STAR Method

Implementation of New Systems and Team Training

• Situation:
  The publishing house Edebê Brasil was using a deficient system supplied by the parent company in Spain, causing systemic problems and incompatibilities with the Brazilian reality. It was necessary to change the system and train the team to operate the new software.

• Task:
  My responsibility was to lead the system changeover, evaluate new suppliers and train the multimedia production team to operate it efficiently.

• Action:
  I carried out an in-depth study of the publisher's needs and the requirements of the new system. I evaluated several suppliers and chose the one that best suited our needs. I implemented the new system and conducted intensive training for the multimedia production team, ensuring that everyone mastered the new tool. In addition, I participated in the development of an internal system for publishing digital books, focusing on meeting the publisher's specific needs.

• Result:
  The new system was successfully implemented, fully meeting Edebê Brasil's needs. The multimedia production team was trained effectively and now operates the system masterfully. The development of the in-house digital book publishing system resulted in an innovative platform adapted to our demands, significantly increasing productivity and the satisfaction of internal and external customers.

Short-term project management

• Situation:
  During the change in management at the publishing house, production deadlines for printed and digital materials were drastically reduced, requiring efficient project management.

• Task:
  My task was to manage the production projects within the tight deadlines, ensuring the quality of the materials.

• Action:
  I drew up a strategic plan to optimize the time and resources available, communicating clearly and efficiently with the team, internal and external clients. I delegated tasks strategically, taking advantage of each team member's skills, and monitored the progress of projects constantly, making adjustments as necessary to ensure deadlines were met.

• Result:
  We managed to deliver all the production projects within the tight deadlines, while maintaining a high level of quality. The team felt motivated and engaged, working efficiently to achieve the objectives. Internal and external clients were satisfied with the quality of the materials and the deadlines, strengthening the publisher's reputation in the market.

Take over Print Production Management with Technology Experience

• Situation:
  I was asked to take over the management of print production, an area in which I had no previous experience, using my skills in technology to optimize the process.

• Task:
  My responsibility was to manage print production, optimizing the process and guaranteeing the quality of the materials.

• Action:
  I dedicated myself to accelerated learning about print production, seeking knowledge in books, courses and mentoring with experts. I analyzed the print production process and identified opportunities for optimization using technological tools. I implemented solutions to automate tasks, reduce costs and increase efficiency. I automated repetitive and manual tasks, freeing up staff time for more strategic activities, and implemented strict quality controls to improve printed materials.

• Result:
  The print production process was optimized, resulting in greater efficiency, quality and cost-effectiveness. The team felt motivated and engaged with the new technologies and process optimization. Productivity has increased significantly, allowing more projects to be delivered in less time. Production costs have been reduced, generating savings for the publisher, and the improvement in print production has contributed to strengthening our reputation in the market.

Automate test corrections

• Situation:
  I took up the position of support analyst at the Centro Educacional Católica de Brasília and was assigned to automate the test correction process, which was manual and used spreadsheets.

• Task:
  I was expected to assimilate the training and automate the process to reduce costs and manual errors.

• Action:
  I took the planned courses and sought initial partnerships for automation and system integration. I developed integrations between systems that allowed for automatic corrections, reducing dependence on personnel and eliminating human errors.

• Result:
  We reduced the time taken to correct exams from one week to one day, regardless of the size of the exams. The number of people involved in the process was drastically reduced and human errors were eliminated. Grades were imported automatically, reducing the posting time from three days to a few seconds.

The challenge of implementing and managing educational robotics

• Situation:
  I was invited to implement and manage the Educational Robotics Project at the Centro Educacional Católica de Brasília. The big challenge was the initial lack of interest from the physics and math teachers.

• Task:
  My responsibility was to ensure that the teachers had the necessary resources to implement and develop the project.

• Action:
  I interacted with the technology coordinator and management to seek external partnerships. At the same time, I sought out specific training in programming, robotics and educational projects that could be applied to our reality.

• Result:
  We managed to close a partnership with the Technical School of Brasilia, adapting an Open Source project. In addition, support analysts from the educational center took on the role of instructors. In three years, we developed innovative projects such as automated wheelchairs and electric bicycles, increasing the school's visibility and attracting new enrolments.

Reorganize the Audio, Video and Telephony structure

• Situation:
  I was given the challenge of taking over the management of audio, visual and telephony technology at the Centro Educacional Católica de Brasília.

• Task:
  My initial role was to understand the challenges of these areas in the school and list the main problems.

• Action:
  After analysis, I found that the audio and visual structure was stable and integrated with the communications department. Telephony, however, was disorganized. I worked with suppliers and service providers to reorganize the physical and logical structure of fixed and mobile telephony.

• Result:
  We integrated audio and video management into the communications department. In mobile telephony, we reduced costs and increased some privileges with new partnerships. In landline telephony, we reduced operating costs and established a weekly maintenance contract. These actions have streamlined service and significantly reduced calls related to telephony problems, including expanding the network of extensions.

