Publication: ELABORACIÓN DE UN BALANCED SCORECARD PARA EL CONTROL DE LA CALIDAD DE SERVICIOS Y MEDIO AMBIENTE EN EL AEROPUERTO AMB
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Date
2015-11
Authors
AYALA PEDRERO, RAÚL MAURICIO
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Abstract
A través de este proyecto, se busca desarrollar una herramienta de gestión, para optimizar el cumplimiento de las labores de la Asesoría a la Inspección Fiscal de Explotación (AIFE) del Aeropuerto AMB de Santiago de Chile. A través de un análisis de la situación actual, se identificó que la medición de la calidad servicios, ser realiza desde un punto de vista netamente de cumplimientos contractuales, sin considerar la visión del usuario final de los servicios; lo cual impacta en la imagen que se tiene del aeropuerto. Por otro lado, la falta de una estrategia definida y difundida través de la organización ha tenido como consecuencias; falta de coordinación y comunicación en el grupo de trabajo, además de una pobre alineación con el resto de los stakeholders de la AIFE. Por lo tanto, se propone el Balanced Scorecard como solución a esta problemática; dado que como requisito inicial a su desarrollo, es necesaria la definición de una estrategia; para posteriormente enmarcar en ésta el BSC.
Dado lo anterior, este proyecto se definió como una investigación cuantitativa-mixta, de carácter no experimental y con un levantamiento de información de tipo transeccional.
Para la elaboración de la estrategia, se consideraron todas las variables relevantes para la AIFE; se realizaron análisis del macro y micro entorno de la industria, junto a un análisis interno de la generación de valor de la institución, de esta forma se obtuvieron las fortalezas, oportunidades, debilidades y amenazas para el grupo de trabajo. Además, se identificaron los principales stakeholders; de quienes se extrajeron sus lineamientos estratégicos. Posteriormente se sintetizaron estos factores en una misión, visión y valores de la AIFE.
Ya que el enfoque de este BSC, está en los servicios impartidos por el concesionario de AMB; fue necesario definir de forma óptima las frecuencias y metas de los indicadores asociados a éstos. En otras palabras; priorizar las labores de fiscalización, distribuyendo de forma eficiente el recurso humano disponible. Para esto se realizaron dos estudios enfocados en la apreciación de los usuarios del aeropuerto:
- Un análisis de los reclamos y sugerencias recibidos por el concesionario; con lo cual se determinó que si bien la calidad de los servicios aeroportuarios, se ve disminuida durante un periodo de obras mayores que afecten la infraestructura del aeropuerto, los tipo de servicios con mayor sensibilidad a estos cambios, no varían con respecto Memoria de Título ICIPEV – Raúl Ayala Pedrero III a un periodo de funcionamiento normal del aeropuerto. En base a esto se estableció un listado de 13 servicios que reciben la mayor proporción de reclamos y sugerencias.
- Paralelamente, se realizó una encuesta online a los pasajeros del aeropuerto; con la cual se evaluó la criticidad o importancia de los servicios. De los cuales, se extrajo un listado de 12 servicios, los cuales tienen un porcentaje mayor al 50% de las evaluaciones más altas en aspectos de importancia, según la opinión de los usuarios.
- Con los resultados de ambos análisis, se obtuvo un listado de siete servicios; que son al mismo tiempo catalogados como; “críticos o de mayor importancia”, “sensibles a la variabilidad” y que su pertinencia de fiscalización depende directamente del área de Calidad y Medio Ambiente, a los cuales se asignaron las metas y frecuencias más altas para los indicadores generados en el BSC.
En cuanto al diseño de la herramienta, se optó por una configuración de cuatro perspectivas y diez objetivos estratégicos asociados a éstas. Para estos, se elaboró un total de 41 indicadores; con sus metas, responsables y actividades de apoyo asociadas.
Por otro lado, para la implementación de esta herramienta, se planificó un programa de actividades a cumplir; cuya ruta crítica se completaría en un total de 85 días laborales, equivalentes a cuatro meses.
En base a estas actividades definidas, se calculó una estimación del costo necesario a incurrir, por concepto de HH de los profesionales asociados a estas labores; lo cual asciende a un total de CLP $ 20.056.818, considerando un equipo de siete personas, con distintos niveles de ingreso y horas de participación en el proyecto.
De la misma forma, se realizó un análisis de la inversión necesaria a través del tiempo de implementación; estimando que más de un tercio de la inversión, se realizaría durante un periodo de 2 semanas, correspondientes a la etapa de mayor cantidad de actividades en paralelo.
Finalmente, se identificaron las actividades clave para conseguir una mejora continua del BSC; con lo cual se asegura una actualización constante de la estrategia, permitiendo enfocar de forma óptima las labores de fiscalización de los servicios entregados por el concesionario del aeropuerto AMB.
