Publication: MODELO DE MEJORA BASADO EN HERRAMIENTA DE CALIDAD, INNOVACIÓN Y CONOCIMIENTO. CASO APLICADO AL SERVICIO TÉCNICO DE EMPRESA BESTWAY
No Thumbnail Available
Date
2013-06
Authors
CAMPOS CONCHA, JOSÉ TOMÁS
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
La calidad, el conocimiento y la innovación son temas que se escuchan a diario dentro de las organizaciones. Esto se debe principalmente a las características de los mercados en los que compiten hoy en día las empresas, además de los clientes, que han evolucionado haciendo cada vez más difícil la tarea de satisfacer sus necesidades. Es dentro de este contexto donde nace la idea de crear un modelo de mejora que considere estos temas en conjunto.
Para complementar esta idea, se tiene un caso real de estudio que corresponde al servicio técnico de máquinas de café de la empresa Bestway. Poca estandarización de sus procesos, antiguo sistema de asignación de órdenes de trabajo, falta de capacitación al personal técnico, alto nivel de inventario de máquinas malas, nulo control del trabajo en taller y terreno, son algunos de los problemas con que trabaja el área, que pueden tener solución con el modelo.
Para la creación de este modelo de mejora, se realizó un análisis de las principales metodologías asociadas a cada uno de los temas. Luego, en base a este estudio, se generó un cuadro comparativo para obtener los principales puntos que debe considerar el modelo.
En relación a la gestión de la calidad, se obtiene que el modelo debe considerar como base un ciclo de mejora que incluya la evaluación del estado actual, la generación de proyectos, la implementación y el control. Para entrar en este ciclo se debe primero definir los requisitos, que se obtienen del cliente y son la base para los objetivos de calidad. Luego se deben mantener indicadores de medición y control de la calidad en relación a los requisitos definidos, dejando como última etapa la comunicación de la calidad a todos los niveles de la organización. A todo esto se le debe agregar el compromiso de la dirección, a través de la creación de una estructura que favorezca a la calidad.
Para la gestión del conocimiento lo primero que se requiere es considerar al conocimiento como un activo de la empresa, que debe ser gestionado para que se traduzca en valor para el cliente. Esto se logra a través del compromiso de la organización, que permite crear una estructura que facilite un flujo adecuado del conocimiento dentro de la empresa. Este flujo corresponde al ciclo de creación del conocimiento que incluye, como su nombre lo dice, la creación, análisis, aprendizaje y transferencia, además de las respectivas mediciones y evaluaciones.
Por último, para la gestión de la innovación, se considera como base de esta a la gestión del conocimiento, que será la encargada de fomentar la creatividad y el nacimiento de nuevas ideas. A esto se le agrega una estructura que facilite la generación de nuevos proyectos e ideas, fomentadas por el compromiso de la organización y generadas por una fuerza laboral debidamente capacitada en el área de la innovación. Todo esto adecuadamente medido y analizado, ya que se debe considerar que la innovación tiene un grado considerable de incertidumbre. El modelo resultante considera al flujo de conocimiento dentro de la empresa como el eje central para el control de la calidad y la generación de proyectos de innovación. Cada uno de los tres ciclos depende directamente de la dirección de la empresa y el cliente forma la base de la estructura, ya que todos los cambios y proyectos se enfocan en satisfacer sus necesidades.
Luego de la creación del modelo de mejora, se debe llevar a la práctica la teoría en el caso real de estudio. El proceso comienza con la evaluación de la situación actual del servicio técnico, luego de esto se determinan cuáles son los puntos clave que se deben mejorar, se definen los indicadores que a medir y finalmente se desarrolla un plan de acción que busca generar mejoras en los procesos que se llevan a cabo día a día en el área.
La evaluación de la situación actual muestra que el área no ha generado mejoras en sus procesos, a pesar de llevar un estricto control de indicadores. El traspaso de información no tiene un flujo que permita que el conocimiento sea compartido dentro de la organización, lo que ocasiona técnicos no capacitados. Además, no se encuentra la presencia de proyectos de innovación, lo que tiene relación con la falta de un flujo de información que potencie la creatividad.
El plan de acción considera actualizar los instructivos del área del café, generar puntos de control dentro de los procesos, mejorar la comunicación junto con los canales de esta y capacitar a los técnicos para que se desarrollen como profesional. A esto se le debe agregar el desarrollo de proyectos de características más innovadoras como el cambio de la distribución de los técnicos, el cambio del sistema de administración de órdenes y el cambio del proveedor de gráficas.
