Management by process, is par excellence a regulatory tool for business activity, is a set of provisions that plan and control the transformations of the organization and the preparation of an action plan for improvement based on the efficiency of the processes that they integrate it, its essence resides, in its coordinating role of the activities of the processes, both outside and inside the organization, it supposes a proactive, integrating and global reflection approach; it not only reconciles the aspects of the entity but also guides the coordination of the various levels of decision that act on the organization processes.
As the work and management of companies and especially the decision-making process become more complex, the need to search for the way in which knowledge can produce superior results with more time savings, more precise, adaptable and integral. To achieve such results, Management Control takes increasing vitality by providing a set of methods and procedures that make it possible to achieve the strategic objectives of today's organizations.
Introduction
Process Management is the key to understanding the organization as a system, overcoming interdepartmental contradictions and eliminating structural design problems (Trischler, 1998; Zaratiegui, 1999; Amozarrain, 1999; González Méndez, 2002; Hernández Lugo, 2002; Nogueira Rivera, 2002), which makes it a powerful tool for its ability to contribute in a sustained way to the results, provided that the company designs and structures its processes when thinking about its clients, as pointed out by Zaratiegui (1999) and Nogueira Rivera (2002).
These plans are considerably reflected in the idea that "companies are as efficient as their processes are" (Amozarrain, 1999), since this approach recognizes that all work within the organization is carried out with the purpose of achieving some objective, and that the objective is most effectively achieved when resources and related activities are managed as a process.
To improve the performance of each of the processes it is necessary to study each one of them, the different tools that exist for the study and improvement of the processes must be applied.
One of the main ways to differentiate a company's services is to consistently provide a quality of service that is superior to that of the competition.
Today the customer is more informed and more demanding with the products and services before purchasing them. Customers demand products with higher value, in correspondence with their growing needs, the perceived value is a function of the balance of perception between what is received and what is delivered, this relationship will be decisive in their satisfaction.
Development
Process Management and Improvements
The different concepts of processes, the characteristics of the process, types of processes, process management, process improvements and types of process improvements will be analyzed below.
Process concepts
Table 1.1 shows the different concepts of processes in approximation to Medina León et al. (2010).
Table 1.1. Process Concepts
| Author (Year) | Definition |
| (Pall 1987) | Rational organization of people, materials, energy, equipment and procedures in activities designed to produce a specific end result. |
| (Davenport 1990) | Set of logically related tasks, which are developed to obtain a defined result. |
| (Lorino 1993) | Set of activities aimed at achieving a global objective, a global solution, both material and immaterial. |
| (Bendell 1993) | Mechanisms by which the inputs are transformed into outputs. The outputs may well be services, products, paperwork, or materials that are different from the original inputs. |
| (Bendell 1994) | Most of the processes flow through the company, they pass from department to department or from person to person, therefore, it is not surprising that external customers frequently do not receive what they have requested. This situation is comparable to a relay race, where the witness passes from person to person within the company. As in the race, in business life problems occur at the moment of change, when the witness falls to the ground. |
| (Davenport 1993) | Set of structured activities and measures, designed to produce a specific outlet for a specific consumer or market. |
| (Swear 1993) | Any combination of machines, tools, methods, materials and / or personnel used to achieve certain qualities in a product or service. A change in any of those components produces a new process. |
| (Zaratiegui 1999) | Orderly and logical sequences of transformation activities, starting from some inputs (information in a broad sense -orders, data, specifications-, plus material means -machines, equipment, raw materials, consumables, etc.), to achieve programmed results, that are delivered to those who have requested them, the clients of each process. |
| (Amozarrain 1999) | Some sequences of activities to generate added value with an input to achieve a result and an output that in turn meets the customer's needs. |
| (Rotondaro 1997) | Mechanisms by which the inputs are transformed into outputs. The outputs may well be services, products, paperwork or materials that are different from the original inputs. An ordered sequence of activities, which transform inputs from suppliers into outputs for customers with added value; set of causes that generate one or more effects. Customer vision stands out. |
| (Ponjuán 2005) | Symbol of activity, every process implies an activity, a transfer, a movement, a change. |
| Continuation. Table 1.1. Process concepts | |
| Author (Year) | Definition |
| (National Standardization Office 2001) | A set of mutually related or interacting activities, which transform input elements into results. The input elements for one process are generally results of other processes. An organization's processes are generally planned and implemented under controlled conditions to add value. |
