Excellence and competitiveness represent an obligatory goal for any organization that performs in the current context, characterized by high complexity, dynamism and instability in the market and by the occurrence of important economic transformations on an international scale. Globalization, the accelerated development of technology, the existence of much more knowledgeable and demanding consumers; They have brought about a radical change in the management paradigm. Numerous companies have embarked on the path to excellence based on gaining some distinctive competitive advantage, quality is a basic factor in achieving competitiveness, offering a superior quality product at a competitive price has been a lasting competitive advantage for leading companies.
The company is most effective when it comes to tailoring its response to each customer's need, when it knows in advance a potential need not yet expressed. But quality is not simply a set of techniques or methods, it is also a sure way to achieve effective management in the short and medium term and to increase management efficiency in the medium and long term. It is also a state of mind that must be translated into a change in staff behavior. Without its integration, quality improvement presents the character of an inanimate system (in the literal sense of the term: soulless).
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. The essence is to match or exceed the expectations for the quality of services, which are formed on the basis of the company's past experiences and publicity. Consumers choose their service providers and once they have received the service compare it to their expectations; if the perception of the quality of the service is lower than their expectations, the clients lose interest, if they match or exceed them they will be willing to opt for the service again.
Quality management is a service that collects information, based on the mass of data available to each production process and service activity; quality extracts everything that has more meaning than it has less to achieve greater customer satisfaction.
Humanity's own development has brought about important changes, among them they can be cited as the most significant: the appearance and development of new technologies; increasing the size of companies; and the competitiveness between them and the use of new management tools.
Among the purposes of any company should be the evaluation of quality by analyzing the effectiveness, efficiency, effectiveness and management of its decisions.
Competitiveness becomes the economic criterion par excellence to guide and evaluate performance inside and outside the company, benefits are ensured by allocating scarce resources for those turbulent and changing environments, as well as those potentials in which a company differs from the others (Nogueira Rivera, 2003)
The idea that an organization is a process of customer satisfaction and not a process of goods of services and vital for every entrepreneur.
Between the years 1990 and 2000, the country invested large resources in the recovery process of the Cuban Industry, mainly in the Generation of Electric Power. State-of-the-art technologies are introduced in the instrumentation, control and modernizations carried out in the CTE (Thermoelectric Power Plants).
The birth and obligation of strict provisions regarding the environment, saving energy sources and operational and industrial safety are observed, all this occurs while in Cuba, there was a total stoppage during the special period, in addition to the lack of pieces of replaced because 90% of these came from the socialist camp bringing with them the deterioration of them.
The influence and difficulties that the country suffers from the passage of the different cyclones that hit the western part of the country are known to all, and a new stage in the Generation of Electricity emerges, as the Groups join it. Diesel Generators that are part of the Programs of the Revolution.
In a second stage, the Fuel Oil Generating Sets are introduced into the country as the base regime of the National Electro-Energetic System and in this way the need arises to create a Company that is dedicated to maintaining this equipment and its accessories, with the objective of creates in April 2007, the Fuel Oil Generator Set Maintenance Company (EMGEF)
The introduction of planned actions, which consider that quality covers all areas of the Company, from the design of the service to its delivery to the customer. It is based on ensuring that the necessary processes are carried out so that the products and services satisfy the customer.
The EMGEF arises having in its organization a set of methodologies, procedures and regulations that fully organize the maintenance activity of the basic and auxiliary equipment installed in the different Fuel Oil Power Plants installed. The maintenance of the equipment is planned from the hours of operation of the power plants, it should be noted that from the start-up of the same, the hours of operation of each of the generator sets begin to be recorded and controlled. that compose it (a generator set means a motor, generator, output transformer and auxiliary equipment that guarantee the generation of electricity).
The need to properly organize the Maintenance Service, with the introduction of preventive maintenance programs and the control of corrective maintenance, arose several decades ago based on the objective of optimizing the availability of equipment.
The introduction of planned actions that consider that quality covers all areas of the company, from the design of the service to the delivery of the same client, is based on ensuring that the necessary processes are carried out so that the services satisfy the client.
J u s t i f icativa of the problem
The success of any organization increasingly depends on its business processes being aligned to enable planned results to be achieved and managed as a system.
Each person involved in the process should not always think about how to do better what he is doing, but why he does it and for whom he does it; since customer satisfaction is determined by the coherent development of the process as a whole rather than by the correct performance of each individual function or activity.
If we take into account that the quality of a product or service is the perception that the client has of it, it is a mental fixation of the consumer who assumes conformity with said product or service and its capacity to satisfy their needs.
