Introduction
The current world has presented university educational institutions with the challenge of transforming itself to respond to the needs of globalization. Venezuelan higher education is in a profound process of improvement and in this the Universalization of the University occupies a special place, in a new opportunity for the development of human capital.
Throughout the history of the administration, and especially in recent years, both in the world and in Venezuela, methods and instruments have been developed to establish and improve the standards of the current situation of university higher education, of the centers of languages attached to these and of the students that comprise them. In this way, they replace or complement each other, for the Improvement of Productivity, of the same.
After the 2002 Oil Strike, President Chávez decreed the creation of the Bolivarian University of Venezuela (UBV) and thus what were once Petroleos de Venezuela (PDVSA) buildings were transformed into universities. That of the Chaguaramos, is today the headquarters of Caracas. The Sucre Mission wants to connect with the community, train comprehensive professionals, form values, decidedly transform society to move towards peace, justice, and freedom.
The Bolivarian University of Venezuela Created by Presidential Decree No. 2,517, dated July 18, 2003, stands as an institution of higher education, as an alternative to the traditional educational system, while reversing the relationship between the University and the national and Latin American reality.
The CNU in its ordinary session on July 1, 2003, in accordance with the provisions of articles 10 and 187 of the universities law, according to act 114 resolves to approve the creation of the UBV, and so it is decided to include the creation two years After the Language Center of the Bolivarian University of Venezuela (Pink Language Center of Luxembourg), it was created in October 2005, attached to the Vice-Rectorate, within the framework of the new strategic map of the nation in order to continue promoting the new educational system and to advance in the conformation of the new social structure. It is also based on chapter VIII of our Guiding Document, in its Policy II, where bilingual training is established as part of our Bolivarian education system
The “Rosa Luxemburg” Language Center currently has five main offices in the interior of the country; Zulia, Falcón, Monagas and Bolívar. In addition to being present in the university villages of the Sucre Mission - UBV
The mission of the Rosa Luxemburg Language Center is “to develop future and current strategies that guarantee the learning of foreign languages in every corner of the country, to promote cultural exchange with the peoples of the world and to spread the achievements and scope of Venezuelan revolutionary process ”.
On the other hand, the modern administration raises as a determining condition to develop the focus on the client, quality management and control in this sense, management based on processes.
Today's reality requires most organizations to survive in a turbulent, highly dynamic and competitive environment. So a different way of approaching, analyzing and managing companies is needed. An organization must be managed considering it as it is: as an integrated process system.
It is precisely important to highlight that process management is part of the organization's management approach and execution.
In this sense, it should be noted that the university organization plays a very important role in the positive transformation of our Bolivarian alma mater, however it is important to mention that through direct observations and interviews with some teachers and coordinators of the “Rosa de Luxemburg” Language Center The following weakness was found as a problem of the investigation:
There are difficulties in the university process because the degree of responsibility of each one of the jobs of the “Rosa Luxemburg” Language Center of the Bolivarian University of Venezuela of Nueva Esparta State is not known.
Taking into account the current situation throughout the existence of the Organization, there must be an approach that allows foreseeing and making decisions in the present to lead to a desirable and possible future. It is also a process of continuous and systematic evaluation of any institutional nature..
This study on process management in the Rosa Luxemburg language center is permanent and is part of the daily work routine of all the people who participate in the process. The execution of this activity covers some essential tasks that need to be well performed, highlighting the following:
- Preparation and use of appropriate schemes / instruments to measure the performance of the activity, such as: Control Plans, the evaluation of the capacity of the process and the Cause-Effect matrices. The permanent collection of information on the performance of the process. Identification of possible sources of problems characterized by the lack of good process management. The execution of actions to prevent and correct deviations caused by malfunctions of the process that affect its correct and normal operation.
For this, the importance of this managerial process is that with its application it can contribute to improve the weaknesses and strengthen the strengths of the “Rosa Luxemburg” Language Center of the Bolivarian University of Venezuela of Nueva Esparta State.
Overall objective
- Structuring the processes of the “Rosa Luxemburg” Language Center of the Bolivarian University of Venezuela in Nueva Esparta State Specific objectives Developing a theoretical framework that makes it possible to identify the conceptual bases related to the process approach specifically in university centers, Diagnosing the current situation of the Center of Languages “Rosa Luxemburg” of the Bolivarian University of Venezuela of the Nueva Esparta State regarding its organization as a system. Implement a procedure that allows establishing the process approach in the educational management of the Center of Languages “Rosa Luxemburg” of the Bolivarian University from Venezuela of the Nueva Esparta State.Make proposals for improvements that allow the improvement of the educational management of the “Rosa Luxemburg” Language Center of the Bolivarian University of Venezuela of Nueva Esparta State.
Justification
For a university institution to be visualized in time, it needs to be well organized, for this it is necessary to carry out the planning and organization process.
To the extent that the jobs of the employees are organized, to the same extent the analysis and qualification of the activities to be carried out when the control process is carried out will be produced. In this way, the aim is to improve the quality of education that is taught at the university.
In this particular case, it is intended that the “Rosa Luxemburg” language center of the Bolivarian University of Venezuela, make better use of process management so that its activities are carried out as quickly as possible and meet the goals that its managers consider.