| (Raso 2002) | It is a sequence of activities that one or several people carry out to make a way out to a recipient based on resources. |
| (Sescam 2002) | Set of interrelated activities that are characterized by requiring certain inputs (inputs: products or services obtained from other suppliers) and particular tasks that involve added value, with a view to obtaining certain results. |
| (Nogueira Rivera, Medina León et al. 2004) | An ordered sequence of repetitive activities carried out in the organization by a person, group or department, with the ability to transform inputs into outputs or programmed results (outputs) for a recipient (inside or outside the company that has done it). requested and who are the clients of each process) with an added value. Processes generally repeatedly cross functional barriers, force cooperation, and create a different company culture (more open, less hierarchical, more results-oriented than privilege-oriented) |
| (Ponjuán 2005) | Symbol of activity, every process implies an activity, a transfer, a movement, a change. |
| (Ponjuán 2005) | Set of interrelated activities that transform input elements into output elements. Resources may include personnel, facilities, equipment, techniques, methods, information, and others. |
| (Brut 2007) | Sequence of activities aimed at generating added value on an input to achieve an output (result) that meets customer requirements. |
| (Model of excellence) | Sequence of activities that add value while a certain product or service is produced from certain contributions. |
| (Agudelo Tobón and Escobar 2007) | It is a set of sequential or parallel activities that a producer executes, on an input, adds value to it and supplies a product or service for an external or internal customer |
Source: in approximation to Medina León (2010).
Once the different concepts given by the authors have been analyzed, it is concluded that the process is a set of connected activities and resources that convert the input elements into output elements or results that solve conflicts and facilitate the achievement of objectives and goals.
Processes constitute what we do and how we do it. In an organization, any activity or task can be framed in some process. Negrín Sosa (2003), Nogueira Rivera (2003), Hernández Nariño (2010).
According to the review of the criteria developed by Lorino (1993), Harrington (1997), Trischler (1998), Zaratiegui (1999), Amozarrain (1999), Ortega Rodríguez (2002), Nogueira Rivera (2003); Herrera Muñoz (2011) states that it is possible to summarize that the focus on processes is based on:
- organizational structuring on the basis of customer-oriented processes; change of organizational structure from hierarchical to flat; functional departments lose their raison d'être and there are multidisciplinary groups working on the process; employees are more focused on needs of their clients and less in the standards established by their boss, use of technologies to eliminate activities that do not add value.
Some of the advantages of its application are the following:
- it aligns the objectives of the organization with the expectations and needs of the clients; it shows how value is created in the organization; it indicates how the flows of information and materials are structured; it indicates how the work is actually carried out and how the supplier-relationship are articulated client between functions; allows to carry out process improvements with a systemic and holistic nature.
In summary, process is nothing more than a series of actions that are carried out to carry out quality work, in a constant or uninterrupted manner in an efficient and effective way, eliminating all barriers in order to achieve a purpose. to satisfy a person or company, thus avoiding losses, waste of resources and compliance with actions in the appropriate time.
Process Characteristics
Nogueira Rivera, Medina León et al. (2004), argue that among the most relevant characteristics of the processes is its variability and repeatability, it is the latter that justifies that it is worth investing time in improving it, since the effect of the effort invested is practically multiplied by the amount of times the process is repeated.
- Process variability
Every time the process is repeated there are slight variations in the sequence of activities carried out, which, in turn, generate variability in the results of the same expressed through concrete measurements. Variability affects the recipient of the process, who may be more or less satisfied with what they receive from the process.
- Process repeatability
Processes are created to produce a result and repeat that result. This feature allows working on the process and improving it: the more repetitions the more experience and it is worth investing time in improving the process, since the results will be multiplied by the number of times the process is repeated.
Instead Alfonso Vila (2011), raises other process characteristics such as:
Inputs and outputs can be described.
- Carried out by individuals, groups or departments of the organization. Constituted by internal activities that in a coordinated way achieve a value appreciated by the recipient. The recipients of the process, internal or external, are those who, based on their expectations, will judge the validity of what the process brings them in. Consumes or uses resources that can be, among others: materials, people's time, energy, machines, information, technology, financial resources. They cross one or more functional organizational limits. They talk about goals and ends, instead of actions and means. A process answers the question What ?, not the How?. It must have a manager and be managed according to the Deming cycle. Be easily understood by anyone. Have indicators that graphically visualize its evolution. Variables and repetitions.Dynamic; they depend on the resources, skills and motivation of the personnel involved to generate the desired result.
