Total quality management and its institutions in mexico

Due to the process of accelerated change and global competitiveness, where the liberalization of economies and free competition come to characterize the business environment. Companies take the leading role to contribute to the growth and economic development of the country in which they are located and collaborate with the international economy.

Consumers increasingly demand higher quality products and services, reasonable prices and excellence in care. The effects of globalization forces organizations to seek strategies to adapt to competition.

In this environment, Total Quality is projected vigorously as a new business management system and a factor of the first order for competitiveness.

total-quality-quality-management-system-national-institutions-related-to-quality

We can say that the concept of quality is traditionally related to product quality and has currently evolved, identifying with all business activity and with all kinds of organizations.

Many of our companies, while recognizing the importance of quality, are not prepared to accept new challenges.

Every private organization has been created by its owners for profit. This constitutes the engine that motivates each member of the organization, so if the organization is not profitable, it must disappear. The company will obtain profit to the extent that it sells its products or services to a certain number of clients at a set price.

We note two important points; making a profit and selling products or services. To sell them, they are required to attract the customer's attention, they must have characteristics that match the customer's requirements, needs and expectations.

The implementation of the quality management system partly guarantees that the characteristics of the product or service meet the customer's requirements.

CHAPTER I

TOTAL QUALITY (TQM) AND ITS IMPACT ON THE PRODUCT

I.1 Concept of quality.

The total quality; It is no longer a goal, it is a minimum requirement of business existence. An organization that does not direct its objectives to the search and achievement of it, is a company that will lag behind

One of the essential conditions to ensure the implementation of a Total Quality strategy is to clearly define and understand what this concept means. Managers who intend to implement Total Quality as a strategy to compete must know what they mean when they talk about quality or about improving the quality of the product or service.

In practice, as Ricchard J. Schonberger refers to it, «… quality is like art. Everyone praises it, everyone recognizes it when they see it, but each one has their own definition of what it is ».

Dictionaries provide us with a first base for the formation of this theoretical framework. One of the definitions we find tells us that Quality is the quality of a thing. Another meaning says that quality means the way of being of a person or thing. In these definitions, quality is implicitly being conceived as an attribute, property or characteristic that distinguishes people, goods and services, which is already an interesting approach to the concept of quality applied to organizations.

The international standardization body, ISO, in its standard 8402, has defined quality as the totality of characteristics of an entity that gives it the capacity to satisfy explicit and implicit needs. The norm specifies that entity is an organization, call it company or institution, product or process. Complementing it, we can say that explicit needs are defined through a contractual relationship between Customers and Suppliers; while the implicit needs are defined according to the prevailing market conditions. The elements that make up the needs are basically: security, availability, maintenance, reliability, ease of use, price and environment. These needs, except the price,They are defined by translating aspects and characteristics necessary for the manufacture of a good product or service.

Total Quality is when in the organization, the members are complying with all the established and standardized requirements towards the search for "Zero Defect", to provide customer satisfaction. Another Concept: It is when an organization determines the activities and the members of it are doing what they have to do, they are doing it well, to provide total customer satisfaction.

Concept analysis

"Doing what they have to do" implies the following:

Determination of the activities Knowledge of the requirements to be met Training in those requirements (training) Strict compliance with those requirements If the requirements are known, no supervision is needed (You already know what to do).

"They are doing it right": It implies the predisposition or integration of the organization (commitment). It is the difference between having and wanting to go to work, creating a better work environment.

“Provide total customer satisfaction”: Customer is anyone who is affected by what they do or don't do. It is one that depends on the organization, that is, it has a direct dependency; that internal client and all those who depend on it (transcendental reason).

Total Quality is not limited to an administrative or management technique, its conception is much deeper, since it begins and ends with people, that is, it is a philosophy that is demonstrated in the being, thinking and acting of Quality people. Quality People obtain quality products and provide quality services.

I.2 Evolution of Quality

It can be said that the concept of quality and its application have had the following evolution:

Quality control focused on finished products. Statistical process control. Total Quality Control or Total Quality.

The first stage started with the industrial revolution consisted of the inspection of finished products, classifying them as approved or rejected. The latter should undergo reprocessing if possible or simply be removed. This traditional concept of quality focuses on correcting mistakes after mistakes. This philosophy not only allows the existence of errors but incorporates them into the system. This makes it very expensive to fix things that have gone wrong.

The second stage consisted in the development and application of statistical techniques to decrease inspection costs. With this approach, the concept of quality was extended to the entire production process, achieving significant improvements in terms of quality, cost reduction, etc. The advantages offered by Statistical Control allowed its application to be extended to other areas of the organization.

The third stage. Total Quality Control and the idea of Continuous Improvement, appears as a way to succeed in the process towards excellence (Achieve Total Quality). This concept was born in the 1950s in the United States, but it was in Japan that it was fully developed and applied, introducing important and novel concepts such as:

Quality means satisfying the needs and expectations of the client. The conception of internal clients and external clients. The responsibility of management in quality. Quality should not only be sought in the product but in all the functions of the organization. Participation of staff in quality improvement The application of principles and tools for continuous improvement of products and services.

Total Quality Control in Japan has made it one of the pillars of its industrial renaissance, it has made it possible to standardize the concept of quality by defining it according to the customer and thus avoiding diversity of points of view as it happened in the traditional conception. The Quality is total because it includes each and every one of the aspects of the organization, because it involves and commits each and every one of the people in the organization; it focuses on getting things done right the first time.

La calidad se incorpora al sistema. Se incorpora la idea de Cliente Interno, las personas de la organización a quienes pasamos nuestro trabajo y así todas las personas de la organización se convierten en clientes; además adquiere un carácter dual el de ser Cliente y Proveedor interrelación de las personas dentro de la organización, y dependencia lo que incentiva la cooperación y la participación. Observamos que los conceptos de producto y servicio no están separados, o el producto incluye al servicio, deben planificarse separada y simultáneamente para lograr satisfacer las necesidades y expectativas del cliente.

In the expression Total Quality, Quality means that the Product or Service must be at the level of customer satisfaction; and the term Total is achieved with the participation of all members of the organization. Total Quality means a paradigm shift in the way of conceiving and managing an organization. One of these fundamental paradigms and that constitutes its raison d'être is constant improvement or continuous improvement. Total Quality begins by understanding the needs and expectations of the client and then satisfying and exceeding them.

I.3 Strategic importance of total quality

Total Quality is a strategy that seeks to guarantee, in the long term, the survival, growth and profitability of an organization, optimizing its competitiveness, through customer satisfaction and the elimination of all types of waste. This is accomplished with the active participation of all staff, under new leadership styles.

To successfully adopt this strategy it is necessary for the organization to implement a process of permanent improvement.

