SUMMARY.
Strategic Management is that formal system capable of achieving the proposed objectives, under a previously analyzed approach. This tool is made up of two important phases: Planning and Strategic Implementation. In the Planning phase, decisions are made on the mission and philosophy of the company, on the establishment of objectives (short and long term) and on the tactics and strategies for achieving them. In the Implementation, an organizational structure capable of achieving the planned objectives must be developed, in addition, it must ensure that all the activities designed are carried out effectively and establish a control system capable of evaluating the deviations produced.
Every strategic management process that is implemented in for-profit or non-profit companies has several stages which need a base that keeps them cohesive and integrated; This base is made up of three elements: strategic attitude, strategic thinking and strategic intention.
The challenge facing organizations today is to be more efficient and effective every day in meeting the needs of the target audience to whom the activity is directed, so the strategic attitude must be in line with it.
INTRODUCTION
In order to adjust the Cuban Company to the demands of their development under the conditions that currently prevail in the context of this management, the Business Improvement Process is proposed to create a new efficient and modern socialist company, the results of which contribute to the development required by the country.
This process is characterized by a complex group of changes sustained in the potential of the cadres and workers as well as the development of new methodologies, both organizational and technical.
Therefore, it is necessary to adapt efforts and identify priorities and strategies with concrete actions to respond to the challenges of the new scenario of improved companies.
This strategic projection constitutes a working tool that will allow us to achieve qualitatively higher levels of management and results.
This work is carried out in the Granma Repair Company, with the aim of diagnosing and projecting alternative measures that elevate the organization of the work of processes in which the relationships between men-machines-materials-information-energy are revealed, evaluating the influence of you are in increasing the efficiency and effectiveness of said process.
Carrying out a detailed characterization of the Entity, knowing its corporate purpose, mission and vision; as well as assessing strengths, opportunities, weaknesses and threats, through a strategic exercise giving you the most sensible strategic solution; in addition to characterizing the production process of Hydraulic Hoses and low pressure tires, its cost sheet, as well as the problems that may affect one way or another in said process, in addition to the results achieved in terms of its indicators, whether of effectiveness or efficiency.
To carry out the research, various techniques were used that led us to develop it; the process representation diagram, Paretto Technique, SWOT Matrix, information gathering, among others. Analyzing and evaluating the effects that may intervene in the efficiency of the production process.
With a clear and well-defined strategy, you can position the company in the arena of your market, compete successfully, satisfy customers and achieve good business performance. Administrators devise the company's strategies depending on their needs.
As a result of the analysis, series of damages caused by noise were detected; attention to man is not required; there are difficulties in terms of the means of protection and lighting and ventilation that can be eradicated by changing the place of production of hoses for a more affordable one.
This research is highly relevant, since with the application of the Paretto Technique it was possible to define what the needs and restrictions were in the production process, the object of study, providing it with the fastest and most efficient solution, since we have the premises available in order for this production to develop without any type of damage, leading to the efficiency and effectiveness of this productivity.
CHAPTER I.
In this chapter we will make a theoretical reference on the above, of Strategic Management.
Strategic Management is that formal system capable of achieving the proposed objectives, under a previously analyzed approach. This tool is made up of two important phases: Planning and Strategic Implementation. In the Planning phase, decisions are made on the mission and philosophy of the company, on the establishment of objectives (short and long term) and on the tactics and strategies to achieve them. In the Implementation, an organizational structure capable of achieving the planned objectives must be developed, in addition, all the designed activities must be ensured to be carried out effectively and a control system capable of evaluating the deviations produced must be established.
The strategic direction is centered in the analysis framework of the strategy. After analyzing the environment, the resources and capacities induce to choose the most appropriate strategy, and its subsequent implementation in the various institutions.
Every strategic management process that is implemented in for-profit or non-profit companies has several stages which need a base that keeps them cohesive and integrated; This base is made up of three elements: strategic attitude, strategic thinking and strategic intention.