On the other hand, Agudelo T, Escobar, J (2007), states that a good process is recognized if it has clearly defined and established characteristics in Table 1.2.
Table 1.2 Process Characteristics.
| characteristics | Meaning |
| objective | Purpose of the process, which is intended to be achieved with it; it is related to the product. |
| Responsable | Person who guides, observes and maintains the process under control and allocates the necessary resources to achieve the objective. |
| Scope | Determination of the responsibility of the process, in such a way that it facilitates the work; Determine the start and end of the process for reference. |
| Supplies | Everything that is required as raw material to be transformed into a final product. It is the process that converts inputs into outputs through the activities of transformation and use of resources. |
| Table 1.2 Characteristics of the Processes continued. | |
| characteristics | Meaning |
| products | Everything that the process provides for a client, whether internal or external and that must respond to the needs identified for it, can be tangible when it is a material good or intangible when it comes to a service. |
| Means | Everything that allows the transformation of inputs into products, classified as labor, machines, logistical means or hard and soft technology (hardware and software). |
| Duration | For the client, the opportunity in the response or the time it takes to deliver the product is important, it is the time elapsed from the activity identified as the start, input of the input, to the activity identified as the end, product delivery. |
| Capacity | What the process can deliver in the time determined by the duration, and established as volume or quantity of units delivered in relation to the product offered. |
Source: Agudelo T, Escobar, J (2007).
Types of Processes
Trischler (1998) states that the type of process is a classification system that helps the process management team to grasp and understand the scope and context of the process under study.
There are four (4) types of processes that are analyzed according to: the type of product flow, the type of customer service, its scope and others.
The selection of each of these classifications is strategic for the company, as some increase costs, others can improve quality, others improve the speed of service and others allow for rapid product changes.
According to the type of product flow
Karger and Bayha (2000), states that processes can be classified online, intermittent and by project.
- Online process
It is characterized in that it is designed to produce a certain good or service; the type of machinery, as well as the quantity thereof and its distribution is made based on a defined product. Achieving high production levels due to the fact that a single product is manufactured, its machinery and accessories are the most appropriate, each operation of the process and the personnel can acquire high levels of efficiency, due to the fact that their work is repetitive.
Its administration focuses on keeping all the operations of the line running, through effective preventive maintenance that reduces downtime and emergency maintenance that minimizes repair time, since the stoppage of a machine causes a bottleneck that affects to subsequent operations and in some cases paralyzes the following operations.
It is also very important to select and adequately train personnel, who must possess sufficient potential ability according to the operation for which they were assigned (Karger and Bayha 2000.).
- Intermittent process
It has the advantage that large varieties of products can be worked and is always used. It has a low level of efficiency and a great job of planning and control.
- Process by project
It is used to produce unique products, such as: a house, a bridge, therefore there is talk of a sequence of activities to be carried out to progress in the construction of the project without setbacks and good quality.
It focuses on planning, sequencing, and controlling individual tasks so that they are performed with the greatest efficiency.
According to the type of customer service
Customer service processes can be classified into manufacturing for inventory and manufacturing to fill orders, according to (Karger and Bayha 2000).
According to its scope
There are three (3) types of processes according to their scope, among them are the fundamental, the specific and the unitary ones.
- Fundamental processes
They are those that cover all the areas and sub-processes of the organization, it is developed horizontally with customer needs as input and customer satisfaction as output.
- Specific processes
They take place in two or more specific areas or workshops and constitute threads of the general processes.
- Unit processes
They are developed in a specific area, its activities and tasks are limited only to this specific area.
Other types of processes
There are other classifications of processes based on various criteria. But perhaps the most common classification of processes in practice is to distinguish between: key, strategic, supportive. (Badia 1999).