The essential aspects for the application of this process are the basic principles for achieving quality:

Quality is the key to achieving competitiveness: With good quality, it is possible to capture a market and stay in it. Quality is determined by the consumer:It is he who qualifies the quality of the product or service; hence, quality is a relative value, depending on the consumer. It is therefore necessary to accurately identify the variations in the needs and expectations of consumers and their degree of satisfaction in relation to products and services. The expectations of consumers are given in terms of quality in its different aspects (quality of the product or service itself, quality of care, reasonable costs, etc.). The consumer cannot be forced to buy a certain product. An organization improves towards Total Quality when external and internal clients feel that their requirements are being met. Quality starts with demand and ends with consumer satisfaction.The production process is throughout the organization: It is not only the entire production line, but the entire company. Those who do their job well lubricate the process, those who do it poorly create bottlenecks in the process. The quality of the products and services is the result of the quality of the processes. The provider is part of our process: It must be considered as part of the organization. Internal supplier-client chains are essential: Each individual in the organization realizes that he has internal clients and internal suppliers. Quality is achieved by people and for people: It requires a constant training and education program.Establish the mentality of the total elimination of defects: Its purpose is to eradicate waste, eliminating activities that do not add value. "Zero defects" consists in having a systematic attitude towards non-error. It seeks to awaken the awareness of not making mistakes. Total Quality promotes the elimination of all kinds of waste in Inventories, personnel, excess reports and meetings. Unnecessary internal controls. The competitive advantage is in the reduction of errors and continuous improvement: Therein lies the reduction of costs. With the result of "Lower Costs" you can: lower prices, improve profits, improve the product, etc. Collective participation:Reducing errors will only be possible with the participation of each member of the organization. Quality: Managerial responsibility, the managers must be leaders, capable of involving and committing the personnel. It requires a new culture: "everyone thinks and everyone does"

The importance of implementing a quality management system lies in the fact that it serves as a platform to develop a series of activities, processes and procedures, aimed at ensuring that the characteristics of the product or service meet the customer's requirements. That is, they are of quality, which gives us greater possibilities of being acquired, thus achieving the percentage of sales planned by the organization.

I.4 Activities to initiate a process towards total quality

Quality planning

Determine who the consumers are. Determine the needs of the consumers. Develop a product that responds to the needs of the consumer. Develop processes that are capable of producing these characteristics. Transfer the resulting plans to the operating forces.

Evaluate actual quality behavior Compare actual behavior with quality objectives Act on differences

Quality improvement

Establish the necessary infrastructure to improve quality Identify the specific needs to improve Establish a team of people for each project Provide resources, motivation and the necessary training so that the teams can: Diagnose the causes, promote solutions, establish controls to maintain Benefits.

Use quality control as a basis. Carry out comprehensive control of costs, prices and profits. Control the volume of production, sales and stocks, as well as delivery dates.

According to Philip B. Crosby, there are three Total Quality approaches that make up the Master Plan for Total Quality assurance:

Technical (Applicable Technology) Administrative (Systematic actions applicable to resources to optimize their performance) Social (Take into account the importance of the person in the performance of the system)

For the implementation of Total Quality there is no model that can be copied. In principle, each organization has to design a methodology according to its own reality. As part of any process, actions such as: the development of leadership activities, the commitment of managers, the development of personnel, the focus on consumers, the development of suppliers, quality planning, the improvement of daily work, the cost reduction program, etc.

To put this process into practice, it is convenient to divide it into phases:

Phase I: decision making: It consists of analyzing whether there is a will to start and maintain a process. Managers have to dedicate time and resources, guide administrative management, accept concepts and principles such as: teamwork, new leadership styles, have a clear definition of quality, etc. Once the decision is made, a Plan must be drawn up to start the process.

Phase II: Preparation of the stage and promotion It is recommended: develop an intense program of dissemination of the concepts and philosophy of quality to transmit it to the staff, involve them and commit them. Elaborate the vision. Mission, policies and objectives of the organization, which must be disseminated among the staff. Have a Training and staff development program.

Phase III: Implementation of improvements.

Phase IV: Consolidation and inter-functional optimization : Improvement processes will continue to be developed and training will continue. Decision-making, situational analysis, analysis of experiences and achievements, structuring and approval of the total quality management plan will continue. Evaluation, monitoring, corrective actions, and continuation of strategic management.

I.5 Importance of leadership for total quality

Total Quality requires, above all, the people and the work team, which must meet the objective of generating satisfactory products or services for the client. As Stephen Covey says: "The leader is the cement that holds Total Quality together, or the infrastructure on which we build Total Quality, or even the catalyst that allows all the rest of Total Quality to work…". W. Deming tells us that 85% of quality problems are due to deficiencies at management levels. Leadership is one of the primary elements of the quality process. Without good leadership, a change of culture is not possible.

I.5.1 Definition of leadership for quality

Total Quality requires a different administrative style, which promotes the participation of staff in continuous improvement. An appropriate definition would be: "Administrative style that gives people training, responsibility, authority, guidance, feedback, support and motivation to continuously control and improve their work, in order to meet the needs and expectations of external and internal clients." In the traditional style of administration, the Chief is in charge of thinking and planning, giving orders, making decisions and assuming all authority and responsibility. In Quality Leadership, the boss works according to the consumers and the needs of his collaborators.

These needs, according to Dr. William Byhami (from the book "Zapp") are:

Objectives, values, and performance measures. Training in specific skills. Adequate resources. Giving feedback, motivation and recognition.

I.5.2 Characteristics of the leader

The main ones to achieve Total Quality are:

Have a vision of the future. (To motivate your followers) Have a permanent desire to improve Be realistic. (Not based on assumptions but on concrete facts) Promote change, be innovative (Not be a mere follower of events) Be Creative. (Imagine new possibilities) Be committed. (With your organization and your team) Share Leadership by generating leadership. Know how to delegateBe motivating.High self-esteem (Have security, without losing humility) Have sensitivity to correct mistakes.Know how to listen to your external, internal customers and suppliers.Be a permanent student (Be the example) Maintain an "Ethical Conduct". energy to others

I.6 Selection and induction of personnel

The process of converting ordinary people to excellent workers is facilitated if the new hires manage to incorporate people who show skills and attitudes compatible with the change being advocated. For this, the selection process should not only be limited to identifying specific skills and evaluating the technical knowledge and experience required for a given position, but also finding people with:

creative and leadership ability, versatility to carry out more than one function, ability to work in teams, ability to communicate and interrelate and ability to improve and recognize mistakes etc.

It is recommended that the selection of personnel be done preferably for the positions at the operational level, and that the positions of greater responsibility be covered with promotions and promotions of the company personnel. After the SELECTION, the INDUCTION process comes, which consists of making the new personnel know the main aspects of the organization's culture. At this stage, the selected people should receive all the general information related to the company. It is necessary to invest the time in this process so that the worker manages to get involved and acquire the initial commitment and obtain a favorable attitude towards Total Quality.

Training to increase the quality level of company personnel is extremely important to achieve a final product according to what is planned for it, it is recommended:

Implementation of personnel training programs in the quality management system. Guide communication in the company and the stimulation of its personnel so that they become involved with the Quality Assurance System. Increase the level of personnel participation in the system.