The EMGEF is a company that provides maintenance services, which is why the UEB of Maintenance to Generating Sets of Fuel Oil Matanzas, presents within its objectives to maintain availability (Capacity to generate electricity for a certain period of time) in the Power Plants Eléctricas de Fuel Oil through its quality management, taking into account a set of planned and systematic actions necessary to give adequate confidence that its service will satisfy the required quality requirements.
If we take into account that a desired result is achieved more efficiently when the activities and resources are managed as a process, according to one of the principles of ISO 9000-2000, and a set of requirements are established to guarantee the quality of the services that reach the clients, thus achieving their satisfaction, so we consider:
Scientific problem
How to evaluate the effectiveness of quality management in the UEB of Maintenance to Generating Sets of Fuel Oil Matanzas?
H ipótesis:
If an adequate procedure is implemented, the effectiveness of the management carried out by the UEB of Maintenance to Fuel Oil Matanzas can be evaluated and analyzed.
O b jetivo General:
Implement a procedure for the evaluation and analysis of the effectiveness of the management of the UEB of Maintenance to Fuel Oil Matanzas.
O b specific tives:
- Prepare the theoretical framework of reference taking into account the concepts, theories and methodologies according to the selected topic. Evaluate the level of customer satisfaction and determine the causes that generate it. Carry out a causal analysis of the external and internal approach.
V a r i a b le Dependent:
- The effectiveness of quality management in the UEB of Maintenance to Generating Sets of Fuel Oil Matanzas
V a r i a b le Independiente:
- Evaluation of customer satisfaction. Causal analysis.
For the development of this research, theoretical and empirical methods will be used such as: analysis and synthesis, historical and logical, induction and deduction, hypothetical, statistics, interviews and surveys, basic diagnostic tools, as well as computational processing of the results., using SPSS software, Delphi method, Kendal, cause and effect, brainstorm, Pareto.
The present investigation is structured in three chapters:
Chapter I. Theoretical foundation and bibliographic review.
Chapter II. Characterization of the object of study and research methodology, as well as a brief description and design of the research.
Chapter III: Analysis of the results obtained by the implementation of the elaborated procedure.
C hapter I
M to r co theoretical reference
It is dedicated to the study of the theoretical framework in which a bibliographic review about the basic concepts present in the Quality Management system in service companies is highlighted, concepts and theoretical definitions of different authors are exposed.
1.1. The quality. General
The increasing technical scientific development has facilitated the globalization process and the existence of more informed, demanding and concerned customers with environmental problems. The market dominated by oversupply, competitiveness, fashion and instability, requires the delivery of products with high perceived value and quality, which enhance customer satisfaction and loyalty, in order to maintain market share or gain new ones. customers and increase it; as safe ways to obtain benefits and be competitive.
Quality has taken on different meanings over the years. At the beginning of the century it was synonymous with inspection; in the 1940s it took on a statistical connotation; by the sixties it was extended outside the production area to include all other functions, using for this the concept of total quality control, where the entire organization was mobilized to help produce a quality product; Today the term quality is expanding to include zero defects, continuous improvement with a customer focus.
Quality is a category that tries to represent customer satisfaction from high levels of service provision to them, and manifests itself both in the productive sphere and in services.
According to ISO 9001, quality is nothing more than the degree of approach to the needs and expectations of consumers, complying with them to achieve satisfaction, which it transmits to the environment, generating more satisfaction.
The meaning of quality developed by the Japanese style of total quality control known by its acronym WQCS, explicitly summarizes the complexity and scope of this category and also allows its correct operation in accordance with current requirements and the principles of Total quality management. For the WQCS, quality has two basic meanings:
Global ignited S: It is closely related to the scope, complexity and criteria previously exposed that have oversized this category and make its measurement difficult. Currently, the client not only expects to receive a product, but his demands go beyond the good obtained, so that he perceives the quality as he understands it, expressed in service, price, reliability, speed, professionalism, durability, variety, etc.
Operational S i gn ified: Allows quality to be made operational based on the client's criteria and specifically through customer satisfaction; but with a proactive and process approach, when considering the quality of each output. Meaning of negative quality and positive quality. They express the possible ways of managing quality, reactively, based on results or proactively, based on customer needs. These meanings are similar to conformity quality (negative quality) and design quality (positive quality).
