commitment and Excellence of the work of employees. These are some of the topics that guide the PEX (Total Excellence Program), which has been implemented at Total Express and generates extra income for the collaborators. It is a process management model used for evaluation and motivation in which it is possible to measure numerically the productivity of the teams and promote a healthy environment of competition between the areas of the company.
Led by the Manager of Projects, Processes and Quality at Total Express, Juliana Schneider, PEX was launched in August 2020 and in such a short time has already achieved 96.70% adherence in its pilot project located in Total Express Headquarters hub. The program uses training, preparatory audits and gamification to engage the employees who work in the main operational hub of the Headquarters, located in Barueri.
“With PEX, we show that Total Express increasingly values quality,” argues Juliana Schneider. “We base ourselves on two pillars: the continuous improvement of the operation processes and the results of the performance indicators. In this way, we are able to reward employees with variable awards and gifts.”
The PEX processes are measured through audits, which suggest opportunities for improvement in the work environment, elimination of activities that do not make as much sense, and increases in productivity. At the end of each measurement cycle (quarter) the results are disclosed and the shifts are rewarded according to the bonus range. There is an event every three months to celebrate the winners and keep engaging the areas. It is important to point out that outsourced employees are not eligible for cash awards, but they can participate in the prize draws.
For 2021 Total Express will start the pilot project in one of the main branches in São Paulo, the goal for 2022 is challenging: expand the management model to the 14 branches of the private company with the most complete logistics portfolio in the country. “A next step is to take these values to our customers and to the market, positioning ourselves as a company that values quality and the motivation of its employees,” says Schneider.