The strategic attitude The author Marina Menguzatto points out the need for a change in management's attitude to enable the company's rapid adaptation to an increasingly turbulent environment and emphasizes that the focus of management must move from the internal sphere of the company and efficiency, up to the company environment and effectiveness. In the author's criteria, she states that the center of the strategic direction is effectiveness; however, if a company neglects the internal aspect, it may be at the mercy of threats if it does not notice an increase in weaknesses or if it does not fully exploit the strengths to take advantage of the opportunities, that is why, it is considered that the management strategic should focus on effectiveness, or what is the same,focus attention on achieving the strategic objectives with efficiency and effectiveness since both variables should not be seen as exclusive but rather complementary from the strategic point of view.
The challenge facing organizations today is to be more efficient and effective every day in meeting the needs of the target audience to whom the activity is directed, so the strategic attitude must be in line with it
Individual strategic thinking includes the application of experience-based judgment to determine future directions. Company strategic thinking is the coordination of creative minds within a common perspective that allows a business to move into the future in a way that is satisfactory to all. The purpose of strategic thinking is to help you exploit the many future challenges, both foreseeable and unpredictable.
Strategic thinking incorporates values, mission, vision and strategy that tend to be intuitive (based on feelings) rather than analytical (based on information). Reaching agreement on these elements among the members of your management team is an essential prerequisite for effective planning.
It has become increasingly clear in recent years that to be successful every business needs the active engagement of all its decision makers. While the formal process of strategic thinking typically begins with the CEO and senior management team, and to be effective, it must immediately spread to the rest of the company.
To achieve strategic thinking, leaders need to be adequately trained and prepared to lead the entire process of implementing strategic direction.
Three levels of strategy definition can be considered, corresponding to different hierarchical levels in the organization, each of which is assigned different powers regarding decision-making.
- Global strategy level: The company is considered in relation to its environment, planning what activities are required to participate and what is the most appropriate combination of these. The global strategy constitutes the general plan of managerial action of the diversified company and is referred to the decisions to establish different positions and the actions it uses to direct its diversified businesses. At this level, the strategic component of the field of activity becomes important. Business strategy level: This refers to the management action plan for a single business or, better said, for the so-called strategic business units. This is also called a divisional strategy at this level, since most diversified companies adopt this divisional organization structure.The aim is to determine how best to carry out the activity or activities corresponding to the strategic unit. The main question at this level is how to build a better competitive position, for which internal potentials must be developed. Functional strategy level: It focuses on how to use and apply resources and skills within each functional area of each business or unit. strategic, in order to maximize the productivity of these resources. The best known functional areas are: production, marketing, financing, human resources, technologies and purchasing.for which the internal potentialities must be developed. Functional strategy level: It focuses on how to use and apply resources and skills within each functional area of each business or strategic unit, in order to maximize the productivity of said resources. The best known functional areas are: production, marketing, financing, human resources, technologies and purchasing.for which the internal potentialities must be developed. Functional strategy level: It focuses on how to use and apply resources and skills within each functional area of each business or strategic unit, in order to maximize the productivity of said resources. The best known functional areas are: production, marketing, financing, human resources, technologies and purchasing.
The Strategic Directorate constitutes an important study that consolidates the integration of those technological, political, economic and social activities that frame a whole change that companies need. Strategic management is aimed at facing the avant-garde and challenges that allow diagnosing a competitive advantage that helps strengthen the future of an organization.
The productive system can be defined as a process by which the inputs are converted into goods and services through a technological process, which is the particular method of transforming the different inputs into products; A change in technology modifies the way in which one input is used in relation to another and may even modify the final product.
The productivity of labor is one of the main indicators of efficiency that underlie the planned growth rates of the product social-Global and national income also allows us to know the degree of efficiency of the production process in a given period. Its level constitutes the basic qualitative indicator of the progressive nature of production, which expresses the level of development of the productive forces.
Efficacy: Achievement of the proposed objectives.
Efficiency: Achievement of the objectives with the least possible amount of resources.
Quality must be seen at the pre-production, production, post-production stage.
- In the pre-production stage: (Quality assurance and error prevention Quality planning) In the production stage: (Control the process, maintenance etc.) In the Post-production stage: (Reprocessing, handling, transport, storage)
Pareto Analysis
How to make a Pareto diagram?