I.7 Education and training

Professor Kaoru Ishikawa, one of the parents of Total Quality in Japan, noted: “Total Quality Control begins with education and ends with education. To promote it with everyone's participation, quality control education must be given to all personnel, from the president to the operators. Quality Control is a conceptual revolution in administration; therefore, the reasoning processes of all employees must be changed. To achieve this, it is necessary to repeat education over and over again. ”

It is necessary for the company to adequately structure its Quality Training Plan, aimed at all levels of the organization, whose objectives must be related to the objectives of the organization.

The objectives of the training should:

Explain what the Total Quality process is and what it consists of; Promote the adoption of values of the quality culture; Develop leadership skills and abilities for quality assurance and continuous improvement.

I.8 Creation of a favorable environment.

It is necessary to create the conditions that avoid demotivation and that facilitate the performance of work. The work environment must be physically improved, applying techniques such as (5S); and eliminate factors that cause demotivation.

I.9 Actions to generate motivation and commitment

Appreciation: Make people feel important, support them, encourage them, thank them for their efforts. Sense of Belonging: Teamwork motivates them and Participation: To channel suggestions, improving their own work, as well as for solving problems. Delegation and Autonomy: They are effective ways to achieve a high degree of motivation and commitment. Recognition: Values the attitude of improvement of the worker,

I.10 Teamwork.

Difference between Team and Group.

Group: group of people with a common characteristic, Example: members of a Club, etc.

Team: group of people with a common mission or objective who work in coordination with the participation of all members under the leadership of a leader for the pursuit of collective interests. Example: the team of mechanics of a racing driver.

The mission of a team is not limited to a specific task, it also refers to general objectives such as the development of new products. When you think as a team and not individually, each person is concerned not only with doing their job well but with others doing the same. So if one sees that someone is in trouble, he or she provides help for mutual benefit. Teamwork at all levels of the organization implies that people base their relationships on trust, mutual support, spontaneous communication, understanding and identification with the objectives of the organization.

When true teamwork occurs, the following behaviors are obtained:

Help is offered to peers without their request. Ideas are solicited from others with credit and recognition. Work together to improve and solve problems. Suggestions are accepted and constructive criticism is given.

Benefits of teamwork

Encourages the search for better ideas and increases commitment. Generates identification of people with the principles, values and interests of the organization. It generates collaboration, trust and solidarity among colleagues. It develops multifunctional skills, facilitates the Delegation of authority. It eliminates unnecessary controls, reduces corrections. Facilitates quality improvement.

Basic rules for the operation of a good team.

Avoid competing among team members. Avoid manipulation. Listen to each other. Avoid becoming defensive. Take care that everyone participates. Synchronize the actions of the members.

I.11 Customer vision

Identifying an organization's clients should start with finding out where external clients are and what their needs are. From there, seek to meet your needs and expectations. Get your loyalty. In order to satisfy customers, it is necessary to assume a proactive attitude that leads to identifying the quality attributes that have an impact on their satisfaction.

The Customer Focus is to define and spread the vision of the organization aimed at customer satisfaction. The definition of this vision corresponds to the Senior Management of the organization. Example: we present the vision of a transport company. “We will make our profits by providing air and ground transportation of high priority products and documents that require prompt and timely delivery in a totally reliable and competitively superior manner. We will be collaborators, courteous and professionals among ourselves and especially with the public. We will strive to have fully satisfied customers in each of our transactions. ”

The vision towards customers is based on the quality policy, which marks the route of all the employees of the organization since they enter it. Becoming a philosophy and way of life of the staff that supports their obsession with the client. After establishing the vision and policies related to external clients, it must be disseminated and explained. This work must be done in the induction process, in training actions, in boss-subordinate relationships, in meetings, in jobs, at points of sale, etc. But the most important thing is to SECURE YOUR APPLICATION.

1.12 Customer identification and segmentation

In order to satisfy the needs and expectations of external and internal clients, it is necessary to know them. This knowledge mainly involves:

Identification and segmentation of customersIdentification of product quality attributes for customers.Achieve compliance of these attributes by customers and Obtain from them their performance appreciations.

For an organization to get to know its customers accurately, it is necessary to carry out a segmentation into homogeneous groups, since not all have the same needs and expectations.

To identify and segment customers, it is convenient to answer questions such as:

Who are the customers of our products and services? Who are the end users? What is their distribution by age, sex, education, income, etc.? When they use our product? What is their geographical distribution? What use do they give to our products? and services? How do you use them ?, etc.

After segmentation, your present and future needs and expectations should be identified. It is also necessary to identify the degree of customer satisfaction; For this, the Benchmarking technique must be used, which is a technique that allows the quality of products and services to be measured at the level of internal and external clients. Compare the organization to the competition. Determining strengths and weaknesses. It is important to consider old and new customers, as well as those who ceased to be, and thus know the reasons that caused them to be captured by the competition. The company must have a system that allows knowing the quality attributes that satisfy the consumer. LISTEN TO THE CUSTOMER'S VOICE.

I.13 TQM-NET flowchart:

The basic idea of the TQM-NET is to create a network of support centers to help SMEs (http://www.efqm.org).

SMEs do not have the same resources that large companies have. Flexibility can be seen as your most important resource. They feel vulnerable in a changing environment and generally have a humble attitude toward their own development; there is more contact between customers and the company, which makes it much more accessible to their needs; the hierarchical structure in SMEs has fewer levels than large companies, allowing a more coherent and transparent decision-making process. The most important help for these companies is to allow them to have a clear strategy, with qualified human resources and an effective work organization. SMEs, compared to large companies, spend a very small financial investment on organizational development and Total Quality Management.These companies do not have their own Quality Management and specialization systems. If these companies are interested in moving towards Total Quality Management as a way to acquire a substantial competitive advantage, they will need a high level of external professional help in this field.

CHAPTER II

ISO 9000 CERTIFICATION

Quality has become in today's globalized world, an unavoidable necessity to remain in the market. Therefore, quality management systems based on ISO 9000 standards, which reflect the international consensus on this topic, have become very popular, and many organizations have decided to take the path of implementing them.

Documentation is the support of the quality management system, since it reflects not only the ways of operating the organization but all the information that allows the development of processes and decision-making.

There are various methodologies for the implementation of quality management systems, and all the authors agree in considering the preparation of documentation as an important stage.

The methodological procedure proposed here fulfills the objective of serving as a guide to implement documentary systems that comply with the requirements of ISO 9000: 2000 standards, and can be applied by quality specialists from any organization that faces the complex task. to establish a quality management system. It has been structured in six stages, which have specific objectives and follow a chronological order. The tasks that are related at each stage contribute to the achievement of the stated objectives and some can be carried out in parallel, according to the dynamics of the documentary system implementation process itself.

STAGE 1. Determination of documentation needs.

Objective: To determine the types of documents that must exist in the organization to guarantee that the processes are carried out under controlled conditions.