Through this project, the researcher seeks to develop a management tool to optimize the performance of the work of the Asesoría de la Inspección Fiscal de Explotación (AIFE) at the AMB Airport of Santiago de Chile. Through an analysis of the current situation, it was identified that the services quality measurement, are being done from a standpoint purely of contractual compliance, regardless of the end-user view of services; which impacts on the image that the clients have of the airport. On the other hand, the lack of a defined and disseminated strategy through the organization has different consequences; lack of coordination and communication within the workgroup, and a poor alignment with the other stakeholders of the AIFE. Therefore, the Balanced Scorecard is proposed as a solution to this problem; since its development requires the definition of a strategy; as a frame for the BSC implementation. Given the above, this project was defined as a mixed-quantitative, non-experimental research and with an information gathering of transactional type. For the development of the strategy, all relevant variables for the AIFE were considered; macro and micro analysis of the industry environment were conducted, along with an internal analysis of the value creation of the institution, thus the strengths, weaknesses, opportunities and threats of the working group were obtained. In addition, major stakeholders were identified; from which strategic guidelines were drawn. Subsequently these factors were synthesized on a mission, vision and values of the AIFE. Since this BSC, focuses on the services offered by the AMB dealership; it was necessary to define optimal frequencies and indicator targets associated with them. In other words; prioritize audit work, efficiently distributing the available human resources. For this, two studies were conducted, focused on the assessment of the airport users: - An analysis of the complaints and suggestions received by the dealership; whereupon it was determined that although the quality of airport services is diminished during a period of major works that affect the airport's infrastructure, the types of services that are more sensitive to these changes, do not vary with respect to a period of normal airport operation. Based on this, was established a list of 13 services, of which received the largest proportion of complaints and suggestions. - In parallel, an online survey was conducted to airport passengers; with which the criticality or importance of services was assessed. Of which a list of 12 services was extracted, which have more than 50% of the highest ratings, according to user feedback. - With both analyzes results, a list of seven services was obtained; which are both listed as; "Critical", "sensitive to variability" and directly depend to the Área de Calidad de Servicios, to which the highest goals and frequencies were assigned, in the BSC generated. As for the tool design, was opted for a configuration of four perspectives and ten strategic objectives associated with them. For these, a total of 41 indicators were developed; including its goals, accountable and associated support activities. On the other hand, for the tool implementation, was developed an activities program; which critical path would be completed in 85 working days, equivalent to four months. Based on these activities, an estimate of required cost was calculated, in respect of the HH of the professionals associated with this project; which amounts to a total of CLP $ 20,056,818. Considering a team of seven people with different income levels and hours of participation in the project. Likewise, an analysis of investment was developed through the deployment time; finding that, more than one third of the investment, would take place over a period of two weeks, equivalent to the stage of more parallel activities. Finally, key activities were identified for continuous improvement of the BSC; thus ensuring a constant update of the strategy, allowing focus the auditing of the services provided by the AMB airport manager.
Through this project, the researcher seeks to develop a management tool to optimize the performance of the work of the Asesoría de la Inspección Fiscal de Explotación (AIFE) at the AMB Airport of Santiago de Chile. Through an analysis of the current situation, it was identified that the services quality measurement, are being done from a standpoint purely of contractual compliance, regardless of the end-user view of services; which impacts on the image that the clients have of the airport. On the other hand, the lack of a defined and disseminated strategy through the organization has different consequences; lack of coordination and communication within the workgroup, and a poor alignment with the other stakeholders of the AIFE. Therefore, the Balanced Scorecard is proposed as a solution to this problem; since its development requires the definition of a strategy; as a frame for the BSC implementation. Given the above, this project was defined as a mixed-quantitative, non-experimental research and with an information gathering of transactional type. For the development of the strategy, all relevant variables for the AIFE were considered; macro and micro analysis of the industry environment were conducted, along with an internal analysis of the value creation of the institution, thus the strengths, weaknesses, opportunities and threats of the working group were obtained. In addition, major stakeholders were identified; from which strategic guidelines were drawn. Subsequently these factors were synthesized on a mission, vision and values of the AIFE. Since this BSC, focuses on the services offered by the AMB dealership; it was necessary to define optimal frequencies and indicator targets associated with them. In other words; prioritize audit work, efficiently distributing the available human resources. For this, two studies were conducted, focused on the assessment of the airport users: - An analysis of the complaints and suggestions received by the dealership; whereupon it was determined that although the quality of airport services is diminished during a period of major works that affect the airport's infrastructure, the types of services that are more sensitive to these changes, do not vary with respect to a period of normal airport operation. Based on this, was established a list of 13 services, of which received the largest proportion of complaints and suggestions. - In parallel, an online survey was conducted to airport passengers; with which the criticality or importance of services was assessed. Of which a list of 12 services was extracted, which have more than 50% of the highest ratings, according to user feedback. - With both analyzes results, a list of seven services was obtained; which are both listed as; "Critical", "sensitive to variability" and directly depend to the Área de Calidad de Servicios, to which the highest goals and frequencies were assigned, in the BSC generated. As for the tool design, was opted for a configuration of four perspectives and ten strategic objectives associated with them. For these, a total of 41 indicators were developed; including its goals, accountable and associated support activities. On the other hand, for the tool implementation, was developed an activities program; which critical path would be completed in 85 working days, equivalent to four months. Based on these activities, an estimate of required cost was calculated, in respect of the HH of the professionals associated with this project; which amounts to a total of CLP $ 20,056,818. Considering a team of seven people with different income levels and hours of participation in the project. Likewise, an analysis of investment was developed through the deployment time; finding that, more than one third of the investment, would take place over a period of two weeks, equivalent to the stage of more parallel activities. Finally, key activities were identified for continuous improvement of the BSC; thus ensuring a constant update of the strategy, allowing focus the auditing of the services provided by the AMB airport manager.
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Keywords
CALIDAD DE SERVICIO , PLANIFICACIÓN ESTRATÉGICA , PLANIFICACIÓN DE EMPRESAS