- Use a log sheet to collect the required data. Order the data so that it goes from the largest to the smallest category. Calculate the total. Compute what percentage of the total each category represents. Compute the cumulative percentage. Draw a horizontal axis and one vertical on graph paper.Grade the vertical axis for the frequency.From left to right, construct a bar for each category, where the height identifies the frequency. Start with the largest category and move the remainder in descending order. Plot a vertical scale to the right of the graph and grade in percent (0% to 100%). Set the cumulative percentage line.
Symbols used in thegramagrams.
In order to record everything related to a job or operation in agramagram, it is much easier to use a series of uniform symbols, which together serve to represent all the types of activities or events that are likely to occur in any factory or office. They are, therefore, a very comfortable key, intelligible almost everywhere, which saves a lot of writing and makes it possible to clearly indicate exactly what happens during the process being analyzed.
The two main activities of a process are operation and inspection, which are represented by the following symbols:
Operation
“Indicates the main phases of the process, method or procedure. Usually, the piece, material or product of the case is modified during the operation ”It will be seen later that the symbol of the operation is also used when a procedure, for example, an ordinary office procedure, is entered.
It is said that there is an operation when information is given, received, or when plans or calculations are made.
Inspection
"Indicates that quality, quantity, or both are verified." The distribution between these two activities is evident: The operation advances the material, element or service one step closer to the end, either by modifying its shape, as in the case of a piece that is carved, or its composition, in the case of a chemical process, or when adding or removing elements, if an assembly is made. The operation can also consist of preparing any activity that favors the completion of the product.
Inspection does not contribute to the conversion of the material into a finished product. It is only used to check whether an operation was executed correctly in terms of quality and quantity. If humans were infallible, most inspections would be unnecessary. Often more graphic detail is required than these two symbols can give and then these other three are used:
Transport
"Indicates the movement of workers, materials and equipment from one place to another" There is transport, then, when an object is moved from one place to another, unless the transfer is part of an operation or is carried out by an operator in its workplace when performing an operation or inspection. In this work the transport symbol will appear whenever materials are handled to put them on or take them off trucks, banks, warehouses, etc.
Provisional deposit or waiting.
"Indicates delay in the development of events: for example, work on hold between two successive operations or momentary, unrecorded abandonment of any object until it is needed" is the case of work piled up on the workshop floor between two operations, of the drawers to open, of the pieces to put in their locker or of the letters to sign.
Permanent storage
"Indicates deposit of an object under surveillance in a warehouse where it is received or delivered through some form of authorization or where it is kept for reference purposes"
There is, therefore, permanent storage when an object is stored and care is taken that it is not transferred without authorization.
The difference between permanent storage and temporary or pending storage is that, generally, a delivery order, voucher or other proof of authorization is required to remove the objects left in permanent storage, but not for those temporarily deposited.
Combined activities.
When it is desired to indicate that several activities are carried out at the same time or by the same operator in the same workplace, the symbols of such activities are combined; for example: a circle within a square represents the combined activity of operation and inspection.
The general data for the preparation of the cost sheet are:
- Raw material and material. Salary breakdown. Other direct expenses. Indirect production expenses. General management expenses.
Calculation of the indirect production cost coefficient (CGIP)
CIGP = ∑ Indirect Production Expenditure
∑ Basic Salary of Production workers
Calculation of the Coefficient of General Management Expenses. (CGGD)
CGGD = Generales General Management Expense
∑ Basic Salary of Production workers
These calculations are made on the basis of Joint Resolution No. 1/05
Sound is the transmission of energy through a liquid, solid or gaseous medium produced by a vibrating source, capable of being perceived by the ear; is the set of compressions and depressions of the molecular layers of the air in time, as a result of the vibration of a source. Noise is the sum of various sounds that are not necessarily related to each other.
NC: 04-19-04 gives the following definition of noise:
Sound that due to its intensity, spectral composition or other unwanted causes can cause damage to health.
Sound parameters and physical characteristics.
To carry out the study of noise and be able to evaluate it, it is necessary to understand its characteristics and parameters.