Chores:

Study in the ISO 9000 standards the documentation elements applicable to the organization. Study the specific regulations of the sector in which it operates to determine the documents that must respond to compliance with legal requirements. Study process maps and determine which ones should be documented. Determine the types of documents that must exist and their requirements.

Stage 2. Diagnosis of the documentation situation in the organization.

Objective: Know the situation of the documentation in the organization comparing what exists with the needs determined in the previous stage.

Chores:

Prepare the diagnostic guide Execute the diagnosis Prepare and present the diagnostic report Prepare the corrective action plan to eliminate non-conformities in the existing documentation.

Stage 3. Design of the documentary system.

Objective: To establish all the necessary elements for the elaboration of the Documentary System.

Chores:

Define the hierarchy of the documentation. Define the structure and format of the Quality Manual. Determine the processes of the documentation. Establish the flow of the documentation. Prepare the plan for preparing documents. Plan the training of the personnel involved.

Stage 4. Preparation of documents.

Objective: Prepare, review and approve all documents at each level.

Chores:

Train the personnel involved. Prepare the general procedures. Prepare the Quality Manual. Prepare other documents according to the plan outlined in the previous stage. Review and approve the documents by authorized personnel.

Stage 5. Implementation of the documentary system.

Objective: To put into practice what is established in the documents prepared.

Chores:

Define the implementation schedule. Distribute the documentation to all those involved. Determine the training needs and update the training plan. Implement the provisions of the documents. Collect documented evidence of the above.

Stage 6. Maintenance and improvement of the documentary system.

Objective: Maintain the adequacy of the system to the needs of the organization through continuous improvement.

Chores:

Carry out internal audits to identify opportunities for improvement. Implement corrective and preventive actions aimed at eliminating non-conformities in the documentation.

It is in the design stage of the documentary system that the systemic nature of documentation management is most materialized. When determining which are the processes that comprise it and the documentation flows, nothing is done other than planning the operation of the system. The rest of the management cycle (implementation, control and improvement) manifests itself in the following stages.

It is important at the design stage to assign externally sourced documents a place in the documentation hierarchy, and then ensure control of these documents through the other stages. Although this procedure is applicable to any organization, those that have the appropriate technology and support their document system in a computer system will obtain superior results, mainly in stages 5 and 6.

The application of the procedure requires a good deal of common sense so as not to turn the documentation into bureaucracy, and to avoid that the system becomes an element that complicates the fundamental processes.

We can conclude that:

The proposed methodological procedure constitutes a guide to implement a documentary system in accordance with ISO 9000: 2000 standards that responds to the need of organizations that face this task. The application of the procedure allows to go beyond the simple preparation of documents and convert the documentary system in a tool for quality management.

Benefits:

Better product design Better product quality Waste reduction, rectifications and customer complaints Efficient use of labor, machines and materials (productivity) Elimination of bottlenecks Creation of a relaxed working environment Creation of an awareness of quality and greater satisfaction of internal customers, improving the quality culture of the organization. Trust among customers. Improves the image and credibility of the company.

Aspects of ISO 9000.

The evolution of quality and the standardization system has varied greatly. At the beginning of the 1960s, the three standards that were the basis for the current ISO 9000 Standards were created. These were created for military purposes under the name MIL - Q - 9858 A (requirements for a quality program), MIL - STD - 45662 A (requirements for a calibration system), MIL - I - 45208 A (requirements for inspection).

The British Standards Institution issued its BS 5750 series that describes the basic elements of quality and which was adapted by the International Organization for Standardization by regrouping it into different thematic series (Previous number).

When a company decides to implement a quality system, it faces the problem of choosing the model that suits it best. The ISO 9000 series of standards offers three options. The most demanding of all is ISO 9001, which consists of 20 points that must be implemented and documented. For its part, ISO 9002 differs from the previous one in the elimination of the aspect concerning design (it consists of 19 points), and ISO 9003, much shorter since it does not contain the points concerning: Design, purchasing, control of processes, after-sales.

The ISO 9001 standard is reserved for those companies that have design or development of services.

CHAPTER III

NATIONAL INSTITUTE OF TECHNOLOGY AND STANDARDIZATION

The National Institute of Technology and Standardization (INTN) is an entity created as a public service body in the areas of science and technology.

Through scientific research, technological development and the transfer of knowledge to the productive sectors and the community, it participates in the economic and social development of Paraguay.

Photo: INTN site

Address: Avda. Gral. Artígas 3973 c / Gral. Roa, Asunción, Paraguay

Telephones: 595 21 29 01 60, +595 21 29 02 66

Fax: 595 21 29 08 73

Post box 967

E-Mail [email protected]

Website

The National Institute of Technology and Standardization (INTN) is essentially an organization that provides technological services to official organizations or private entities: technological research; dissemination of technological knowledge; elaboration of technical standards; metrology; certification; etc.

In addition, it maintains links with similar organizations, national or foreign. From the legal point of view, the INTN is an autonomous entity, created by Law 862, sanctioned and promulgated on June 26, 1963. It was founded in the city of Asunción, capital of the Republic of Paraguay, in April 1965. Through Law 937 of September 13, 1982, and its corresponding Regulatory Decree 1,988 of February 16, 1999, INTN was designated as responsible for the implementation and operation of the National Metrological Laboratory. In addition, by means of Decree 15,552 of the Executive Power of the Nation of November 26, 1996, the INTN was constituted in the National Certification Body, through which it can act directly in the certification of products, systems and services.INTN's relations with the Executive Power of the Nation is carried out through the Ministry of Industry and Commerce.

INTN is a member of:

The International Organization for Standardization (better known by the acronym ISO); from the International Electrotechnical Commission (IEC); of the Pan-American Commission of Technical Standards (COPANT); of the MERCOSUR Committee for Standardization (CMN); the Iberoamerican Program of Science and Technology for Development (CYTED); the Joint FAO / WHO Food Standards Program - Codex Alimentarius Commission; from the International Organization of Legal Metrology (OIML); and the Inter-American Metrology System (SIM); representing Paraguay before its counterparts in the other member countries of these organizations, with whom it maintains a permanent exchange of technical information.

Currently, the INTN is betting on quality and in fact has started to walk its path, because it believes that the key to satisfying its increasingly demanding and competitive customers is quality. If you want to know INTN's Quality Policy, connect to Quality Policy.

Vision: To be the Institution recognized nationally and internationally in the scientific and technological field for the excellence of its services, for the professional and human quality of its people, and for its contribution to society.

Mission: Support society: consumers, industry, commerce and services, by assisting in applied research, development, innovation and technological services, standardization, certification and metrology.

Objectives: Achieve full customer satisfaction; achieve the general welfare of our people; actively participate in national development.