Table 1.3 Other types of processes
| Name of process | Definition |
|
Key processes |
They are those that add value to the customer or directly affect their satisfaction or dissatisfaction. The key processes intervene in the mission, but not necessarily in the vision of the organization. Also called operational and are characteristic of the company's activity, for example, the supply process, the production process, the service delivery process, the marketing process, etc. |
|
Strategic processes |
They are those that allow to develop and implement the strategy and objectives of the organization, the structure of the Management of the organization, converging its processes towards customer satisfaction, transferring to the entire organization the values, styles of operations and way of acting internal. For example, the budget planning process, product and / or service design process. |
|
Support processes |
They are all those that allow the operation of the organization and that, however, are not considered key by it, that is, they are those focused on supporting internal customers, supporting other processes and directed by internal managers, being essential for the operation. In other words, they provide the means (resources) and the necessary support so that the key processes can be carried out, such as the training process, the IT process, the logistics process. |
Source: (Badia 1999)
Management by process
Table 1.4 shows the different concepts of management by process in Medina León et al. (2010).
Table 1.4 Process Management Concepts.
| Author (Year) | Definition |
|
(Davenport 1993) |
Set of activities structured and organized to obtain a specific product for a specific client or market. Specific ordering of work activities in time and space, with beginning and end, entrances and exits clearly identified in a structure for action. |
| (Grieco 1997) | Generalization of the management of a process and it is applied to an organization as a whole. |
| (Amozarrain 1999) | Organization management based on processes. Understand these as a sequence of activities aimed at generating added value on an input to achieve a result, and an output that in turn satisfies the customer's requirements. |
| (Zaratiegui 1999) | The success of any organization increasingly depends on its processes being aligned with its strategy, mission and objectives. Behind the fulfillment of an objective is the performance of a set of activities that, in turn, are part of a process. That is why the main point of analysis is precisely the management of the company based on the processes that integrate it to design and structure in the interest of its customers. |
| Junginger (2000) | It is the way to react more flexibly and quickly to changes in economic conditions. |
| (Ponjuán 2005) | Comprehensive management of each of the transactions or processes that the organization carries out, not only thinking about how to do better what it is doing (division of labor), but why? And who does it for ?; since the satisfaction of the user, internal or external client is determined more by the consistent development. of the process as a whole than that of each individual function or activity. |
| Table 1.4 Concepts of Process Management | |
| Author (Year) | Definition |
| (Sescam 2002) | Organization form different from the classic functional organization, and in which the client's vision prevails over the organization's activities. The improvement of the organization itself is based on its improvement. |
Source: Medina León et al. (2010)
Medina León et al. (2010), reviews the opinions of different authors on Process Management (Table 1.4) reaches the following definition: Process management is the way of managing the entire organization based on processes and perceives the organization as an interrelated system.
Its application in an organization allows to understand the configuration of business processes, their strengths and weaknesses, determine the processes that need to be improved or redesigned; establish priorities, initiate and maintain improvement plans that allow achieving the established objectives; Reduce the unnecessary variability that usually appears when certain services are produced or provided and eliminate the inefficiencies associated with the repetitiveness of actions or activities, the inappropriate consumption of resources, among others (Medina León et al., 2010).
This form of management requires a firm commitment from the company's top management, good coordination and knowledge among the members of the organization, given that it produces a change in the way of carrying out activities. Its effectiveness lies in identifying the processes, recognizing them as a system and establishing their interactions aimed at generating a result that responds to the client's requirements (Medina León et al., 2010).
To manage and improve a process, it is necessary, first of all, to describe it properly.
Table 1.5 Elements that describe a Process
| Elements | Concept |
|
Process output and output flow |
Concrete output ”is a unit of result produced by the process. It is what "generates" the process. Due to the constant and repetitive operation of the process the result can be visualized as a constant "flow" (similar to the water that comes out of a tap). |
| Recipients of the outgoing flow | It is the person or group of people who receive and value what comes to them in the form of an outflow. |
| The interveners | They are the people or groups of people who develop the sequence of activities of the process. |
| Process sequence of activities | It is the description of the actions that the participants have to carry out to ensure that the recipient receives what is intended to arrive. |
| Resources used in the process | They are all those material or information elements that the process consumes or needs to use in order to generate the output. |
| Indicators. | They are measurements of the operation of a process, they indicate how the company is running and how competitive it is. |
Source: (Nogueira Rivera, Medina León et al. 2004)
Table 1.6 shows a group of terms related to process management that are necessary to facilitate their identification, selection and study according to Amozarrain (1999).