- Negative quality: it is the deviation (precisely negative) between what is obtained and what should be obtained to meet expectations: non-respected delivery times, too many product defects, excessively complicated procedures, lower than expected machine efficiency, excessive rate of returns.Positive quality: it is the way of always trying to give customers something that increases their level of satisfaction. This should be done proactively, analyzing the process before obtaining the results.
Different authors have defined quality as:
E .W. Deming (1989): Quality does not mean the achievement of perfection, it means the efficient production that the market expects. Offer low-cost products and services that satisfy customers.
J. M . They swear (1994): Quality is the set of characteristics that satisfy the needs of the clients, in addition quality consists of not having deficiencies. Quality is "fitness for use meeting customer needs."
NC ISO 9000: 2005 : The degree to which a set of inherent characteristics meets the requirements.
P. Crosby (1996): He explains it from an engineering perspective as the fulfillment of precise norms and requirements. Her motto is "get it right the first time and get zero defects."
A . Parasuraman, Zeithaml and L. Berry (1985, 1988).
Quality is the discrepancy between what is expected and what is perceived.
L . Berry, (1988) . “Quality is a service issue, that is, quality must be foresight, not an afterthought. It must be a way of thinking that influences each step of the development of new services, new policies, new technologies and new facilities.
F e igenbaum (1991) : Quality is the total result of the characteristics of the product or service that in itself satisfies the expectations of the client. According to this author, it is the total result of the characteristics of the product and service of marketing, engineering, manufacturing and maintenance; through which the product in use meets the expectations of customers at a cost that represents value.
Kaoru Ishikawa (1988): Develop, design, manufacture and maintain a quality product that is the most economical, useful and always satisfactory for the consumer.
Harrington (1990): It is meeting or exceeding customer expectations at a price you can afford and at a cost you can bear.
S c h r o e d e r (1992): Quality is to include zero defects, continuous improvement and great focus on the customer. Each person defines quality with their accessories.
P a r a s u ra m to n , Zeithaml and Berry (1985) define the quality of service as the trial that the client makes about the superiority or overall excellence of the product, that it is an attitude, related but not equivalent to satisfaction and described as the degree and direction of discrepancies between customer perceptions and expectations.
G a lgano (1995): Describes quality as customer satisfaction, affirming that this concept surpasses and enriches other more traditional meanings and insists on its global meaning.
NC ISO 9000: 2005. It is the degree to which a set of inherent characteristics meets the requirements.
N C ISO 9001: 2008: Promotes the adoption of a process-based approach when developing, implementing and improving the effectiveness of a quality management system, to increase customer satisfaction by meeting its requirements.
For an organization to function effectively, it has to determine and manage many related activities. An activity or set of activities that uses resources, and which is managed in order to allow the input elements to be transformed into results, can be considered as a process. Often the result of one process is directly the input to the next process.
The application of a process system within the organization, together with the identification and interactions of these processes, as well as their management to produce the desired result, can be called a "process-based approach"
Management quality. It is the systematic improvement of effectiveness, efficiency and effectiveness. Through conceiving the organization as an open system that interacts with the environment and is made up of several systems whose core processes are the organization.
1 .2 Efficacy: "Ability to achieve the desired or expected effect, without depriving the resources or means used." This is a meaning that obeys the custom and must be re-evaluated by the royal academy; on the other hand, it should refer rather to teams.
Some criteria on efficacy
Drucker, P. is the ability to determine appropriate goals "to do the right things"
A n s e jo Sebastián (1999) “is to calculate the exact capacity of institutions to provide service under ordinary conditions, that is, what can be achieved under ordinary conditions is what is planned and programmed. Refers to activity.
Ramos Dominguez. (2004) "is achieved when the regulations, rules, procedures, activities and proposed actions are complied with in the performance of the work, and the results are satisfactory". It is doing things well.
N od Hernández (2004). it is the relationship between the results achieved and the ones proposed; that is, it allows to measure the degree of fulfillment of the planned objectives. Efficiency is linked to productivity through impacting the achievement of greater and better products (according to the objective); however, it lacks the notion of resource use. However, this indicator serves to measure certain quality parameters that every organization must preset and also to be able to control waste from the process and increase added value ”
(S o l er , 2001) Effectiveness values the impact of what is done, the product or service provided. It is not enough to produce 100% of the service or product that is set, both in quantity and quality, but it is necessary that it be adequate, the one that will really satisfy the customer or impact the market. In other words, efficiency is understood as the relationship between the good or service and the degree of customer and company satisfaction. So when speaking of quality, customer satisfaction, the achievement of corporate objectives, one speaks of effectiveness. Efficiency is the "What"
(Beas, 2007) It is the ability to achieve programmed objectives and goals with the available resources in a predetermined time. Ability to meet in the place, time, quality and quantity, the goals and objectives established.