Commitment:

Elaborar normas técnicas nacionales, a pedido de los sectores interesados, con participación de todas las partes y colaborar impulsando el aporte paraguayo para la homologación de normas de la región ((Mercosur) e internacional.Certificar productos, procesos, servicios y personal, y Sistemas de Gestión de la Calidad de las empresas agregando un valor competitivo diferencial que contribuya a favorecer los intercambios comerciales y a cooperación internacional.Garantizar la uniformidad en todos los procesos de medida que se realizan en los distintos laboratorios públicos y privados, así como en las diversas actividades productivas.Establecer el control metrológico del Estado sobre los instrumentos de medida a fin de garantizar la protección al consumidor, la salud y la seguridad de los ciudadanos.Orientar la gestión a la satisfacción de nuestros clientes y la participación activa de nuestros recursos humanos, con criterios de gestión total de la calidad y obtener resultados que garanticen un desarrollo competitivo.Impulsar la difusión de una cultura que nos relacione y nos identifique como apoyo a quienes buscan la excelencia.Implementar mejoras continuas en los servicios de análisis y ensayos de productos, insumos, subproductos y residuos industriales, para garantizar la calidad en el ámbito voluntario u obligatorio.Promocionar y fortalecer la asistencia técnica orientada a apoyar el mejoramiento de la calidad y la productividad de las empresas industriales del país, mediante la transferencia de conocimientos técnicos.Apoyar los procesos de innovación, adaptación y desagregación tecnológicaMantener activa la formación y capacitación permanente de los recursos humanos del INTN, a fin de contar con funcionarios técnicos calificados y motivados, para atender y dar satisfacción a los clientes.Asegurar que el funcionario cuente con los recursos necesarios para la realización de sus actividades en un ambiente de armonía y respeto.

This Policy will be disclosed to achieve the establishment of a quality culture in the Institution, through the participation of officials in general. INTN's General Directorate and Board of Directors undertake to promote and support activities aimed at achieving the aforementioned objectives.

Organization chart

(See PDF)

CHAPTER IV

NATIONAL AWARD FOR QUALITY AND EXCELLENCE FOUNDATION (FUNDAPREMIO)

What is the National Award for Quality and Excellence in Management ?: The National Award for Quality and Excellence in Management is the annual recognition that the Government of the Republic of Paraguay makes to public and private organizations that stand out in Continuous Improvement of its processes, through a change approach towards Total Quality Management.

Prize Objectives

Promote and stimulate the knowledge and establishment of Total Quality and Management Excellence processes in the productive units of goods and services in the Country. Promote greater competitiveness in the various economic activities, by increasing the efficiency of production processes and Quality of products, from the focus of promotion and not of regulation. Promote exports of national products, goods and services, based on better Quality, and thus achieve a higher level of competitiveness and prestige in international markets. integral efforts towards Total Quality and Excellence of national organizations, and to make known the successful experiences in the matter.

Award Design Concepts : The design of the National Award for Quality and Excellence in Management includes three main elements of the modern concept of Quality:

Quality is defined by customers. The technical standards and the knowledge of the producer, indispensable for their achievement, are not in themselves defining the level of quality to which they aspire. The Quality is relative and arises from the comparison with the best.

The Quality that lasts is the one that is achieved thanks to the values , organization and systems that promote it and it is not the product of fortunate circumstances or isolated efforts.

Award Evaluation Criteria and Topics: The award process is based mainly on the evaluation of the criteria and themes established in the Continuous Improvement Model by assigning scores based on the degree of application by the applicant organizations.

Evaluation criteria and topics Maximum Assigned Scores

Leadership of management 90

1.1 Leadership by example 60

1.2 Quality Values 30

Planning 80

2.1 Strategic planning 50

2.2 Operational planning 30

People development 120

3.1 Education and training 30

3.2 Involvement 30

3.3 Performance recognition 30

3.4 Quality of life at work 30

Focus on external client 100

4.1 Knowledge of the external client and the market 40

4.2 Indicators used to assess customer satisfaction 30

4.3 Service standards 30

Information and analysis 70

5.1 Information on products, services and processes 40

5.2 Analysis and review of the organization's strategic performance 30

Quality Assurance 100

6.1 Design and control of processes 40

6.2 Support area processes 20

6.3 Suppliers 20

6.4 Documentation 20

Impact on society and the environment 60

7.1 Dissemination and promotion of the culture of Quality in the community 30

7.2 Preservation of ecosystems 30

Results 380

8.1 Results of external customer satisfaction 70

8.2 Results of production processes, support areas and suppliers 70

8.3 People Development Results 70

8.4 Market results 70

8.5 Financial results 70

8.6 Results of social and environmental impact 30

TOTAL 1000

Criteria Diagram

As a way to outline the relationship between the different criteria that make up the Continuous Improvement Model, the following diagram is presented, with which it is intended to show an order in which each criterion provides a basis for the following.

Evaluation process

1) Analysis of the Initial Report ; Fundapremio analyzes and evaluates the Initial Scoring Report for the Preliminary Evaluation of the applicant organizations. Only those organizations that show, in the Initial Report, facts that show evolution in the management of Total Quality Management concepts are prequalified for the next stage of the Awards Process.

2) Analysis of Process Reports : Organizations that are prequalified must submit a Process Report; For this they will use the Continuous Improvement Model. The Process Report is analyzed by a group of evaluators, selected and trained by Fundapremio, who prepare an evaluation report. Based on it, the Council of Judges selects the organizations to be visited.

3) Visit to Organizations: The visit is made in order to verify and expand the information provided by the organizations in the Process Report, in order to obtain the most accurate assessment of the reality of the organization.

4) Selection of Organizations to be Distinguished: After the visit to the organization, the evaluators present their final evaluation reports, which are subsequently analyzed by the Council of Judges, and it may be decided to carry out new visits.

Finally, the Council of Judges forwards its opinion to the Advisory Committee. This will carry out the analysis considering aspects related to the ethical management of the participating organizations and the transparency of the process, having the power to veto, for duly founded reasons, the proposed organizations.

The delivery of the National Award for Quality and Excellence in Management is carried out, in a public act, by the President of the Republic.

5) Feedback Reports: All the organizations that participate in the award process receive a Feedback Report, which includes strengths, as well as opportunities for improvement detected in the documentation presented, in order to help direct their efforts towards improving your Quality Management. The report will correspond to the last stage of the process that the organization has reached.

Who can apply ?:All organizations, public or private, established in the national territory, including those that constitute autonomous parts, branches, subsidiaries or dependencies of other organizations, may be nominated as candidates for the National Award for Quality and Excellence in Management, provided they are clearly identifiable in Fundapremio's opinion. Applicant organizations must comply, in accordance with the provisions of the Prize Regulations, the following conditions; that they consider to be applying a sustained and coordinated process of quality and productivity improvement in all the areas that make up the organization, both in the production of goods and services, as well as in the distribution thereof, administration, market, service after-sales, etc.;that they are willing to describe in detail their systems and processes that tend to achieve Total Quality and Excellence in Management, as well as the results they would have achieved, and allow an assigned group of experts to verify the information presented; who agree to share and disseminate the essential aspects of their systems, processes and achievements in Total Quality and Excellence in Management, not the secrets of their activity, so that it can serve as a model and guide for all organizations in the country; that they comply with the indications of the Manual of Use and Application of the Logo of the National Award for Quality and Excellence in Management established by Fundapremio;that have not been sanctioned by the competent public bodies in the three (3) years immediately prior to the call for the awarding of the Prize.