Table 1.6 Terms related to process management
| Terms | Definition |
| Relevant processes | It is a sequence of activities aimed at generating added value on an entry, to ensure a result that fully meets the objectives, strategies of an organization and customer requirements. It is a classification in which the most important processes will be selected to be addressed in the improvement plan. |
| Diana process | It is the one that has been extracted from the relevant processes, which has a significant impact on the strategic objectives and is critical to the success of the business. |
| Threads | They are well defined parts of a process. Its identification can be useful to isolate the problems that may arise and allow different treatments within the same process. |
| System | Organizational structure, procedure, process and resources necessary to implement a specific management, such as: Quality Management, Environmental Management or the Management of Occupational Risk Prevention. It is normally based on an internationally recognized standard, which is intended to serve as a management tool in process assurance. |
| Process | Specific form of carrying out an activity. In many cases, the procedure is expressed in documents that contain the object and scope of an activity; what should be done and who should do it; when, where and how it should be carried out; what materials, equipment and documents should be used; and how it should be controlled and registered. |
| Exercise | It is the sum of the tasks that are normally grouped into a procedure to facilitate its management. The ordered sequence of activities results in a thread or process. It normally takes place in a department or function. |
| Draft | It is usually a series of activities aimed at achieving an objective with a clearly defined beginning and end. The fundamental difference between projects with processes and procedures lies in their non-repetition. |
| Process map | It defines the organization as a system of interrelated processes, it drives the organization to have a vision beyond its geographical and functional limits, it shows how its activities are related to external customers, suppliers and stakeholders. Such "maps" provide an opportunity to improve coordination between key elements of the organization. |
| Flowchart | It is a pictorial representation of the steps in a process, useful in determining how the process actually works to produce a result. The result can be a product, a service, information or a combination of all three. |
| Indicator | It is a data or set of data that helps to objectively measure the evolution of a process or activity. |
Source: Amozarrain (1999).
Process improvements
James Harrington (1998) defines process improvements as the systematic methodology that has been developed to help an organization make significant progress in managing its processes. A system that helps simplify and modernize your functions while ensuring that your internal customers receive surprisingly good products.
Process improvements are made in several phases based on the organization's awareness, to make it aware of the importance of the changes; forming work teams to improve and control the processes, training the people that make up the teams in statistical or application tools with which they can improve the processes and selecting the critical processes that must be improved. Continuous improvements start from knowing in depth the current situation of critical processes, as they are being carried out at the moment, so that from that knowledge it is determined what type of improvement is applicable to them (Agudelo Tobón and Escobar 2007).
When despite correctly carrying out the activities defined for the process, it follows the problems (complaints from the recipients, waste of resources, etc.) or the process does not adapt to what the client needs (need to restore the process), it is necessary apply the improvement cycle (Medina León 2009) .
The existence of indicators that can measure and control the effectiveness of the processes is necessary, because they allow us to interpret what is happening, take measures when the variables go beyond the established limits, plan activities to respond to new needs, define the need to introduce a change and assess its consequences.
Management indicator, is the relationship between the quantitative or qualitative variables, which allows observing the situation and the trends of change generated in the object or phenomenon observed, with respect to the objectives and expected goals and expected influences; it also mentions that they can be values, units, indices and statistical series; they also add value when presented in groups (Beltran 2000).
Rincón (1998), states that the characteristics of the indicators are: simplicity, adequacy, validity over time, knowledge by users, auditability and their use. At the same time, it refers to other characteristics related to its composition, that is, it must have a name that allows it to be identified and differentiated from another indicator; a form of calculation in the case of quantitative indicators, assigned units, a glossary to identify the document on which the indicator is based and that expresses its nature, validity, level of degeneration and use; as well as the added value.
There are basic or primary indicators that identify facts (level one of the decision support system) and composite and intelligent indicators that indicate the interpretation of the development of a process. The monitoring, evaluation and management control of the plan by project / operation will require different types of indicators (Zambrano 2008).
There are three (3) classes of indicators commonly used in evaluating the performance of a system, related to quality and productivity: effectiveness, efficiency and effectiveness.
- Effectiveness
Efficiency is the ability to achieve the desired or expected result, without depriving the resources or means used. Other definitions appear in Annex 1.1.
- Efficiency
Efficiency is the ability to dispose of someone or something to achieve a determined and efficient effect is the “competent, who pays in its activity. It is used to account for the use of resources or fulfillment of activities with two scopes: the first, as a relationship between the amount of resources used and the amount of resources that had been estimated or programmed to be used, and the second, as the degree to which the resources used are used to transform them into products. Other concepts are presented in Annex 1.2.