The challenge of permanence and engagement

• Situation:
  At the start of the project at SENAI-DF, I had the responsibility of teaching basic computer classes to retired teachers from the Federal District in partnership with SINPRO-DF. On the first day of class, I found teachers aged at least 82 and very difficult to handle computers, facing fear and trepidation.

• Task:
  As well as teaching basic IT, I had to deal with the teachers' digital literacy and overcome their technological fears.

• Action:
  To resolve this, I asked SENAI-DF's coordination team for permission to dismantle a computer in the next class, allowing the students to see and touch the internal parts of the computer. This helped to reduce fear and increase familiarity with the equipment. I then created a gymkhana between the morning and afternoon classes to make learning practical and engaging.

• Result:
  The students began to handle computers with more confidence, reporting that they were able to put equipment to use at home. In addition, the gymkhana increased engagement and camaraderie, resulting in a waiting list for three new classes. The Pole in Gama has become an example of success in the Federal District.

Shorter time and high drop-out rate

• Situation:
  After my success at SINPRO-DF in Gama, I was invited by SENAI-DF to teach a PowerPoint course at SIG. The target audience was varied and the course development deadline was three times shorter than the previous one.

• Task:
  I was expected to increase student engagement and ensure that the course was completed within the tight deadline.

• Action:
  I understood the students' profile and identified their motivations. I proposed an integrated project with the photography course, which had few students. I convinced the photography instructor to collaborate, allowing students from the two courses to work together, increasing interest and interaction between the classes.

• Result:
  The integrated project was a success, with all the students from the two courses signing up for future classes on the other course. The SENAI-DF coordinators praised the initiative, highlighting the increase in student engagement and retention. This innovative approach has generated a positive impact and recognition for the center.

Dealing with a student with a learning disability

• Situation:
  During the Micro Operator course at SINPRO-DF in Gama, a student asked for permission for her daughter with Down's Syndrome to take part in the classes with her, which was not initially planned.

• Task:
  My role was to be empathetic and find a solution that would suit the student and keep the class engaged.

• Action:
  I took the problem to the hub coordinator and obtained permission to include the student's daughter in the class. I communicated the decision to the class, which gladly accepted. During the course, I paid special attention to the student and her daughter, ensuring that they both took an active part in the lessons.

• Result:
  The inclusion of the student's daughter was a success and had a positive impact on the class and on the student herself. At the end of the course, her daughter was able to type her first name, a feat celebrated by all. The case was highlighted on SINPRO-DF's communication networks, demonstrating its commitment to inclusion and quality education.

Facing the marketing challenge

• Situation:
  During my time as Operational Secretary at the Centro Educacional Stella Maris in Brasilia, I faced the great challenge of learning about marketing quickly in order to implement an effective promotional process for the Polo.

• Task:
  My main responsibility was to deal with administrative, secretarial and financial tasks, but due to the emerging need, I also had to master aspects of marketing.

• Action:
  I carried out an intensive search for learning about marketing and organized meetings with suppliers to understand costs and the advertising market. In just one week, I compiled all the necessary information and presented a detailed proposal to the coordination team for approval of the two-month campaign.

• Result:
  In the first semester, we only had 55 students enrolled, but after implementing the marketing strategies in the second semester, we managed to increase this to 245 effective students, distributed over seven classes, demonstrating the effectiveness of the marketing actions and resulting in significant growth for the Center.

Short-term training

• Situation:
  During a trip to the headquarters of the Claretian University Center in Batatais, São Paulo, I took part in an intensive two-day training course, which was essential for immediate implementation at the Distance Learning Center in Brasilia.

• Task:
  I was expected to assimilate all the training content and apply it accurately and efficiently at the Center the following week, with no room for error.

• Action:
  I put together several detailed checklists during the training, organizing all the necessary information and procedures to ensure speed and precision in the service. After returning, I implemented the new procedures with the Polo team.

• Result:
  Before the training, the average waiting time for service was around an hour. After implementing the new procedures, we reduced the waiting time to ten minutes, significantly improving efficiency and student satisfaction.

Dealing with a difficult customer

• Situation:
  A customer was facing a remote service problem, being transferred from sector to sector without resolution. Although it wasn't my direct responsibility, I took on the case to ensure customer satisfaction and the reputation of the Pole.

• Task:
  My task was to solve the customer's problem and prevent them from leaving the Pole, demonstrating empathy and efficiency.

• Action:
  I gathered all the information and documentation related to the case and contacted the Pole's coordinators to obtain authorization to resolve the problem. I then coordinated with the responsible departments at the head office to ensure that the customer received adequate service.

• Result:
  We managed to solve the client's problem, which resulted in a thank you for the personalized attention. The following semester, the client enrolled his two children at our institution, increasing our student base and reinforcing his confidence in the Polo's service.