Scope of the investigation
According to Hurtado, J. (2000), the scope implies a brief and precise statement of the extent of the research based on its geographic, temporal and thematic scope. In general, with the development of this research work, the management of the structural university processes of the Rosa Luxemburg Language Center was pursued to determine strength and weaknesses on the subject, taking into account the different existing theoretical foundations of the same.
Research limitations
In the development of any investigation, be it of a documentary or field nature, a series of drawbacks are immersed, called limitations, in this regard Arias, F. (2006) says the following: “They are obstacles that could eventually arise during the development of the study and beyond the investigator's control ”(p. 106).
Therefore this investigation does not escape these obstacles; among which it is possible to be mentioned: little bibliographic information in the libraries of the region, since these do not have updated texts nor with work of degree on the subject to treat which conform the antecedents of the same.
Hypothesis
The implementation of process management in the organization of work in the "Rosa Luxemburg" language center of the Bolivarian University of Venezuela will contribute to projecting the use or application of actions related to improving the level of jobs., evaluate the conditions of the plans for improving its management.
Definition of variables
Independent variable: (Organization of work); understood as the process that integrates human capital in organizations with technology, work means and materials in the work process (productive, services, information or knowledge), through the application of methods and procedures that make it possible to work in a rational, harmonious and uninterrupted, with required levels of health and safety, ergonomic and environmental requirements, to achieve maximum productivity, efficiency, effectiveness and satisfy the needs of society and its workers.
Dependent variables:
- Process improvement Ergonomic conditions Runtime measurement Improvement program
Process improvement: It means optimizing effectiveness and efficiency, also improving controls, reinforcing internal mechanisms to respond to contingencies and the demands of new and future clients.
Ergonomic conditions: Adequate adjustment between the aptitudes or abilities of the worker and the requirements or demands of the job or the use of the best techniques and methods of applying live work in the production process to achieve the optimal conditions for the union of physical forces and spiritual aspects of man with the means of production.
Work measurement: Application of techniques to determine the time that a qualified worker spends in carrying out a defined task, carrying it out according to a pre-established execution standard.
Improvement program: Corrective actions or guides to prepare improvement plans for work organization problems detected in the diagnostic tool.
Variable operationalization
Ergonomic conditions: Ergonomic work analysis (AET), Rapid Entire Body Assessment Method (REBA) and Lheman tables.
Work measurement: Calculation of service standards and use of the working day (AJL) through the technique of individual photography.
Process improvement: Use of recording and analysis techniques typical of work organization.
Improvement program: Action plan.
Kind of investigation
- Exploratory. Descriptive.
Results and benefits
Theoretical Value: Covers the importance of work organization studies as an important module in the certification of the integrated human capital management system.
Practical Value: It lies in the use of method study tools and ergonomics at the process and job level, which enables the implementation of a procedure to improve the organization of work in the "Rosa Luxemburg" Language Center in the Bolivarian University of Venezuela in the Nueva Esparta State, according to basic ergonomic requirements to be considered in the jobs, processes and work activities that the Cuban standard NC: 116, (2001) proposes; the criteria indicated by Marsán Castellanos, (1987); Urbay Díaz et al., (2000); Resolution 26, (2006) of the Ministry of Labor and Social Security (MTSS); the methodological guide of Bravo Jiménez, (2007) for carrying out studies on work organization; Suárez Sabina, (2008); and the Rodríguez García (2009) procedure; at the same time,This procedure can be applied to the rest of the different language centers in the country that present problems with the organization of work, since the techniques proposed in the research are characterized by their universality, all of which enables compliance with the requirements related to NC: 3000, (2007).
Economic and Social Value: The organization of work is linked to a focus on division and cooperation, working methods, organization and service of the position, working conditions, job training, organization of wages and discipline. that should go much further, contributing significantly to improve the performance, efficiency and competitiveness of the entity in multiple ways:
An adequate work environment and attention to people create a climate of trust that favors the motivation and satisfaction of workers, as well as their identification with the entity and its objectives. Investing in prevention and training workers increases their potential, prepares them for the proper performance of their tasks and encourages their creativity.
Chapter structure
The work was made up of three chapters:
Chapter I: Consists of the bibliographic analysis of the organization of work as a sub-process of human capital management (GCH), the study of the process, the influence of its techniques from the point of view of study of methods, ergonomics and measurement work on increasing better process management.
Chapter II: A characterization of the entity under study is carried out and a procedure designed to carry out work organization studies at the “Rosa Luxemburg” Language Center of the Bolivarian University of Venezuela in Nueva Esparta State is exposed. Which allows to adequately manage and improve the jobs, from the point of view of the study of methods and their relationship with the measurement of work. For this, criteria from different authors are taken.
Chapter III: The procedure defined in Chapter 2 is implemented, through the use of work study techniques, making use of process management and the techniques and tools typical of the study of methods; obtaining as a result an action plan for the detected problems.
The work is concluded by giving different conclusions and recommendations derived from the research in the study of the work, which the entity must keep in mind for its subsequent extension.
Chapter I. Referential theoretical framework
The chapter that is presented below requires a synthesis of the elements that define the theoretical references of the research carried out. Initially, a minimal description of previous research is offered with similar orientations to the subject to be developed, later the theoretical bases and legal foundation of the research are described.
The work procedure to be followed to carry out this chapter is shown through the common thread in Figure 1.1.