- Effectiveness
Effectiveness is the achievement of the highest customer and company satisfaction through the best and cheapest processes. That is, effectiveness is the simultaneous achievement of effectiveness and efficiency. The ability to achieve the effect that is desired or expected ”and also as“ reality, validity. Other criteria appear in Annex 1.3.
Types of process improvement
There are two (2) types of process improvements: structural improvements and functional improvements.
1.1.6.1. Structural improvements
A process can be improved based on creative contributions, imagination and critical sense. The tools and techniques used for this type of improvement are creative or conceptual.
1.1.6.2. Functional improvements
The way a process works can be improved, perhaps more effective. For this type of improvement, classic problem solving tools, suggestion systems, design of experiments and other data-based ones are useful.
Services
In this section the concepts of services, characteristics of services and the cycle and of services will be defined.
Service Concepts
In recent years, service concepts have been developed by different authors as shown in Table 1.7.
Table 1.7 Definition of Services
| Author - Year | Concepts |
| (Funch 1968) | It is the act by which value is added to the product, and which can be characterized as follows. The service is something intangible, which has a direct application on the client and closely relates the producer with the consumer. |
|
(Kotler 1992) |
All activities or benefits that one party offers to another are essentially intangible and do not culminate in the ownership of the thing. Its production is not necessarily linked to a physical product. |
| (Lehtinen 1983) | They are activities of an intangible nature in which a supplier and a client participate, generating satisfaction for the latter. |
| Norman (1984) | It is made up of acts and interactions, which are social contacts. The service is much more than something intangible, it is a social interaction between the producer and the customer. |
| Richard L. Sandhusen (2002) | Activities, benefits or satisfactions that are offered for rent or for sale, and which are essentially intangible and do not result in ownership of something. |
| Stanton, Etzel and Walter (2004) | Identifiable and intangible activities that are the main object of a transaction designed to provide clients with satisfaction of wants or needs. |
| Lamb, Hair and McDaniel (2002) | It is the result of the application of human or mechanical efforts to people or objects. Services refer to a fact, a performance or an effort that is not physically possible to possess. |
|
(Kotler 1992) |
To produce a service, a tangible product may or may not be required, however, when they are required, there is no transfer of rights of those tangible goods during the activity or benefit that one party offers to another. |
| (Schroeder 2006) | Service is something that is produced and consumed simultaneously. A service, therefore, never exists, you can only see the result after the fact. |
| (Juran, Gryna et al. 1987) | A service can be provided to a consumer, a facility, or both. Service is work done for others (…) they exist because they can satisfy certain customer needs. |
Source: in approximation to Parra Ferié (2005).
Consequently, services are activities that can be offered in the form of rent or sale, where human or mechanical effort is needed for people or objects and their main objective is to provide customers with satisfaction of wishes or needs.
Characteristics of the Services
Four (4) are the fundamental characteristics that differentiate services from goods, expressed in table 1.8.
These characteristics have been analyzed by several authors, which is why they can be considered essential when defining a service organization.
Table 1.8 Fundamental characteristics of the services.
| characteristics | Description |
|
Intangibility |
Services cannot be seen, tasted, touched, heard or smelled before purchase, therefore they cannot be stored or placed on a store shelf to be purchased and carried by the buyer (as is the case with physical goods or products).). This characteristic of the services is the one that generates greater indecision in the buyers because they cannot determine in advance and exactly the degree of satisfaction they will have after renting or acquiring a certain service. |
|
Inseparability |
Services are often produced, sold, and subsequently consumed; in other words, their production and consumption are inseparable activities. Since the client is present in the provision of the service, the supplier-client interaction is an important characteristic and both the supplier and the client affect the final result of the service. |
| Heterogeneity or Variability | The services are highly variable, since they depend on who supplies them, when and where, due to the human factor; which, participates in the production and delivery. |
|
Perishable character or durability |
The services cannot be stored or saved in an inventory for sale or subsequent use. Therefore, durability is not a problem when the demand for a service is constant, but if the demand fluctuates it can cause problems. For this reason, the perishable nature of services and the resulting difficulty in balancing supply with fluctuating demand poses challenges for promotion, product planning, scheduling, and pricing for service executives. |
Source: Parra Ferié, Negrin Sosa et al. (2009).
As with goods, customers demand benefits and satisfactions from service products. Services are purchased and used for the benefits they offer, for the needs they meet, and not for themselves.