(Kilian, 2004): «Obtaining the results should require as few events as possible. Encounter and friction should be minimized, and only occur as chained events that are integrally and organically results-oriented »
(N C ISO 9000-2005) is the degree to which the planned activities are carried out and the planned results are achieved. Efficacy implies:
- Analysis of the correspondence between results and objectives. High level of mobilization and commitment to workers. Leadership capacity. Knowledge.
Vigor, virtue, firmness and validity.
E v a l uation. It is a process that consists of two fundamental activities and that is carried out through indicators:
The indicators are measurements of the operation of a process, these can be of efficacy, efficiency or effectiveness, both global or of the result of the process, as auxiliary or process. They indicate how the company is running and how competitive it is.
Global or result indicators: They report what has happened. Outputs of a process (the information is a posteriori).
Auxiliary or process indicators: They report what is happening (process in progress). Measure what is happening (information is obtained a priori). Process indicators are inductors of performance indicators.
The indicators must meet the following requirements:
- Useful, really useful for improvement.Expressible in the form of an index.Attached to a goal.Easy to calculate.Self explanatory.
Performance indicators measure how well or how poorly a process meets its customers' expectations. Examples of this are: customer satisfaction, perceived quality, level of leadership and level of formality of the standards.
Process indicators are inductors of outcome indicators.
Quality improvement involves a jump to a higher level or a new planned state. It must be quantified through the dynamics of the indicators or by reducing the variability of the processes.
E f iciency: "Ability to achieve an end using the best possible means." Preferably applicable, with few exceptions to people and hence the efficient term.
Efficiency is used to account for the use of resources or fulfillment of activities with two meanings: 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 a degree of which take advantage of the resources used transforming them into products.
Therefore, it gives a measure of the relationship between resources and their degree of use in processes. We are talking about efficiency when we mention operating costs, process times, and waste. Efficiency is the "How". (Soler, 2001).
Efficiency is the relationship between the result achieved and the resources used.. (NC ISO 9000-2005)
Efficiency and effectiveness are interrelated, but the lack of effectiveness cannot be compensated with efficiency, no matter how great this is, since there is nothing more useless to do efficiently, something that has no value and contributes nothing to the organization. So you need to ask yourself if what you do is worth something. (Fernández, 2007)
However, in organizations that are "NOT ENOUGH" with being solely efficient, modern organizations seek more than that, and that is effectiveness. When a command reaches the goals or objectives set by the institution, we say that it is effective. Then the effectiveness refers to the results in relation to the goals and fulfillment of the organizational objectives, that is why to achieve adequate effectiveness the tasks should be prioritized and those that contribute to achieving your objectives and goals should be carried out, in order of precedence, for You must make sure that what you do is worth it and leads to an end. (Fernández, 2007)
Compliance Quality: Focuses on achieving compliance; it comes down to acting on deviations or nonconformities.
Design Quality: It is the quality that is incorporated into the product during the design stage.
Expected quality (implicit): Set of characteristics that customers take for granted.
Quality perceived (established or expressed): Set of characteristics that clients explicitly demand. It is determined by customer satisfaction. (Cronin and Taylor, 1994)
L a s Expectations: Expectations The are "hopes" that customers have to get something.
Dissatisfaction: It occurs when the perceived performance of the product does not meet customer expectations.
S at t isfacción: Occurs when the perceived performance of the product coincides with the expectations of the customer
Client according to the dictionary Manual of the Spanish Language "is that person who uses the services of another". A customer is someone who has been impacted by a product, is the recipient of a service or product offered by a supplier in a contractual situation, the customer is a buyer. But at the same time, it can be an end consumer, user or beneficiary (Juran 1993).
NC ISO 9000: 2005 defines customer as an organization or person who receives a product. It can be internal or external to the organization:
External Client : These are impacted by the product but are not members of the company (or other institution) that produces the product. These include those who buy the product, government regulatory agencies, and the general public.
Internal Customer: Throughout the company there are numerous situations, in which departments and people supply products to others. Those who receive them are called "customers", despite the fact, they are not customers in the usual sense, that is, even if they do not buy the product.
E v a luar: Point out the value of something. Estimate, appreciate, calculate the value of something. (Encarta® 2005).
Analysis: Distinction and separation of the parts of a whole until getting to know its principles or elements. (Encarta® 2005).