Award Categories

The National Award for Quality and Excellence in Management is awarded in the following categories of organizations:

1- Large

Public, private industrial, agricultural or agroindustrial, private services or commercial;

2- Medium and small

Public; Private industrial, agricultural or agroindustrial; Private services or commercial.

What is Fundapremio ?: The National Award for Quality and Excellence Foundation (FUNDAPREMIO) is a non-profit civil organization, nationwide, created by Decree No. 5725 of October 21, 1999, in order to fully manage the National Award for Quality and Excellence in Management.

Who are its authorities ?: The Foundation is directed and administered by a Board of Directors made up of ten full members and ten alternate members in correspondence, who represent the different categories of Foundation members.

The Board of Directors is made up of:

President Vice President Secretary Secretary Treasurer Members

Who can be members ?: Individuals or legal entities in the following categories can be members of the Foundation:

Founding Members: are those natural or legal persons, public or private institutions, technical, cultural, scientific or industrial, commercial and service companies, and related entities that signed the founding act. Adherent Members: are those natural or legal persons, public or private institutions, technical, cultural, scientific or industrial, commercial and service companies, and related entities that register in said category after signing the founding act. Founding Institutional Members: They are the Paraguayan Industrial Union (UIP), the guilds, chambers, unions, federations or business and professional associations, with legal status, as well as the recognized Public and Private Universities, which signed the founding act. Adherent Institutional Members: they are the guilds, chambers, unions, federations or business and professional associations, with legal status, as well as the recognized Public and Private Universities, that register in said category after the signing of the founding act. Born MembersThey are the following institutions: the National Council of Science and Technology (CONACYT), the Paraguayan Association for Quality (APC) and the Federation of Production, Industry and Commerce (FEPRINCO), who also signed the founding act. Honorary Members: they are those who, due to their relevant merits and / or their collaboration with the foundational purposes, are designated in this capacity by the Board of Directors.

Founding Members are:

Name	Category	Type	Size

National Council of Science and Technology - CONACYT	Born
Federation of Production, Industry and Commerce - FEPRINCO	Born
Paraguayan Association for Quality - APC	Born
Paraguayan Industrial Union - UIP	Institutional
Rural Association of Paraguay - ARP	Institutional
BINATIONAL ITAIPU	Institutional
CENTENARY CLUB	Institutional
Center for Business Cooperation and Industrial Development - CEDIAL	Institutional
Development Information and Resource Center - CIRD	Institutional
Center for Analysis and Diffusion of Paraguayan Economy - CADEP	Institutional
PARAGUAYAN CENTER OF ENGINEERS	Institutional
NUCLEO SA - PERSONAL	Founder	Service	Big
Electromechanical Engineering Consortium - CIE	Founder	Industry	Big
UNILEVER de Paraguay SA	Founder	Industry	Big
Servicios Rapidos del Paraguay SA - McDONALD'S	Founder	Service	Big
XEROX del Paraguay SRL	Founder	Commerce	Big
INTERBANCO SA	Founder	Service	Big
BOTICA MAGISTRAL SRL	Founder	Service	Median
Técnicas de Ingeniería Civil SRL - TECINCI	Founder	Service	Little
NETSYSTEM SA	Founder	Service	Little
Tecnología en Electrónica e Informática SA - TEISA	Founder	Service	Little
MONITOR SA	Founder	Service	Little
INTERNATIONAL SUCCESS	Founder	Service	Little
ING. FEDERICO BOJANOVICH	Founder	Physical Pers
DR. SERGIO VON HOROCH	Founder	Physical Pers
JAZMIN GISELLE PEREZ JIMENEZ	Founder	Physical Pers
ROCIO NATHALIE PEREZ JIMENEZ	Founder	Physical Pers
GLORIA BEATRIZ PERALTA	Founder	Physical Pers
CRISTINA BENDLIN DE CHASE	Founder	Physical Pers

How to become a member ?: Fill out the APPLICATION FOR ENTRY in the attached form and send it to the administrative office of FUNDAPREMIO: Lugano (1st.) No. 627 almost August 15, 2nd Floor or to the Fax No.: 447 348 and pay the annuity according to the sector and size of the organization.

We invite you to become a Member of Fundapremio.

It is enough to fill this form with the required data and send it to the fax 447 348.

APPLICATION FOR ENTRY

Category: Adherent

Natural Person Institutional Legal Person

Name or Social reason:______________________________________________________

Address:_________________________________________________________________

Location: ___________________________ Telephones: ____________________________

Fax: ___________________ E-mail: ________________ Mail Box: _____________

Activity Item: _____________________________ Start Date: _______________

Type of Society: _______________________________ RUC: ______________________

Sector: Industrial Commercial Services Others

Number of people employed: ________________________________________________

Additional data:_____________________________________________________

Principal Directors

Title Name and Surname Date of Birth

President / Director _____________________ __________________

General Manager _____________________ __________________

Quality manager _____________________ __________________

Production Manager _____________________ __________________

Head of HR _____________________ __________________

Marketing responsible _____________________ __________________

Representative before FUNDAPREMIO: ___________________________________

Payment manager: _________________________________________________

What motivates us to be Members: ______________________________________

__________________________________________________________________

What we expect from FUNDAPREMIO: _________________________________

___________________________________________________________________

Responsible Signature Clarification Seal

Proponent: ________________________________________________________

Presentation date: _______________ Acceptance date: ________________

Member Annuities

The Fundapremio Statute establishes two Categories of Members; the Founders and the Adherents, the Founders have paid an initial Contribution. For these, as well as for the Adherent Members, a quota or annuity has been set forth in the following table:

1- INDUSTRIAL SECTOR

Size of the Organization	Number of Employed People	Founder Members Annuity (US $)	Membership Annuity (US $)
Little	Up to 20	100	150
Medium	Up to 100	150	250
Big	Greater than 100	200	350

2- COMMERCE AND SERVICE SECTOR

Size of the Organization	Number of Employed People	Founder Members Annuity (US $)	Membership Annuity (US $)
Little	Up to 10	100	150
Medium	Up to 60	150	250
Big	Greater than 60	200	350

3- OTHERS

Organization Type / Person	Founder Members Annuity (US $)	Membership Annuity (US $)
Guilds	100	200
Public or Private Institutions (Non-entrepreneurs)	100	200
Physical persons	fifty	100

CHAPTER V

MISCELLANEOUS CONCEPTS

Standardization: Own activity to give solutions of repetitive application, to problems coming essentially from science, technique and economics with a view to obtaining the optimum degree, in a given context. It is generally manifested by the development, publication and application of the standards. (ISO definition). Another very concise definition would be: to normalize is to simplify, unify and specify

Standardization Body: Institution with recognized regulatory activities at the national, regional or international level, whose main function is the preparation and / or publication of standards, and / or the approval of standards developed by other bodies.