Service cycle
The service cycle according to Albrecht (1990) , is a continuous chain of events that a client must go through when experiencing a service. It is the natural, unconscious pattern that exists in the customer's mind and may have nothing in common with the technical approach to establishing the business.
Also, the service cycle is a map of moments of truth, of an institution, as clients experience them; it is activated every time a client contacts the entity.
The moment of truth is the most important thing in the service cycle, some authors define it as shown in Table 1.9.
Table 1.9 Moment of Truth
| Author (Year) |
Definition |
|
(Albrecht 1990) |
Episode in which the customer comes into contact with any aspect of the organization and has an impression of the service "is called a moment of truth, on the other hand it is the basic atom of service, the smallest indivisible unit of added value to the customer and that numerous moments of these are the fundamental components of the service. |
| Electronic Marketing Dictionary, 2005 | All points of contact between the consumer or user and the company that provides a good or service. From the quality that is perceived in these moments of truth, the customer shapes his attitude towards the company or the service. |
| (Acevedo Suárez and Gómez Acosta 2001) | The moments of truth are those moments that make the difference between success and failure in any activity, profession or trade. |
Source: García Junco (2009)
The Life Cycle of services has four (4) phases: introduction, growth, maturity and decline, which is explained in annex 1.4.
The service cycle map must be drawn up in a circular way in order to observe the contact process as a continuous and complete flow and not isolated and independent.
All services are supplied within the service cycle. The cycle begins at the point where the customer first comes into contact with the service delivery system. Track each subsequent contact the customer makes with anyone in the company.
A moment of truth requires the presence of the external client and is materialized by the contact of the same with any element of the organization.
Project, program, portfolio and project management
What is a project is defined, project management and the relationship with programs, portfolio management is analyzed.
Approaching Heredia (1985), table 1.10 shows several project definitions.
Table 1.10 Project definitions.
| Author (year) | Definitions |
| (Cleland and King 1975) | It is the combination of human and non-human resources gathered in a temporary organization to achieve a certain purpose. |
| (AMHON, PRODEMHON et al. Sa) | Like any intervention that has the characteristics: it is planned, it is destined to achieve an objective, it has a certain budget and it has a determined term. |
| (PMI 2004) | A project is a temporary effort that is carried out to create a unique product, service or result. It is any realization with a defined starting point and with defined objectives by means of which the date of completion is identified, among other things ”. In practice, most of the Projects depend on finite and limited resources with which the Quality, Cost, and Term objectives must be met. |
| (Workshop J 2008) | A project is a temporary effort that is carried out to create a unique product, service or result. The temporary nature of projects indicates a defined beginning and end. The end is reached when the project objectives are achieved or when the project is completed because its objectives will not be met or cannot be met, or when the need that gave rise to the project no longer exists. |
| Continuation - Table 1.10 Project definitions | |
| Author (year) | Definitions |
| (National Standardization Office 2003) | Unique process, consisting of a set of coordinated and controlled activities with start and end dates, carried out to achieve an objective in accordance with specific requirements and specific requirements, including time, cost and resource limitations. |
| (García Viniegra sa) | They constitute the basic cell for the organization, execution, financing and control of activities related to scientific research, technological development, technological innovation, the provision of scientific and technological services with a high level of specialization, specialized productions, and resource training. human, management and others, which materialize their own objectives and results or the programs in which they are inserted. |
Source: in approximation to Heredia (1985)
Once Heredia (1985) reviews the diverse opinions of various authors of the Project concept, defines it as the combination of human and non-human resources gathered in a temporary organization to achieve a specific purpose. The projects are born as a response to the need to fulfill certain objectives of any company or institution and will be framed within the purpose of this, which has a defined starting point and defined objectives by means of which, among other things, the date of its termination.
If you analyze this definition, and consult the different encyclopedias and authors, it is observed that they coincide in that a project has: material, human and financial resources, objectives, results, action, management and time.
Annex 1.5 presents the characteristics of the company's social, productive, infrastructure and interior projects, because depending on their nature, this is how the degrees of risk in their execution vary, as well as the degrees of freedom they have for their implementation. EI projects is very important for several reasons because: it makes it easier for companies to analyze the possibilities and benefits that will be obtained by expanding existing facilities, modifying the processes used, manufacturing products, providing new services, setting up new plants, opening branches, etc..; enables the identification, analysis and selection of alternative solutions suitable to specific needs or problems; contributes to decision making,by recommending the most appropriate technical solution and indicating the results expected to be obtained with its implementation and operation.