The historical meaning of the word is that of aptitude or fitness for use. The American Society for Quality Control (ASQ C) defines Quality as the set of characteristics of a product, process or service that give it its aptitude to satisfy the needs of the user or client.
The g ement quality develops three major processes which are:
The planning is a rational decision - making process, which includes determining objectives and selecting courses of action to be followed by a company and each unit of it. Planning means saying in advance what you want to achieve and what must be done to achieve it, how, where, who and when it will be done. The planning tries to establish a bridge between the current situation and another desirable future. (Aguirre, 2000)
The organization function includes the establishment of an intentional, formalized and permanent role structure for the people who make up the companies, in such a way that those responsible for the administration ensure that each of the elements that make up the company have knowledge of the tasks and functions to be carried out to achieve business objectives. The organization includes, therefore, a series of activities aimed at identifying, structuring and appropriately assigning all kinds of tasks to be carried out to achieve the company's purposes (Aguirre, 2000)
The c ontrol is aimed activity monitoring correct deviations that may arise regarding the objectives. The control is exercised with reference to the plans, by means of the regular and systematic comparison of the forecasts and the subsequent achievements and the valuation of the deviations with respect to the objectives. This function controls what has been planned and what has been achieved in order to trigger the appropriate corrective actions that allow the system to be kept regulated, that is, oriented towards its objectives.
1-2. Analysis and definitions of the term Service
The term service can be defined as intangible whose added value is only recognized when received, the nature of that added value is in the quality of the contact (moment of truth)
Services are activities of an intangible nature in which a supplier and a client participate, generating satisfaction for the latter (Lethinen, 1991)
Service is a job for others (…..) it exists because they can satisfy a specific customer need (Juran and Gryna, 1993)
The service is given by the results generated by the activities in interfaces on the supplier and the client and by the activities of internal suppliers to satisfy the client's needs as referred (NC ISO 9004: 2000)
The Service Triangle represents the relationship between strategy, people, the system, and customers in service organizations.
The client is the center of all decisions and actions in the organization, due to the specific characteristics of the services.
Outputs: intangible, non-transportable, non-storable, manufactured and delivered simultaneously, of subjective quality.
Inputs: transformable, information or customer.
Fundamental features of the service
Four important characteristics prevail in the service (Kothler, 1997) Intangibility: The senses cannot be experienced before their purchase. The service provider's task is "to manage the evidence", "to make tangible the intangible".
Inseparable character: The services are produced and consumed at the same time. If the service is provided by a person, this is part of the service. Both the supplier and the customer affect the final result of the service.
V a r i a b ility: Services are highly variable, as they depend on who supplies them, when and where.
Perishable character: The services cannot be stored.
A service is an activity of an intangible nature that is generated in the interaction that takes place between the client, on the one hand, and the employees, the resources and the service provider system, on the other.
There are some rules of the services that will be revealed at work, such as:
E nf or q u e General: The staff must develop and maintain good relations with customers. Employees must act as consultants who are prepared to do their job when the customer needs it and in the way that the customer demands.
A n to lyse demand: contact personnel producing the service is in contact with customers should perform their own analysis of the needs and desires at the same time the production and consumption of services takes place.
Quality control: The personnel who produce customer service will have to control the quality of the services at the same time that they produce it.
Mark e t ing: The contact staff will perform Marketing functions in relation to the service it provides.
A po and o organizational: The organizational structure, technology and directives, as well as the defined service concepts must provide the necessary guidance, support and motivation to be able to encourage contact personnel to provide a service.
The eight basic principles of ISO 9001 and Quality Management
- Customer-focused organization Leadership All staff commitment Process focus System approach to management Continual improvement Objective focus Mutually beneficial relationships with suppliers.
Service is the change experienced by the conditions of a person, or of a property belonging to some economic unit, as a result of the activity carried out by another economic unit, with the prior approval of the first person or economic unit. (Hill 1977).
Intangible and separately identifiable activities that provide the desired satisfaction when sold to industrial consumers and / or users and that are necessarily linked to the sale of a product or other service (Berry 1993)
In the Cuban standard NC ISO 9000: 2005 it is defined that a service is the result of necessarily carrying out at least one activity at the interface between the provider and the customer, generally it is intangible.
1.3. Moment of truth and duty cycle
In service companies, customer contact moments with the organization are very important, as they can decide their satisfaction. These "moments" are called moments of truth. The set of customer truth moments in the organization is called the service cycle.
The service cycle is the complete sequence of moments of truth that the customer experiences when satisfying a need. (Albrecht 1990).
A 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.
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