Conductive thread of the theoretical framework of reference.
Figure 1.1. Conductive thread of the theoretical framework of reference.
Source: self made
1.1. Process management
1.1.1 Background of process management
For Arias, F. (2006), the research background refers to previous studies related to the problem posed; that is, research carried out previously and that have some connection with the object of study
Since the eighties (80), process management has been demanded by all kinds of organizations that use Quality Management Systems, however not all have achieved such a purpose.
For this reason and given the importance of the subject, a bibliographic review was carried out in the Universities and Technical Institutes of the Island of Margarita, finding the following research work on the management of university processes, which were included as previous studies for treating aspects as measures of a better handling of the subject, which are also considered by the author, in the present investigation.
Caraballo Moon, Beatriz. (2007). Management of university processes at the Universidad de Oriente Núcleo Nueva Esparta. Degree work to apply for the title: Bachelor of Public Accounting.
Within the situation to be evaluated, it was exposed that the implementation of processes helps the Institution to prioritize individual tasks, where the result is nothing more than the achievement of the objectives, always visualizing that each input must be oriented to improve and satisfy the expectations of the community and the new professional trained there.
When speaking of processes, it refers to the need for Control to identify the assigned responsibilities, where the horizontality of the process is framed and that functional structure that often separates the end pursued is left behind.
This research aims to demonstrate in a simple way the knowledge learned and that, in one way or another, has made it possible to evaluate the risk factors that exist in any organization, but especially at the Bolivarian University to minimize their impact and achieve compliance with regulations. established in its mission object, and Vision of this house of studies. It is important to point out that any transformation or process of change requires an important element such as the human factor and that is where intellectual capital comes in. The Knowledge of people, their capacities, talent and skills, the quality of the relationships that are maintained with members and team of an Institution, this intangible value gives an Added Value because it is the main wheel of our Knowledge Management
1.1.2 Theoretical foundations of process management
The procedure for process management selected to be applied in this research is based on Deming's basic management cycle and is the result of the experiences and recommendations of prestigious authors in this field, such as: Cosette Ramos (1996), Juran (2001), Cantú (2001) Pons & Villa (2006) and Villa, Eulalia (2006), who in one way or another conceive process management with a continuous improvement approach, as applied by the most modern management practices, in the style of the Six Sigma improvement methodology, called DMAIC (Define, Measure, Analyze, Improve, Control). This is a rigorous improvement procedure, which has been successfully tested in various organizations, both manufacturing and services.It also facilitates the adoption of a common and universal language for problem solving, which is easily understood by everyone in the organization.
This procedure starts from some general considerations, such as:
- Nature of the activity (Does it provide added value?) What are the client's demands in relation to the activity? How is the activity carried out? What are its problems? What solutions exist for such problems? How can the activity be improved? What type of change is required ?: Incremental or radical?
Deming Management Cycle (Plan, Do, Check, Act)
Figure 1.2 Deming Management Cycle (Plan, Do, Check, Act)
Source: Taken Deming (1982)
Taking into account the above, the procedure is organized in four (4) basic stages: identification, characterization, evaluation and improvement of the process
1.1.3 Conceptual bases
The different key concepts of this research will be defined, such as process management, organizational processes, and university organizational structure.
Management:
From the Latin gestĭo, the concept of management refers to the action and the effect of managing or administering. To manage is to carry out errands conducive to the achievement of a business or of any wish. Administer, on the other hand, consists of governing, directing, ordering, arranging or organizing.
System:
It is a composite object whose components are related to at least some other component; it can be material or conceptual. All systems have composition, structure and environment, but only material systems have a mechanism, and only some material systems have a figure (or shape).
Processes:
According to the International Standard UNE-EN-ISO 9000: 2000 "any activity, or set of activities, that uses resources to transform input elements into results, can be considered a process".
Process management:
Management form of the organization based on the processes in search of achieving the alignment of the same with the strategy, mission and objectives, as an interrelated system destined to increase customer satisfaction, value contribution and responsiveness. It involves reordering workflows in order to react more flexibly and quickly to changes and in search of why? And for whom? the work is done
Process definition
In general, the following elements are identified in any process:
Processor Element: People or machines that carry out the process activities system
Sequence of activities: Order of activities performed by the processor element
Inputs: These are the flows that the processor element requires in order to develop its process. Examples of this are materials, information, environmental conditions, among others.
Outputs: Flow generated by the processing element in the development of the sequence of activities of the process. The output is the flow, the result of the process, whether internal or external.
Resources: They are the fixed elements that the processing element uses to carry out the activities of the process. An example of resources are machines.
Process client: It is the recipient of the process output flow. If it is a person in the organization, it is said to be an internal customer. If the recipient is the end, then it is an external customer.
Expectations of the process client regarding the output flow: These are concepts that the process client expects to see incorporated into the process output flow and that if they do not appear, they will be able to detect. These determine your level of satisfaction.
Indicator: It is a relationship between two or more significant variables, which have a logical link between them and which provide information on critical or vitally important aspects whose behavior needs to be measured, for the conduct of the company's processes. The definition of indicators requires the prior operationalization of the variables involved.
Responsible for the process: It is the owner of the process, who is responsible for its performance.