When referring to projects, it is also necessary to define what is understood by programs.
A program is a group of related projects whose administration is carried out in a coordinated way to obtain benefits and control that would not be obtained if they were directed individually (Talledo J 2008). According to Polaino delos Santos (sa), it is the instrument intended to facilitate the achievement of goals and objectives defined by a Plan and sets specific objectives that will be achieved through the execution of a set of integrated actions, called projects.
Consequently program is a group of related projects whose purpose is to find the solution to a problem or human need.
Every company and institution contains a portfolio that refers to a set of projects or programs and other works that are grouped together to facilitate the effective management of that work to meet the strategic objectives of the business.
Portfolio management includes identifying, setting priorities, authorizing, directing, and controlling projects, programs, and other related work to achieve specific and strategic business objectives. It also focuses on ensuring that projects and programs are reviewed to establish priorities for resource allocation, and that portfolio management is consistent with and aligned with the organization's strategies. Table 1.11 contains the definition of Project Management by various authors.
Project management identifies the requirements; establishes clear and possible objectives to carry out, balances the concurrent demands of quality, scope, time and costs; Tailor the specifications, plans, and approach to the various concerns and expectations of different stakeholders.
Table 1.11 Definition of project management
| Author (year) | Definitions |
| (Lewis R 2006) | It is the discipline that guides and integrates the processes of planning, recruiting, energizing, organizing talents and managing resources, in order to complete all the work required to develop a project and meet the scope, within defined time limits and costs.: without stress and with good interpersonal climate. |
| (Cleland and Gareis 2006.) | It is the process by which the development of an acceptable system is planned, directed and controlled with a minimum cost and within a specific period of time. |
| (Gerenciales sa) | It is the application of knowledge, skills, tools and techniques to the activities of a project to satisfy the requirements of the project. Project management is accomplished through the application and integration of project management processes from startup, planning, execution, monitoring and control, and closure. The project manager is the person responsible for achieving the project objectives |
| (PMI 2000) | Art of directing and coordinating human and material resources throughout the life cycle of the project through the use and application of knowledge, skills, tools and techniques to the project activities, to achieve the predetermined objectives of scope, cost, deadline and quality aimed at satisfying the needs and expectations of an organization. |
Source: own elaboration.
Control, follow-up, measurement, evaluation and monitoring of the project
During the execution of the project it is necessary to carry out various activities such as: Control
It is the technique of implementing plans and orders, observing, inspecting and recording progress for a progressive comparison between what is planned and actual results. The control will be effective in proportion to the accuracy with which each defined step of the series of changes in the materials is observed from the quadruple point of view of quantity, quality, time and place.
- Tracing
It is the continuous or periodic supervision of the execution of a project to ensure that it is carried out according to the planned plan.
- Measurement
It is the methodology used to analyze, evaluate and control the implementation and development of the project as well as the fulfillment of budgets and management indicators.
- Evaluation
It is a function that consists of making an assessment, as systematic and objective as possible, about an ongoing or finished project, a program or a set of lines of action, its conception, its implementation and its results.
- Project monitoring
Perform constant checks to verify that the implementation is progressing as planned.
In summary, monitoring and controlling project work is the process of monitoring, analyzing, and regulating progress in order to meet the performance objectives defined in the project management plan. Monitoring is an aspect of project direction that is carried out throughout the project. It consists of collecting, measuring and distributing information related to performance, and evaluating the measurements and trends that will allow improvements to the process. Continuous monitoring provides the project management team with knowledge about the health of the project and allows identifying areas that may require special attention. Control consists of determining preventive or corrective actions,or in modifying the action plans and monitoring them in order to determine if the actions taken allow solving the performance problem.
Conclusions
After having examined the different concepts and approaches related to services, service systems, service cycle, process management and improvement, the following conclusions are reached:
- Processes constitute what we do and how we do it. In an organization, any activity or task can be framed in some process. Negrín Sosa (2003), Nogueira Rivera (2003), Hernández Nariño (2010).The service provided by government institutions can be called product-service since it shares the characteristics of both products and services. presents as a tool for the government sector due to its close relationship with strategic planning, continuous improvement and customer satisfaction. The services have a group of characteristics characteristic of them, which differentiate them and make them unique: Intangibility, Inseparability, Variability and Perishable Character, which are present in the tourist entities of the country.
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