It is defined by a series of parameters such as:
- Frequency Wavelength Speed Sound pressure Power Intensity
Noise is a sound that, due to its intensity, spectral composition or other causes, is unwanted and can cause damage to health. It is also one of the most common risks in the industrial field where workers are affected in hundreds of professions and occupations..
Noise is an unwanted sound from:
- Cause worker discomfort Difficult transmission of information May affect health.
In the work environment, the sounds of interest almost always occur together with other so-called background noises, and so-called masking can occur, which interferes with spoken communication.
However they affect other factors such as: (reverberation, voice quality and computer content)
Decibel unit of measurement (is a logarithmic scale with which a wide range of sound pressure values is reduced to a small set of numbers (0-160)
The unit of measurement of this scale is the decibel which, referring to noise, means: The unit used to measure the sound pressure level, taking as reference the weakest acoustic pressure that the average ear can perceive.
NPS = 20 log (P / Po) ² or = 20 log P / Po
Sound pressure are those sound changes that occur above or below atmospheric pressure; characterized by the audible range (2.10 ˉ² Pa or 2.10⁴Pa). The Sound Pressure Level is determined with the following equation L (db) = 20 log P / Po; where: -P (measured sound pressure)
Po (Reference sound pressure; (2.10ˉ⁵ Pa) Perception threshold
Frequency analysis. Octave band frequencies
The frequency spectrum audible to the human ear is from 20Hz to 20Hz, although the highest sensitivity occurs between 1 and 4KHz.
This amplitude of auditory sensitivity required its reduction, as well as the ranges, of sound pressure to perform the evaluation of noise.
The audible spectrum was divided into frequency bands, the most used being the octave bands.
Fm (Hz) 31.5 63 125 250 500 1000 2000 4000 8000
Types of noise
- Constants: is the noise whose NPS fluctuates significantly during the measurement period, that is, with the slow response of the sound level meter they vary by no less than 5db in 8 hrs. No Constants: the NPS varies significantly during the measurement period, that is, with the slow response of the sound level meter they vary by more than 5db in 8 hrs.
Fluctuating: They are those that are low, high, medium, that is to say that the level changes continuously and in an appreciable extension during the period.
Intermittent: Noise whose level suddenly decreases to the background noise level several times during the observation period. The time during which it is maintained at a level above the background noise is 1 second or more. Ex: Steam valve exhaust..
Impulse: Noise that fluctuates at an extremely large rate in time
Constants: They are those that most affect the ear, using the N criterion for noise evaluation.
Alterations caused by noise
- Reduction of hearing (hearing loss) produced by adaptation to intense noises, that is, decreasing hearing sensitivity, causing the temporary threshold change due to prolonged times of unwanted noise.Psychological disorders: nervousness, irritability, discomfort, concentration, memory and reflex disorder, stress Physiological disturbances: Disorders in digestion, increases metabolism, alterations in skeletal muscle tone, predisposition, fatigue, pupil dilation, hypoglycemia.
The maximum decibel that the human ear can perceive is (80)
CHAPTER III:
Practical application.
The Granma Repair Company, belonging to the Ministry of the Iron and Steel Industry is located at Km. 108 in Peñas Altas, Matanzas Municipality, covering a total area of 17,682 m².
Its corporate purpose is:
Produce and commercialize automotive parts, spare parts and accessories, as well as aluminum carpentry and metal structures, provide repair, maintenance, recovery and re-motorization services for all types of engines for light, heavy agricultural and construction vehicles, provide forklift refurbishment services, produce and wholesale light metal structures associated with social programs of national or territorial interest, as well as provide assembly and installation services thereof, in national currency and foreign currencies according to nomenclature approved by the Ministry of Internal trade, in short, is the production and commercialization of engines in all their versions, generators, parts, pieces, automotive accessory components,the manufacture and repair of buses, trucks, trailers and wedges, as well as specialized technical services for technical assistance and after sales, capital engine repair.
It has the peculiarity, in correspondence with its corporate purpose, of having an open market, not having a single production line and offering various technical services, limited only by the available technology.
Mission:
Provide efficient and quality post-sale services, re-motorization, motor repair, as well as the commercialization of parts and other mechanical productions.