1.2 Representation of the processes (Maps)
Every organization can be represented as a complex network of elements that carry out activities that allow them to interrelate with each other to achieve the objectives (mission) of the system. Each of these interrelationships can be represented and managed as a process.
According to their purpose, the processes can be classified into three categories:
Strategic processes, operational processes, and support processes.
In this way they have been represented in figure 1.3
Types of processes
Figure 1.3 Types of processes
Source: Source: Villa, Eulalia and Pons Murguía (2006)
Strategic processes: These are processes intended to define and control the goals of the organization, its policies and strategies. They allow to carry out the development of the organization. They are directly related to the mission / vision of the organization. They involve top-level personnel from the organization. They affect the organization as a whole. Among some examples of them are the strategic direction (both its formulation and its implementation), control, quality management, among others.
Operational or key processes: These are processes that allow the product / service delivered to the customer to be generated, which has a direct impact on the satisfaction of the final customer. They generally depend on the performance of more than one function.
Support processes: They are those that support the operational type. Their clients are internal. Examples of them are those related to Purchases, systems, Information, resource management of all kinds, among others.
The macro processes of the organization are defined, first and then the processes and sub-processes as the case may be, using the process mapping technique. Bear in mind that the classification of an organization's processes in strategic, operational and support will be determined by its strategic purpose. In this way, a given process, in a given organization, can be classified as operative or key and in another as support.
A generic process map is shown in Figure 1.4.
Generic process map
Figure. 1.4 Generic process map
Source: Source: Villa, Eulalia and Pons Murguía (2006)
Process map
The processes defined in the general process map are fundamentally macro processes, which in turn are made up of processes and threads. The degree of detail to be reached, that is, the number of levels of threads to be considered, depends on the type, size, complexity of the organization and the objective to be achieved with the implementation of such an approach.
Figure 1.5 shows an example of a procedure for managing processes.
Sequence of steps of the Procedure for Process Management.
Figure 1.5: Sequence of steps of the Procedure for Process Management.
Source: Villa, Eulalia and Pons Murguía (2006)
Table 1: Basic Aspects of the Procedure for Process Management
|
STAGES |
EXERCISE |
KEY QUESTION |
TOOLS |
|
one Identify the process |
1) Definition of Organizational Processes. |
What process supports the fulfillment of the strategic purpose? |
Group work, Consultation with experts, Participatory meetings, Descriptive documentation of the processes (description of the process / General map) |
| 2) Selection of the Key Processes. |
Which of them need direct outlets to customers? |
||
| 1) Description of the context. |
What is the nature of the process? |
Descriptive documentation of the process, historical data, participatory meetings, group work. |
|
|
two Characterize the processes |
2) Definition of the scope. |
What is it for? |
Group discussion (involved in the process), Documentation of the process. |
| 3) Determination of requirements. |
Which are the requirements? (Clients, suppliers, etc.) |
Participatory meetings, process documentation, process mapping (SIPOC). |
|
| 4) Analysis of the situation. |
How is the process currently working? |
Process mapping, Verification sheets, Histograms, Process documentation, Surveys. |
|
|
3 Evaluate the process |
5) Identification of problems. |
What are the main problems of the process? |
Pareto Diagrams, Cause-Effect Diagrams and Matrices, Stratification, Control Charts, 5H and 1H, Documentation of processes, Surveys. |
| 6) Survey of solutions. |
Where and how can the process be improved? |
Brainstorming, GUT, Nominal group techniques, Group voting, Process documentation. |
|
| 3) Preparation of the project. |
How is the improvement work organized? |
PHVA Cycle, 5W and 1H, Process documentation, Assertive project presentation techniques. |
|
|
4 Improve the process |
4) Implementation of change. |
How is the process redesign effective? |
Verification sheet, Histogram, Pareto chart, Control charts, 5W and 1H, Cause-effect chart, Documentation of the process. |
| 5) Monitoring of results. |
Does the process work according to patterns? |
PHVA Cycle, Cause-effect matrix, GUT, FMEA, Participatory meetings, Problem solving methodology, Process documentation. |
Source: Villa, Eulalia and Pons Murguía (2006)
Regarding the usefulness of a process map, it constitutes a starting point to manage it, since it establishes a link between a set of tools and procedures that allow it to be evaluated and improved.
This linkage is shown in Figure 1.6
Figure. 1.6 linking a process map with other process tools
Linking a process map with other process tools.
Source: Source: Villa, Eulalia and Pons Murguía (2006)
1.3 Tool for process management
The application of a set of tools for the collection and analysis of data on activities, with a view to identifying the problem areas that represent the greatest potential for process improvement. Table 1 shows the main tools used in Process Management, considering the stages and activities in which they must be used in this procedure.
In particular, due to the importance of its use in improving processes, Table 2 will describe the Problem Solving Methodology using an approach that describes the activities that must be carried out through teamwork.
Table 2: Problem Solving Methodology
Source: Pons (2003); Villa, Eulalia (2006)
SIPOC diagram
One of the fundamental tools that enable the start of a process management is the SIPOC diagram.
This tool used in the six sigma methodology is used by a team to identify all the relevant elements of an organizational process before work begins. It helps define a complex project that may not be well focused. The name of the tool encourages a team to consider the suppliers (the "S" in the SIPOC) of the process, the inputs (the "I" in the SIPOC), the process (the "P" in the SIPOC) that his team is improving, of the outputs (“the O” of the SIPOC), and of the clients (“the C” in the SIPOC) that receive the outputs of the process. Customer requirements are suggested to be added to the end of the SIPOC with the letter “R” for a better understanding of the process.