Functions of a national standardization body:

Develop and make national standards recognized. Promote the acceptance and application of standards. Defend quality, and certify conformity of products to standards. Inform on national and international standards. Represent your country in international forums.

Certification: Activity that consists in attesting that a product or service conforms to certain technical specifications and / or norms, with the issuance of a document documenting the fulfillment of all the requirements demanded in said specifications and / or norms.. This act can take the form of a certificate and / or mark of conformity. When the certification is carried out by a body of the Administration against a State Regulation, it is called homologation. The bodies that are in charge of managing these certifications and / or marks of conformity are called certification bodies.

Certification system: is one that has its own rules of procedure and administration to carry out a conformity certification. Such a system must be objective, reliable, accepted by all stakeholders, effective, operational, and administered impartially and honestly. Its primary and essential objective is to provide criteria that assure the buyer that the product they purchase meets certain requirements.

Every certification system must have the following elements.

Existence of Norms and / or Regulations. Existence of Accredited Laboratories. Existence of a Certification Body. Existence of a legal administrative procedure.

The certification application can start from different economic agents such as: the authorities, insurance companies or organizations, buyers in general, including final consumers.

Metrology: It is the science of measurements. It deals with the research, development and application of appropriate means for the measurement of all existing quantities. In business transactions as well as in everyday life, it is assumed that the measuring instruments used are either for billing services (fuel pumps, water meters, light meters, timers for measuring time pulses), for purchase of food and products by weight (scales), or by length (meters, tape measures) or by volumes, dispensers of liquids, gas, fuel, etc. measure correctly. Likewise, such reliability is assumed in the measurements made in the health field, for example (pressures,temperatures) as well as those carried out in the field to carry out the manufacturing or research processes, or to carry out tests and trials.

In order to guarantee the uniformity and reliability of the measurements in a country, they must be referenced to national standards, associated with the magnitude of the measurement, with international recognition. In the national context, metrology plays a fundamental role for the competitiveness of companies in a global economy.

Division of metrological activity:

Scientific metrology: Responsible for obtaining, developing, preserving and disseminating standards of measurement quantities. Internationally it is governed by the International Bureau of Weights and Measures (BIPM) in Sevres, France. Industrial or applied metrology: Through which calibration chains are implemented that guarantee the validity of national standards in all measurement processes carried out in a country. Regional organizations have been developed. Legal metrology: Responsible for exercising control and oversight of the State over all measurement instruments, in order to ensure the correctness and accuracy of measures for the protection of health, public safety, the environment and prevent fraud to the detriment of consumers.The governing body of legal metrology worldwide is the International Organization of Legal Metrology (OIML). The member or adherent countries to the (OIML) must adopt within their legislation the regulations and recommendations established by the aforementioned organization.

Chemical Metrology, related to the measurements that are carried out, the development of chemical analysis, tests and trials. There are international organizations that carry out activities related to it, such as the Association of Analytical Chemistry Officers (AOAC), the European Committee in Analytical Chemistry (EURACHEM) and the International Traceability Cooperation (Validity) entity in Analytical Chemistry (CITAC).

CHAPTER VI

NATIONAL COUNCIL OF SCIENCE AND TECHNOLOGY (CONACYT)

Authorities:

Eng. Luis Alberto Lima

President

e-mail: [email protected]

Fax No. (595 21) 280487

(595 21) 280486

e-mail: [email protected]

Institutional Structure:

From the direction of the system: The direction, coordination and evaluation of the national science and technology system will be in charge of the National Council of Science and Technology (CONACYT), which is established by this Law as a public autarkic body, of mixed composition, dependent on the Presidency of the Republic.

The CONACYT resolutions, considered by it as fundamental and referring to the scientific and technological development policies, will be approved by Decree of the Executive Power. (Article 5. General Law No. 1,028 / 97 of Science and Technology)

The National Science and Technology Council is made up of representatives of the following institutions:

Technical Secretariat for Economic and Social Planning of the Presidency of the Republic, Ministry of Industry and Commerce, through the National Institute of Technology and Standardization, Ministry of Agriculture and Livestock, State Universities, Private Universities, Paraguayan Industrial Union. Rural Association of Paraguay. Federation of Production, Industry and Commerce. Association of Small and Medium Enterprises. Trade Union Centrals.

Vision: CONACYT is a consolidated body, recognized nationally and internationally as a generator and promoter of Quality, Science and Technology; that disseminates scientific thinking and the critical use of technologies, contributing to sustainable development and improvement of the Quality of Life of all sectors of Society.

Mission: In this context, it incorporates and considers the needs and demands of the different actors of the Society, in accordance with the National Project of the State.

Objectives :Promote Science and Technology as indispensable elements and closely linked to the process of economic and social development in the country and the recognition that both science and technology are inseparable from most human, economic and social activities. The State and Society need Science and Technology to secure health, well-being, security and progress. But reciprocally, the progress of scientific and technological research needs the support of the State and Society, because only from them can they receive the resources and organization they require for their development. The global strategy for scientific and technological development must seek to link and coordinate the pertinent activities of the government sector, the productive sector,the financial sector and the scientific and technological system.

Main goal: Increase the technical and scientific capacity of the country, so that it can respond to the demands of economic, social and cultural development within a framework of sustainability and in a globalized world economy, competing on equal terms with other countries. In this sense, the following specific actions of CONACYT are noted:

Strengthen the scientific and technological infrastructure prioritizing the rational use of natural, human and financial resources. Promote the technological transformation of the productive structure in key economic sectors dedicated to production for the domestic market and exports. Coordinate and evaluate the programs in which international organizations or foreign states collaborate. Formulate policies and strategies and advise the Powers of the State on issues related to Science and Technology (S&T). Regulate resource allocation policies, according to priorities. Rationalize the management / application of resources public and private for research and development (R&D).Administer the program and funds to support research and scientific and technological development and the training of human resources, in accordance with the policies and priorities established in accordance with the State's economic and social development policy. Coordinate scholarship programs, exchanges of students, researchers and technologists with foreign institutions and states, sponsoring training and specialization programs. Promote standardization activities, the assessment of conformity with standards, and the accreditation of Certification Bodies, Inspection, Laboratories of Testing and Calibration, Certification Bodies of Auditors, and Personnel Training.in accordance with the policies and priorities established in accordance with the State's economic and social development policy. Coordinate scholarship programs, student exchanges, researchers and technologists with foreign institutions and states, sponsoring training and specialization programs. Promote activities standardization, the evaluation of conformity with standards, and the accreditation of Certification Bodies, Inspection, Testing and Calibration Laboratories, Certification Bodies of Auditors, and Personnel Training.in accordance with the policies and priorities established in accordance with the State's economic and social development policy. Coordinate scholarship programs, student exchanges, researchers and technologists with foreign institutions and states, sponsoring training and specialization programs. Promote activities standardization, the evaluation of conformity with standards, and the accreditation of Certification Bodies, Inspection, Testing and Calibration Laboratories, Certification Bodies of Auditors, and Personnel Training.the evaluation of the conformity with norms, and the accreditation of the Certification Bodies, of Inspection, Testing and Calibration Laboratories, of Certification Bodies of Auditors, and of Personnel Training.the evaluation of the conformity with norms, and the accreditation of the Certification Bodies, of Inspection, Testing and Calibration Laboratories, of Certification Bodies of Auditors, and of Personnel Training.