The Company has 7 distinct service and production areas. Which are the following:
UEB RENOVAMOTO
It deals with the re-motorization of light and heavy vehicles with Brazilian 4-6 cylinder engines.
It is proposed to introduce new production lines, in addition to offering sheet metal and medium and capital painting services. Its technology is advanced.
UEB USTAMOTO
Plant in charge of engine repair and re-motorization, mainly of the brands:
Jumz.
South African Engines.
Mercedes Benz.
They lack equipment and tools.
UEB MECHANICAL PLANT.
It carries out work of recovery of pieces, through the processes of welding, machining and repair of other minor aggregates.
10% of the equipment is in poor technical condition due to its obsolescence and the rest is not modern.
UEB USTA. (Automotive Technical Services Unit).
It is in charge of providing services both in the after-sales and in the guarantee stage for nationally manufactured equipment, which imports new and second-hand equipment, coordinating its work with the central companies.
This plant has the advantage of being located geographically near the tourist pole of Varadero, which is in constant development, as well as practically in the central part of the country, also having a significant number of communication routes: international airport, port and access by roads.
Goal: The Usta plans, to provide a better service, the task of working with quality and reducing costs and expenses in such a way that it eliminates all its losses.
We can summarize that these 7 areas as a whole have a defined image and are possessed in the minds of clients in one way or another.
It has a total of 188 workers distributed as follows:
Leaders 19 6%
Technicians 59 21%
Administrative 3 2%
Services 32 11%
Workers 75 60%
This group of workers can be characterized as:
Stable.
From work experience.
With a high spirit of commitment and sacrifice.
View
We are a Company with a competitive business culture where a rational order prevails regarding material and financial assurances, where attention to men is promoted, taking into account that people or human resources are the most important element with which it can be stated, quality as an essential part of the organizational culture, educating our collective in the principle that things must be done well from the first time, marketing as a fundamental task of our productions and services, achieving a position in our region and other surrounding areas, increasing technological development as a way of advancement and research achieving a systematic increase in effectiveness to achieve efficiency.
Regarding the Microenvironment:
Suppliers
Unecamoto Group.
Transimport.
Divep.
Autoimport.
Mitrans.
International Engines.
customers
Etecsa.
Provincial Beverage and Liquor Company.
Polygraphic.
Banco de Crédito y Comercio.
Cubatur Varadero.
Ecomat.
Raw Materials.
Pescamat.
Ecasa.
In the specific case of Hydraulic Hoses:
- CIMEX (For the store network it has) Oleo Hidráulicos (Cienfuegos) Taino Spark Plugs (Sagua la Grande) Empresa Guama (Contraimport Ciudad Habana)
Interest groups: SIME, Ministry of Labor, Government, Party, Family
Key Factors: Suppliers, External Clients
Key Areas: Marketing, production, financing, human resources and purchasing
SWOT MATRIX
Strengths.
Collective of experienced workers with a high degree of sacrifice and commitment.
Defined and positioned image.
Possibility of importing raw materials and accessories.
Financial Autonomy.
Flexibility in production and services.
Weaknesses.
There are no qualified and suitable personnel to perform certain functions.
Not having advanced technology and appropriate measuring instruments and working means.
Poor working conditions and means of protection.
The non-existence of an automated system to facilitate internal relations, affects poor collection management and decision making.
Breach of contracted services in terms of quality and delivery time.
Non-existence of a stimulation system that affects the demotivation of workers.
Threats.
High competitive environment and very close.
Remoteness from financial sources.
Chain of defaults that delay sales revenue.
Better working conditions and stimulation of competition.
Common customers with the competition.
Opportunities.
Wide market diversity.
Possibility of economic association with abroad.
Geographic location.
Availability of new products and / or services.
Possibility of Export.
Questions:
- To what degree does Fortress X take advantage of opportunity X. To what degree does Fortress X mitigate the effect of threat X. To what degree does weakness prevent X from taking opportunity X. To what degree does it allow weakness X mitigate the effect of threat X.?