The SIPOC tool is particularly useful when, for example, there is insufficient clarity on aspects such as:
- Who provides inputs to the process? What specifications are set for the inputs? What activities make up the process? How do these activities interrelate? Who are the true customers of the process? What are the customer requirements? Among others
SIPOC diagrams are not difficult to develop. The steps to follow are those:
- Enable an area that allows the team to develop the SIPOC diagram. Start with the process. Identify the outputs of this process. Identify the clients who will receive the outputs of this process. Identify the preliminary requirements of the clients. Identify the inputs required for process to work properly.Identify suppliers of inputs that are required by process.Draw diagram.
Matrix Cause - Effect
The Cause-Effect Matrix is very effective in the design and development of new customer-based products and services. This type of diagram facilitates the identification of relationships that could exist between two or more factors, be these: problems, causes, processes, methods, objectives, or any other set of variables. A frequent application of this diagram is the establishment of relationships between customer requirements and quality characteristics of the product or service, it also makes it possible to know to a large extent the level of impact between the different input and output variables of a process.
The Cause-Effect Matrix is a simple matrix that emphasizes the importance of understanding customer requirements. It simply relates the process inputs to the Critical to Quality (CTQ) characteristics, using the process map as a primary source. The expected results of applying this tool are:
- A Pareto analysis of the key inputs to consider in the Failure Modes and Effects Analysis (FMEA) and in the control plans. A definition of the variables that must be submitted to a capacity study at the different stages of the process.
The Cause-Effect Matrix provides various utilities to the work team:
- Clearly visualize patterns of accountability for a balanced and appropriate distribution of tasks. Helps the team reach consensus on small decisions, improving the quality of the final decision. Improves team discipline in the process of observing. meticulously a large number of important decision factors. It establishes the relationship between different elements or factors, as well as the degree to which it occurs. It makes perceptible patterns of responsibility and the distribution of tasks.
Failure Modes and Effects Analysis (FMEA)
It is a procedure to recognize and evaluate the potential failures of a product / process and their effects. It consists of identifying the actions that could eliminate or reduce the occurrence of potential failures, as well as documenting the process. The FMEA plays a fundamental role in identifying failures before they occur, that is, it enables the application of preventive actions.
FMEA Goals
- Identify the potential failure modes and weigh the severity of their effects. Objectively assess the occurrence of the causes and the ability to detect their occurrence. Eliminate the potential deficiencies of the product and / or process. Eliminate the risks during the use of the product and / or or process, by preventing problems.
Advantages of the FMEA
The FMEA reduces the risk of failure:
- Helping in the objective evaluation of the requirements and design alternatives. Helping in the initial design of manufacturing and assembly requirements. Identifies the process variables to establish the controls, increasing the probability that the potential failure modes, ordered according to their effects on the customer, have been considered in the development process, helping in the preparation of the validation plans, providing reference future for problem analysis and evaluation of product and process design changes.
When to use an FMEA
- When new systems, products and processes are being designed. When existing designs or processes are being changed. When designs and / or processes will be used in new applications or new environments. After completing a project to prevent the future appearance of a problem..
Those responsible for preparing the FMEA
- A team approach is recommended. The responsible engineer leads the FMEA team. The team should involve representatives from all affected activities.
FMEA Success Factors
- It is a "proactive" action and not a "post-mortem" action. It involves representatives from all affected areas and convenes experts if necessary. It is a dynamic document and should be continually updated when changes occur. The client does not It is only the end user, but also an internal customer. All components or aspects of the service or product should be evaluated.
Brainstorming
Brainstorming is a group technique for generating new and useful ideas, which allows, through simple rules, to increase the probability of innovation and originality. This tool is used in the project identification and definition phases, in the diagnosis of the causes and their solution. Brainstorming is first and foremost a proven means of generating lots of ideas on a topic. It is a means of increasing the creativity of the participants. Typically, resulting idea lists contain more new and innovative ideas than lists obtained by other means. The most common mistakes are: 1) use this type of idea generation as a substitute for data and 2) mismanagement of sessions,either because of the mastery of the topic by one or a few people for the presentation of ideas, or because of the inability of the group to judge and analyze until the list of ideas is finished. It is highly recommended to follow the following practical rules:
- Participants will make their contributions in turn. Only one idea is given in turn. If an idea is not given in one turn, there is another opportunity in the next round. No explanations are given about the proposed ideas.
How to brainstorm:
- Write the objective. Preparation (communication of the objective, material, etc.). Present the four conceptual rules: no criticism, be unconventional, the more ideas the better and lean on other ideas. Preparation ("warm-up"). ideas, with the aim of the session and the ideas that come up written in a visible place, ending before you feel tired. Process the data.
UTI Technique (Urgency, Trend and Impact)
This technique is suitable for defining improvement priorities. Defining priorities is identifying the most important issues on a to do list, to define which one to start with. A priority must be addressed in terms of the urgency, trend and impact associated with it.
Urgency:
It relates to the time available versus the time required to perform an activity. To quantify it, there is a scale from 1 to 10 in which it is rated from 1 to the least urgent, increasing the rating to 10, for the most urgent. Note that multiple scores may be assigned the same score.