Para evaluar como estos cambios afectan a los procesos de servicio técnico, se realiza un seguimiento a los indicadores del área, de tal forma de poder controlar y tomar las acciones correctivas cuando sea necesario
The quality, knowledge and innovation are themes that are heard daily in organizations. This is mainly due to the characteristics of the markets in which firms compete today, in addition to customers, which have evolved, doing increasingly difficult to the task of meeting their needs. It is within this context that the idea to create an improved model to consider these issues together. To complement this idea, it has a real case of study corresponding to the service of coffee machines Bestway company. Little standardization of processes, old system work orders allocation, lack of training of technical personnel, high level of bad machine inventory, no control of workshop and field work, are some of the problems with working the area, which can be solved with the model. To create this model for improvement, we performed an analysis of the main methodologies associated with each of the topics. Then, based on this study, we generated a comparative table to get the main points to consider the model. In relation to quality management, we find that the model should be developed around a cycle of improvement including evaluation of current status, project generation, implementation and control. To enter this cycle must first define the requirements, which are obtained from the client and are the basis for quality objectives. Then he must maintain control and measurement indicators of quality in relation to the requirements defined, leaving last stage, quality communication at all levels of the organization. To all this we must add the management commitment, through the creation of a structure that favors quality. For the knowledge management first is required to consider knowledge as a corporate asset that must be managed to translate into customer value. This is achieved through the commitment of the organization, which creates a structure that facilitates proper flow of knowledge within the company. This flow corresponds to knowledge creation cycle that includes, as its name says, the creation, analysis, and transfer learning, as well as the respective measurements and evaluations. Finally, for the management of innovation, the knowledge management is considered as the basis of this, which will be responsible for fostering creativity and the birth of new ideas. To this is added a structure that facilitates the generation of new projects and ideas, encouraged by the commitment of the organization and generated by a properly trained workforce in the area of innovation. All this properly measured and analyzed, and to consider that innovation has a considerable degree of uncertainty. The resulting model considers the flow of knowledge within the company as the central hub for quality control and the generation of innovation projects. Each of the three cycles is directly dependent on the direction of the company and the client forms the basis of the structure, because all changes and projects focus on meeting their needs. After creating the model for improvement, it should implement the theory in the actual case study. The process begins with the assessment of the current state of service, then this will determine what are the key points that need improvement, defined indicators to measure and eventually develops a plan of action aimed at generating improvements processes that are carried out every day in the area. The assessment of the current situation shows that the area has not generated improvements in their processes, despite having a strict control of indicators. The transfer of information is not a flow that allow knowledge to be shared within the organization, resulting in untrained technicians. Also, there is not presence of innovation projects, which is related to the lack of information flow that enhances creativity. The action plan considers update instructional coffee area, generate control points within the processes, improve communication channels with this and train technicians to develop as a professional. To this must be added the development of most innovative projects such as changing the distribution of technical change order management system and changing the graphics provider To assess how these changes affect service processes, are tracked to the area indicators, so you can monitor and take corrective action when necessary.
The quality, knowledge and innovation are themes that are heard daily in organizations. This is mainly due to the characteristics of the markets in which firms compete today, in addition to customers, which have evolved, doing increasingly difficult to the task of meeting their needs. It is within this context that the idea to create an improved model to consider these issues together. To complement this idea, it has a real case of study corresponding to the service of coffee machines Bestway company. Little standardization of processes, old system work orders allocation, lack of training of technical personnel, high level of bad machine inventory, no control of workshop and field work, are some of the problems with working the area, which can be solved with the model. To create this model for improvement, we performed an analysis of the main methodologies associated with each of the topics. Then, based on this study, we generated a comparative table to get the main points to consider the model. In relation to quality management, we find that the model should be developed around a cycle of improvement including evaluation of current status, project generation, implementation and control. To enter this cycle must first define the requirements, which are obtained from the client and are the basis for quality objectives. Then he must maintain control and measurement indicators of quality in relation to the requirements defined, leaving last stage, quality communication at all levels of the organization. To all this we must add the management commitment, through the creation of a structure that favors quality. For the knowledge management first is required to consider knowledge as a corporate asset that must be managed to translate into customer value. This is achieved through the commitment of the organization, which creates a structure that facilitates proper flow of knowledge within the company. This flow corresponds to knowledge creation cycle that includes, as its name says, the creation, analysis, and transfer learning, as well as the respective measurements and evaluations. Finally, for the management of innovation, the knowledge management is considered as the basis of this, which will be responsible for fostering creativity and the birth of new ideas. To this is added a structure that facilitates the generation of new projects and ideas, encouraged by the commitment of the organization and generated by a properly trained workforce in the area of innovation. All this properly measured and analyzed, and to consider that innovation has a considerable degree of uncertainty. The resulting model considers the flow of knowledge within the company as the central hub for quality control and the generation of innovation projects. Each of the three cycles is directly dependent on the direction of the company and the client forms the basis of the structure, because all changes and projects focus on meeting their needs. After creating the model for improvement, it should implement the theory in the actual case study. The process begins with the assessment of the current state of service, then this will determine what are the key points that need improvement, defined indicators to measure and eventually develops a plan of action aimed at generating improvements processes that are carried out every day in the area. The assessment of the current situation shows that the area has not generated improvements in their processes, despite having a strict control of indicators. The transfer of information is not a flow that allow knowledge to be shared within the organization, resulting in untrained technicians. Also, there is not presence of innovation projects, which is related to the lack of information flow that enhances creativity. The action plan considers update instructional coffee area, generate control points within the processes, improve communication channels with this and train technicians to develop as a professional. To this must be added the development of most innovative projects such as changing the distribution of technical change order management system and changing the graphics provider To assess how these changes affect service processes, are tracked to the area indicators, so you can monitor and take corrective action when necessary.
Description
Keywords
GRUPO BESTWAY S.A. , INNOVACIÓN EMPRESARIAL , PLANIFICACIÓN DE EMPRESAS