The quality in the realization of the products and / or services of the company is evaluated by 90.9% as regular, an important parameter in the image of the company, which has its raison d'être in the provision of different services.
100% of the board of directors was projected in favor of urgent management of promotion of the services and / or products marketed by the Entity.
The Fundamental Strategic Problem.
If the high and very close competitive environment persists, which is our threat, and added to this, I do not optimize the non-existence of qualified and suitable personnel to perform certain functions, which is my weakness, no matter how much strength I have with a group of experienced workers and high degree of sacrifice and commitment that do not allow me to make the most of the opportunity of a wide diversity of market
General Strategic Solution.
If I maximize my strength of having a group of experienced workers with a high degree of sacrifice and commitment and minimize my weakness with the lack of qualified and suitable personnel to perform certain functions, then I am able to mitigate the high competitive environment and very close that is my threat, so I will know how to make the most of the opportunity offered by the wide diversity of the market.
So we have an offensive strategy (I-121), since we have very good opportunities and strengths, so threats and weaknesses do not influence.
Particularly the problems that have to do with the attention to man and others of a general nature for the different areas such as: Means of Protection and Hygiene at work, uniforms, cleaning tools, etc. They must be dealt with in a centralized way, although they do not exclude the participation of the areas, they must focus on their raison d'être, the organization of production and services, with the lowest cost and the highest quality for maximum customer satisfaction.
The success of this Company is sustained in the art of combining the essential decentralization and the irreplaceable centralization, especially when it constitutes a geographical unit and therefore there are common problems such as the security and protection of the center, dining room and cafeteria, recreation, which must require not only common but also prioritized attention. This will contribute significantly to developing the Organizational Culture and the Corporate Image of the Company.
Assembly process for hydraulic and pneumatic low pressure hoses.
The productive system is defined as a process by which the inputs are converted into goods through a technological process. The first characteristic for the classification of the productive system is the flow of the product of the operations. To select this process, it must be taken into account if the product is manufactured to be stored in Inventory or to fill a specific customer order. In the center where this project was carried out, the process is by inventory, which provides speed with low costs and greater flexibility, without assigning individual orders to customers through production and in terms of production flow is continuous linear,since it is characterized by a sequence of linear operations that are used for long periods of time to manufacture a single product or, more specifically, many units of the same product. Which are very standardized.
Process characterization
We will specifically analyze the area of production of low pressure hydraulic hoses, which is the hose that has a light textile reinforcement inside with a metallic component called (Racor) that is fixed to facilitate its connection in the automotive vehicle, the objective of this job is to establish the steps for the assembly of the same, where the greatest responsibility falls. Due to the degree of participation of man it is characterized as mechanical-manual and according to its degree of specification in Universals.
The following operations are performed in the hose assembly process.
As the hoses are cut, they are placed in plastic baskets.
Fitting assembly: The operator proceeds to mount the fittings on the vise on the work table to start the assembly of this, placing the fitting at one end of the hose, making the test and start machine work (A), the pressure is inserted into the hose into the hose to mount the other fitting. In this operation soapy solutions will be used to facilitate said assembly, forbidding the use of oils or other substances.
Once the assembly is done they are placed in plastic baskets.
Pressing the fittings: The operator presses the fittings on the hose taking into account the type of grinding wheel to be used, there are 8 grinding wheels on the plate that are changed manually. The fitting is placed vertically on the plate with the grinding wheels at a distance of 5mm from the hexagon at the end of the fitting, the micro is graduated with the measure established according to the type of hose, the electric crimping machine is turned on and in this way the fitting at both ends.
The operator each time pressing the fittings at both ends checks with the 0-150 mm vernier caliper the size of the pressing footprint so that it complies with the provisions.
DATA TABLE FOR CRIMPING
Once this operation has been carried out, the hoses are placed in plastic baskets for final control.
After having carried out the final control of the hoses, the hoses are marked on the manual crimping machine, removed from the 8-wheel plate, 2 wheels engraved with the letters G and R are placed, they are adjusted and the lever is operated, leaving the recording made, after this operation they are packed in nylon envelopes that are chopped in the sealing machine, in groups of 1 or 2 units, being sealed and placed in plastic baskets to be taken to the finished production warehouse.