Trend:
Describe the consequences of taking action on a situation. There are situations that remain identical if something is not done. Others are aggravated by not attending to them. Finally, there are those that are solved just by letting time pass. Those that tend to aggravate by not attending to them should be considered as main, therefore, they will be given a value of 10; those that are resolved over time, the value 5; and those that remain identical if something is not done are rated with a value of 1.
Impact:
It refers to the incidence of the action or activity that is being analyzed in the results of the management of a certain area or the company as a whole. To quantify this variable, there is a scale from 1 to 10 in which the value of opportunities with the least impact is rated 1, increasing the rating to 10, for those with the greatest impact. Note that you can assign the same score to multiple opportunities.
Control plans
The control plan is a tool focused on maintaining in a planned, precise, stipulated and controlled manner, any activity or process, whether productive or service, so that it works effectively and no failures occur that may affect the results expected by internal and external customers. The fundamental objective of the control plan is to preserve the performance and results of the process through the proposed measures.
The control plans are oriented to:
- Guarantee the fulfillment of the most important characteristics for the clients. Minimize the variability of the processes. Standardize the processes. Store written information. Describe the actions that must be carried out to maintain the process with efficient performance, in addition to controlling its outputs..Reflect control and measurement methods of the process.
Its fundamental benefits are:
- Improves the quality of the process by reducing its variability. Reduces defects, focusing and controlling processes.
Provides information to correct and redesign processes
1.4 Procedures for process management
There are various procedures for Process Management. All, to a greater or lesser extent, consider continuous improvement and teamwork as conditioning factors for their development mechanism, regardless of the field of application.
For this, the following procedures were used to study process management at the “Rosa Luxemburg” Language Center of the Bolivarian University of Venezuela in Nueva Esparta State.
The first step to develop in the management of a process is to know what the process is, what its inputs and outputs are, who its customers are, what their demands are on it.
To achieve this purpose and all those aspects related to the development of a process and its assurance, it is required to carry out what is known as Process Mapping.
Process mapping is said to be the visual display of all the main stages and decision points of a process. Taking as utility, a starting point to manage it because it establishes a link between a set of tools and procedures that allow it to be evaluated and improved.
It has the advantage of visual representation of the process, and also helps to identify when and where to collect the data that identifies the different work teams that use different processes.
It has the disadvantage that it is made in different ways and does not have a design standard.
Regarding the cause-effect matrix, it is used because it allows to identify and graphically show all the possible causes related to the problem under study, however, it has the advantage of determining the process inputs and outputs. And it has the disadvantage of not having a process design standard for better identification.
The potential failure (FMEA), is the disciplinary procedure designed to recognize and evaluate the potential failure of a process and its effects. And it has the advantage of identifying the action that could eliminate or reduce the probability of the occurrence of a potential failure, in addition to documenting the process. And it has the disadvantage of being a dynamic document that should be continually updated when changes occur, since this allows improvements in its readings.
The SIPOC diagram is one of the fundamental tools that enable the start of a process management, which this tool used in the six sigma methodology is used by a team to identify all the relevant elements of an organizational process before let the work begin. It has the advantage of helping to define a complex project that may not be well focused. And it has as a disadvantage that it is difficult to elaborate if you do not have the necessary details to achieve the objectives and it does not have a design standard.
Chapter II Characterization of the Integrated Management System of the “Rosa Luxemburg” Language Center of the Bolivarian University of Venezuela in Nueva Esparta State
Introduction
This chapter begins with the characterization of the company under study, in addition the procedure designed by Deming (1982) is presented, which proposes a set of steps to carry out studies on work organization (OT), it also allows managing and improving adequate processes and basic positions Rosa Luxemburg Language Center ”of the Bolivarian University of Venezuela of Nueva Esparta State. For the same, the bibliographic analysis carried out in the previous chapter of the present investigation was taken as a reference.
2.1 Characterization of the Rosa Luxemburg Language Center ”of the Bolivarian University of Venezuela of Nueva Esparta State
The Rosa Luxemburg language center of the Bolivarian University of Venezuela was created in October 2005, attached to the Vice-Rector's Office, within the framework of the new strategic map of the nation in order to continue promoting the new educational system and to advance in the formation of the new social structure. It is also based on Chapter VIII of our Guiding Document, in its Policy II, where bilingual training is established as part of our Bolivarian education system.
The “Rosa Luxemburg” Language Center currently has five main offices in the interior of the country; Zulia, Falcón, Monagas and Bolívar. In addition to being present in the university villages of the Sucre Mission - UBV
The mission of the Rosa Luxemburg Language Center is “to develop future and current strategies that guarantee the learning of foreign languages in every corner of the country, to promote cultural exchange with the peoples of the world and to spread the achievements and scope of Venezuelan revolutionary process ”.
The UBV “Rosa Luxemburg” Language Center aims to provide the ubevista community with the means to achieve second language proficiency. This Center is conceived as a didactic center, led by an interactive and dynamic teaching staff.
In the medium term, the Language Center will have an advanced technology language laboratory, essential to facilitate language learning.