Full Members and Alternates-Executive Secretaries

Name and surname	Institution	E-mail
Lic. José Benjamin Silva	APYME
Ing. Alfredo Gómez Samaniego	APYME	[email protected]
Dr. Miguel Cano Melgarejo	ARP
Ing. Pedro Garcia	ARP	[email protected]
Ing. Hugo Cataldo Fernández	FEPRINCO	[email protected]
Architect Ariano Ramón Orué	FEPRINCO	[email protected]
Dra. Lilian M, from Alonso	MIC	[email protected]
Dr. Alejandro Garcia de Zúñiga	MIC
Dr. Vet. José Luis Laneri	MAG	[email protected]
Ing. Agr. Victor Santander	MAG	[email protected]
Ing. Luis Alberto Meyer	STP	[email protected]
Dr. Mario Ruiz Diaz	STP	[email protected]
Ing. Gerónimo Bellassai	UCA	[email protected]
Ing. Carlos Alberto Sánchez	UCA	[email protected]
Ing. Luis Alberto Lima	UIP	[email protected]
Ing. Félix Kemper	UIP	[email protected]
Prof. Dr. Gilberto Ruiz Carballo	A	[email protected]

Legal framework: Among the antecedents that have served as a framework for the beginning of the organization of activities related to the development of Science, Technology and Innovation, the existence of Decree Law No. 20,351 of February 26, 1976, which created the National Secretariat of Technology, dependent on the National Institute of Technology and Standardization. Due to its character as a fourth hierarchical body, it had no possibilities of guiding political decisions in the field of Science and Technology. From 1976 to 1997, the activities of the Secretariat were aimed at creating awareness of the need for the establishment of a Science, Technology and Innovation System, a purpose achieved on January 31, 1997 with the promulgation of the General Law on Science and Technology (Law No. 1,028 / 97),by which the Congress of the Paraguayan Nation sanctioned with force of law the institution of the National System of Science and Technology. Likewise, it established the formation of the National Council of Science and Technology (CONACYT), as a governing body of policies regarding Science and Technology (S&T) and the creation of the National Fund for Science and Technology (FONACYT), destined to financing of related activities. The same Law 1,028 / 97 describes the priority components that must be included in the national Science and Technology programs, such as: generation and innovation of S&T; adaptation of scientific techniques and methodologies; transfer, use and assimilation of scientific and technological knowledge; training of high-level human resources in science and technology;strengthening of S&T management at the national level and the dissemination and popularization of scientific and technological information. Decree No. 20,660 of April 20, 1998, promulgated by the Executive Branch, created the National Accreditation Body (ONA), as an institution part of the National Council for Science and Technology (CONACYT).

Other legal instruments that make CONACYT's activity are:

Decrees Nº 17,704, 17,814 and 19,539 of the year 1997, in which the CONACYT was formed and the Regular and Alternate Directors of the same were named; and Decree No. 19,509, of December 31 of the same year, by which one of the Directors was appointed as President of CONACYT, to comply with the provisions of Law No. 1,028 / 97 mentioned above.

Decrees No. 1,124 / 98 and 5,312 / 99 of the Executive Branch, which partially modified the composition of the Council by replacing one of its members.

Used in some respects

www.gestiopolis.com/canales/gerencial/articulos/46/concalidad.htm Contributed by: Author: César Augusto De La Cruz Bovea Specialist in Administration and Management of Quality Systems Official of the National Service of Learning «SENA» [email protected]

www.gaia.es/tqmnet/ehtm/00spa.htm

Contributed by UCh. Human Resources student portal.

Contributed by Uch. Human Resources student portal.

Source: www.geocities.com/CollegePark/Lab/2960/TQM1.htm

Contributed by: Author: César Augusto De La Cruz Bovea Specialist in Administration and Management of Quality Systems Official of the National Service of Learning "SENA" [email protected]

www.gestiopolis.com/recursos/documentos/fulldocs/ger/caltotalocci.htm

Joseph M. Juran quoted in "Quality and Quality Improvement." [email protected]. /www.geocities.com/quality

Kaoru Ishikawa quoted in "Quality and Quality Improvement" [email protected]./www.geocities.com/quality Philip B. Crosby

Source: www.geocities.com/CollegePark/Lab/2960/TQM1.htm

www.gestiopolis.com/recursos/documentos/fulldocs/ger/caltotalocci.htm..Philip B. Crosby cited in Quality and Quality Improvement. [email protected]. www.geocities.com/quality

Source: www.geocities.com/CollegePark/Lab/2960/TQM1.htm

www.gaia.es/tqmnet/ehtm/00spa.htm

www.gestiopolis.com/recursos/documentos/fulldocs/ger/metgescalidad.htm

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AENOR. Guidelines to facilitate the application of the UNE-EN-ISO 9001: 2000 standard. Spain, 2002. ACS. National Quality Information Center. Implementation of a quality system according to the UNE-EN-ISO-9002 standard. Internet, January 2000. De Sain, Carol. Documentation basics. Master Production Batch Records ”. BioPharm, Nov-Dec 1991. De Sain, Carol. "Designing GMP and facility qualitation Master protocols". BioPharm, April 1992. From Sain Carol. "Standard Operating Procedures and Data Collection Forms". BioPharm, October, 1991. García, Sonia. "Design of the documentation system of the Finlay Institute". Thesis to opt for the title of Specialist in Quality Assurance. ISPJAE, Havana. February 1999. ISO 9000: 2000 standards. Portuondo, Ma. Elena et al."Methodology for the design and implementation of a quality technical documentary system with ISO 9000 standards". National Center for Biopreparations. Havana, 1996.Senlle, Andrés and Vilar, Joan. "ISO 9000 in service companies". Ediciones Gestión 2000 Spain, 1997.Sosa Vera, Rita. Development of a quality system in a food quality control laboratory. Normalization Magazine No.3 / 1997. Data from the authors: Zulem Pérez Rodríguez. Master in Quality Assurance. Industrial Engineering Department. Holguín University. Cuba.Maira Moreno Pino. Master in Higher Education. Industrial Engineering Department. Holguín University. Cuba.Ing. Damaris Peña Escobio. Industrial engineering. Industrial Engineering Department. Holguín University. Cuba.Ing. Dayana Lozada Núñez. Industrial engineering.Industrial Engineering Department. Holguín University. Cuba.

(Organization chart]

www.intn.gov.py/

All the Data related to Fundapremio were obtained through Lic. Lourdes Romero

Decree of homologation of the Document «National Quality Policy» Nº 5.726 / 99

"General Science and Technology" Law 1.028 / 97

Decree of "Creation of the National Accreditation Body" No. 20.660 / 98

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