Once the product is finished and available for sale, the cost sheet is prepared, in accordance with current provisions, they are prepared on the basis of Joint Resolution No. 1/2005.
The cost sheet is made with the aim of setting the prices of hydraulic hoses in a way that guarantees the stability of prices in the market. The company sets its price in such a way that it achieves a satisfactory return, and that in the future the economies derived from experience will allow it to address the cost increases caused by inflation.
Product objectives
Meet the needs of automotive, light, heavy, agricultural and construction equipment that need parts, accessories and other types of repairs according to the demand plans of our clients.
Product strategies
- Improvement of technological conditions through a level of investments. Increase in after-sales services. Cost reduction through a detailed analysis of the product manufacturing and distribution process. Sales promotion and ease of financing. Satisfy the needs of light equipment, automotive, etc.
The place where the production of hydraulic hoses takes place is located in a corner of the machining workshop, where they built a rubber warehouse that takes away all the visibility and ventilation that it previously had, in addition to the intense noise emitted by the workshop machines. Therefore, after a detailed analysis regarding noise measurements during 8 hours of work in the octave band frequency, we obtained the following results:
So there is a risk of hearing damage for workers because in the 500 Hz Fm the NPS exceeds the maximum admissible level of 80 db, so it brings serious damage to human hearing, such as:
Reduction of hearing (hearing loss) produced by adaptation to intense noises, that is, decreasing hearing sensitivity, causing the temporary threshold change due to prolonged times of unwanted noise.
Psychic disturbances: nervousness, irritability, discomfort, inattention and concentration, memory and reflex disorders, stress.
Physiological disturbances: Disorders in digestion, increases metabolism, disturbances in skeletal muscle tone, predisposition, fatigue, pupil dilation, hypoglycemia.
After a rigorous analysis through the general method of group problem solving, we were able to detect a series of restrictions that affect our production process, the object of study, which are caused by noise, attention to man is not required, there are difficulties in as for the means of
protection and lighting and ventilation that can be eradicated by changing the place of production of hoses for a more affordable one, which already exists in our entity, and so this production can continue to be developed without any type of damage, leading to its efficiency and effectiveness. productivity.
An analysis of indicators was carried out to see their effectiveness or efficiency behavior.
Indicators managed by the Granma Repair Company
Evaluation of the improvement of the indicators managed by the Granma Repair Company in the last two years.
With the horizontal analysis we can reach the following results: 83% of the indicators that the company manages are of efficiency and 74% are of results. In 65% of the indicators analyzed, there was improvement with respect to 2005, with the efficiency and results indicators prevailing. In 35% of the indicators that there was no improvement, 25% of them are process and efficacy indicators, that is, of the few efficacy and results indicators that the Unit manages, half of them had no improvement with respect to the year 2005. With this analysis we can conclude that management in the Company is oriented to results and efficiency.
Conclusions.
- The greatest affectation is that of the noise caused by the machines of the machined workshop, where the place where the hoses are made is located. There are deficiencies in the attention to man in terms of protection and hygiene at work, uniform, cleaning tools The construction of the rubber warehouse on one side of the hose room limits it from all kinds of visibility and ventilation.
recommendations
- Change the hose production location as soon as possible for a more affordable one. They must carry out a greater management to solve the problems that frame the attention to man
Bibliography.
Acosta, Rafael (1990) Industrial Engineer Techniques Brochure. ISAAC, Industrial-Economics Faculty. Mtzas. Cuba
Bibliography in electronic format. WEB page www.inf.umcc.cu/Industrial
García, Joaquín, Protection and hygiene at work. ISAICC 1987
Menguzato and Renau., The strategic direction of the company an innovative approach to management. SPI, 427 pp..
Morrisey, George. Strategic thinking. Build the foundations of your planning / Ed. Prentice Hall Hispanoamericana, Madrid, Spain. 119 pp
ILO (1985) Introduction to the Study of Labor. Third Edition.. Geneva
Viña, Silvio and E. Gregory (1987). Ergonomics. Editorial Pueblo and Education. Havana.