Languages taught throughout the national territory are:
- SIGN LANGUAGE WAYUUKARIÑAPORTUGUÉSFRANCÉSINGLESFARSIARABECHINOITALIANORUSO
However, in Nueva Esparta State, only:
- SIGN LANGUAGE FRENCHINGLESITALIAN NO MISSING
2.2 Current situation of human capital management.
2.3 Description of the procedure for Process Management
The following summarizes the stages and main activities of the procedure for Process Management.
2.3.1. Stages of the procedure
Stage I: Process identification
This stage has the fundamental objective of identifying the organization's processes as a starting point for its development and improvement. It is primarily aimed at those key or critical processes on which effectiveness in fulfilling its strategic purpose depends.
However, they can be grouped into two large groups:
«Structured» method: This section considers all those basically complex systems that serve to identify management processes. It is about computerized systems, and more or less structured systems. What all these systems have in common is that they are designed by expert people. Normally its implementation requires some type of external assistance.
Advantages of the method:
They are structured systems that serve to identify and document a management process. Guidelines, guides, supports and "templates" are given. These systems allow the identification of management areas that are inefficient or that are simply not addressed. Related processes and threads are well documented.
Disadvantages:
Excess documentation in some cases that exceed the information requirements of the processes themselves. To which it is necessary to add the complexity of maintaining the domain of it by the staff.
In the case of computer methods, many become complex to understand by non-specialist personnel in this area of knowledge.
Another problem associated with this type of system is that it is not usually known how to integrate process management to other related systems and management approaches depending on the organization as a whole. In this way, a company has a process approach that is not always accompanied by the sense it must have to be truly useful to the organization's management.
"Creative" method:
In this group we can consider all those methods that companies are devising and implementing on their own initiative, in the search for solutions to problems derived from previous non-positive experiences
Advantages of the method:
The management system is much more integrated, since both the devised method and all related supports are created internally by members of the organization. These supports and methods are converted with little effort into documents "understandable" by the rest of the staff.
Documentation is drastically reduced. Procedures disappear and are "converted" and / or incorporated into related processes.
Disadvantages:
Experts in all the aforementioned fields are required, well documented and updated in this regard.
More emphasis should be placed on training new recruits since much of the knowledge is not recorded as required.
The choice of method will depend to a large extent on the knowledge that the members of the organization have and / or on the "state of the art" in which it is found, as well as on the degree of autonomy available to decide.
Stage II: Characterization of the Process
At this stage it is intended to make a presentation of the identified processes, detailing them in terms of their context, scope and requirements.
The first element (Description of the context), aims to answer the question, What is the nature of the process?
To get to know a process in its entirety, you must specify:
- The essence (subject) of the activity The expected result (product or service) of the process The limits of the operation: Where does it start? (tickets) and Where does it end? (outputs) Interfaces with others (how does the process interact with other processes?) The actors involved in the activity (manager, executors, internal and external customers, suppliers)
The second element (Definition of scope), tries to answer the question, What is the process for? Clarifying its Mission and Vision to achieve. The idea is to highlight the intention and importance of the activity, even allowing yourself to question it as to its need.
In the third element (Determination of requirements) it is necessary to analyze what they are:
a) The client's requirements (exit requirements)
The demands of the clients of the activity adequately clarifying the final product that they expect.
b) Requirements for suppliers (entry requirements)
The demands of the process (in quantity and quality), essential to obtain a product or service that satisfies the customer.
Without a doubt, it is essential that direct, positive and effective communication be established between those responsible for the activity (manager and executors), customers and suppliers.
The expected final product of this stage of characterization of the process is a document that allows us to understand and visualize globally what it consists of.
The mapping of the process will allow to visualize each one of the operations (threads) involved, in an isolated or interrelated way. This detailed flow will make clear the trajectory of the activity from its beginning to its conclusion.
Stage III: Evaluation of the process
It requires evaluating the process by making a detailed study of the activity in terms of its current situation, existing problems and alternative solutions.
In the fourth component (Situation Analysis), you need to answer the question, How is the activity currently working?
To carry out an in-depth examination of the work it is necessary:
- Chat with customers. Collect data and obtain relevant information on the behavior of the process. Obtain an overview of the activity.
In the fifth component (Identification of problems), the question to answer is; What are the main problems that generate the instability of the process, preventing the adequate satisfaction of the needs and expectations of the clients? For this, it is considered important to define the strengths and weaknesses of the activity, specifying:
- What's ok? (success) What's wrong? (failure) The reason for each of these situations?
By giving proper use to the data and information obtained, it will be possible to detect and characterize the causes responsible for the failures and the undesired results.
In the sixth component (Survey of solutions), work should be done on the answers to the questions: Where and how can the process be improved? This includes:
- Examination of possible alternatives, to list some ideas that could solve the problem. Discussion with the supplier (s) and the client (s) with the presentation of the different proposals. Obtaining agreement among all committed, on the best possible course of action.
The expected final product of this process evaluation stage is a document that allows us to understand and properly visualize both the operation of the process and its critical points and the solutions indicated to resolve them.
Stage IV: Process improvement
At this stage it is intended to plan (elaborate), implement and permanently monitor changes to guarantee the quality of the activity.
The seventh component (Elaboration of the project) seeks to answer the question: How is the redesign of the process effective? It is done to make the change effective putting into action a new work sequence that obeys a redesigned process according to the indications proposed in the improvement project.
In the case that it is considered convenient, initially, an experimental procedure can be adopted, which consists of:
- Carry out a pilot project. Observe, control and evaluate the experience implemented. Carry out the final implementation as a result of the positive results obtained.
The ninth component (Monitoring of results) is aimed at answering the question; Does the process work according to patterns? It consists of verifying if the process is working according to the established patterns based on the clients' demands, by identifying the deviations and their causes as well as the execution of the corrective actions.
This monitoring of the process is permanent and forms part of the daily work routine of all the people who participate in the process, always based on the Deming Basic Management Cycle. (PHVA).
The execution of this activity covers some essential tasks that need to be well performed, highlighting the following:
- Preparation and use of appropriate schemes / instruments to measure the performance of the activity, such as: Control Plans, the evaluation of the capacity of the process and the Cause-Effect matrices. The permanent collection of information on the performance of the process. identification of possible sources of problems characterizing the root causes of instability through the use of the FMEA (Analysis of the Modes and Effects of Failures). The execution of actions to prevent and correct the deviations caused by the malfunctions of the process that affect its correct and normal operation.
The expected product of this stage of process improvement is a document that contains the record of the improvement project, its implementation and the consequences of continuous monitoring of the results of the work.
2.4 Generalities of the procedure
The procedure for Process Management presented here is the result of the experiences and recommendations of prestigious authors in this field, such as; Juran (2001), Cantú (2001) and Cosette Ramos (1996).
Said procedure has been elaborated taking as reference the Deming Basic Management Cycle and some contributions from the most modern approaches to quality improvement, such as the Six Sigmas Program.
This procedure, within the framework of any management system based on the process approach, must provide the system in question with its mechanism of action on the processes and in search of continuous improvement, in each phase, stage and activity. To do this, it relies on a system of integrated techniques to achieve this effect.
It consists of four interrelated stages, which refer to: the identification, characterization, evaluation and improvement of processes.
In general, the following aspects are taken into account in its conception and application:
- Nature of the activity: Does it provide added value? What are the client's demands in relation to the activity? How is the activity carried out? What are its problems? What solutions exist for such problems? How can the activity be improved? What type of change is required ?: Incremental or radical?
This procedure is organized into four (4) basic stages, referring to the identification, characterization, evaluation and improvement of the process, each with its corresponding system of activities and tools for its design and execution.
2.4.1 Basic conditions for the implementation of the procedure
The proper and complete application of this Process Management procedure requires the observance of the following three basic conditions:
2.4.1.1 Use of tools frequently used in the field of Quality. The use of resources and techniques that facilitate the collection and analysis of data on all activities is required, with a view to identifying problem areas that deserve differentiated treatment.
2.4.1.2 Documentary record of the process. The documentary record is made up of data and information about the work, in a descriptive, statistical and graphic way, in order to document the activities, as well as the conclusions of the evaluation and the proposed recommendations.
2.4.1.3. Execution of teamwork. The correct application of this procedure allows controlling the human, technical and administrative factors that may affect the performance of the activities as well as preventing, reducing and eliminating quality deficiencies. The aim is that organizations, both function-oriented and process-oriented, are capable of overcoming the complexity derived from the growth and isolation of interest groups.
2.5 Diagnosis of the organization of work (OT) at process level
In this step, the procedure must meet two fundamental objectives, these are the identification and description of the production processes that make up the entity, after having established the priorities in them, in order to establish by which process the study of OT. You must proceed by following the points described below:
- Identification and selection of the relevant production process. Analysis of technical-economic indicators. Registration and analysis of the working method at the process level. Environmental analysis at the process level. Ergonomic and safety and health analysis at the process level. the discipline.
2.6 Diagnosis of the organization of work (OT) at the job level
Once the identification, selection and description of the relevant production process, carried out in previous steps, have been carried out, the need arises to carry out this same study at the job level.
In this step, the same recording and analysis techniques will be used, but now in the workplace, to solve the weaknesses found in each of the following points:
- Current method of work. Organization and service to the position. Ergonomic and safety and health design. Execution times.
2.6.1 Current method of work
The study of work methods can be defined as the application of a systematic and logical procedure of analysis and investigation appropriate to the work process under study.
Its objective is to establish the "how" a job should be done, in the simplest and most effective way, under existing conditions, as well as the projection of new work processes and procedures for activities that do not yet exist.
The working method techniques that can be used in OT studies are described below:
- Work coordination diagram. Operation analysis diagram (bimanual). Sequence diagrams. Travel diagrams. Thread diagrams. Man-machine diagram. Multiple activities diagram. Operation analysis diagrams. Photographic and cinematographic techniques. Mathematical techniques. Activity recording techniques.
The techniques mentioned above could be aimed at collecting current information, analyzing the method, the working procedure and proposing a new method.
Partial conclusions of Chapter II
- Based on a study carried out that preceded this research, using the diagnostic technology of the Integrated Human Capital Management System, the need to carry out work organization studies at the “Rosa Luxemburg” Language Center of the University is determined Bolivarian of Venezuela of the Nueva Esparta State: A procedure for the organization of work (OT) is exposed that can be used by the language centers of the different universities, which incorporates techniques and tools for the analysis and improvement of the process, which will propitiate carrying out proposals for effective improvements that allow increased productivity in services of this nature.
