ISO (International Organization for Standardization) is a world federation of national standardization bodies (ISO member bodies). The work of preparing international standards is generally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established, has the right to be represented on that committee. International, public and private organizations, in coordination with ISO, also participate in the work, ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
International Standards are edited in accordance with the rules established in Part 3 of the ISO / IEC Directives.
Final Draft International Standards (FDIS) adopted by technical committees are sent to member bodies for voting. Publication as an International Standard requires approval by at least 75% of the member bodies required to vote.
Attention is drawn to the possibility that some of the elements of this International Standard may be subject to patent rights. ISO does not assume responsibility for the identification of any or all patent rights.
The International Standard, ISO 9001, was prepared by the Technical Committee ISO / TC 176, Management and Quality Assurance, Subcommittee CS 2, Quality Systems.
The third edition of the ISO 9001 Standard cancels and replaces the second edition (ISO 9001: 1994), as well as the ISO 9002: 1994 and ISO 9003: 1994 Standards. This constitutes the technical review of these documents. Those organizations that have used ISO 9002: 1994 and ISO 9003: 1994 in the past can use this International Standard excluding certain requirements.
Given the implementation by the International Organization for Standardization (ISO) of the ISO 9000 Manual, it is that a guide is offered to Organizations in a position to implement a Quality Management System, based on the standard ISO 9000: 2000, so the Electricity Distribution Company adopted the Standard and its Quality Management System in 1999.
By means of Disposition of the Board of Directors CI.CAS.DT 026/1998, the different areas are determined to adopt the necessary measures as established by the International Standards to apply (sic), in order to achieve the aforementioned certification.
A Quality Management System is the way the organization carries out the Business Management associated with Quality. In general terms, it consists of the organizational structure together with the documentation, processes and resources that are used to achieve the Quality objectives and meet the requirements of the clients.
Quality Management Systems have to do with evaluating the way things are done and the reasons why they are done, specifying in writing the way things are done and recording the results to demonstrate that they were done.
A Quality Management System “ISO 9000” is the one that is implemented on the current version of the requirements standard, that is, the ISO 9001: 2000 Standard.
The Electricity Distribution Company receives the recertification every year from the implementation and implementation of the standard, without variations or deviations.
In the search to optimize resources, it was decided to outsource the services provided to the partners and / or consumers of the service, since these represent a very high cost.
2.2.- PROBLEM STATEMENT
Given the application of ISO 9001: 2000, service providers must also comply with its application, so that it is a challenge for the electricity distribution company to contribute to the current service providers being aligned in compliance with the Standard.
Currently, service providers do not qualify for the implementation of ISO 9001: 2000, which is the main problem.
Also service providers have some minor problems to solve such as:
- Lack of Procedures Manuals. Lack of Documentation of the operations performed. Lack of ISO 9001: 2000 Standard. Lack of Quality controls. Lack of training in specific activities. Lack of specialization in a specific area of services. short, where due to their execution time, costs rise.
2.3.-DELIMITATION OF WORK
Temporary Limit
It is estimated to implement the Supplier Development Program in the shortest possible time, to obtain results as of the first semester of next year.
Noun Limit
The present work has as a substantive limit the Supplier Development Program.
Spatial limit
The investigation will be carried out in the city of Santa Cruz de la Sierra.
2.4.- OBJECTIVES
General objective
The general objective is to develop Service Providers for the certification of the ISO 9001: 2000 Standard.
Specific objectives
- Training of personnel in the specific performance of their activities. Development and implementation of Procedure Manuals. Detailed knowledge of ISO 9000 Standards and their applicability. Application of Quality controls. Establishment of strategic alliances with service providers.
2.5.- JUSTIFICATION
The development of service providers is necessary since the applicability of the ISO 9001: 2000 Standard would be affected in terms of compliance with it, as the set of specific service providers certified with the ISO 9001 Standard are included in the processes: 2000 that would contribute to the quality assurance of the service and the increase in customer satisfaction, directly; in addition to the improvement in the quality of life of the inhabitants of the city, indirectly.
The specific services performed by providers are as follows:
- Reading of Meters and Distribution of Billing Notices. Installations and Withdrawals of Meters and Connections. Attention to Technical Claims of the LV and MV Network. Pruning of trees of the Distribution Network. Maintenance of Networks in live line. Supply Staking, Construction, Expansion, Modification and Transmission Station of Electricity Distribution Networks.
Currently, there is no company that applies ISO 9001: 2000, given the importance of all the services mentioned above.
2.6.- METHODOLOGY
Kind of investigation
The Method to apply is the Deductive.
The research modality used will be based on observation, deduction and the qualification of the services offered.
Investigation process
Request to the Company and suppliers to access the information.
- Compilation and study of bibliographic material , documents, statistical data and others. Direct observation in the company and in the service providers, analyzing aspects related to the subject. Conducting interviews with the areas and personnel of the providers involved in the services. final conclusions and recommendations.
Information sources
Primary Sources
The primary sources of information will come from the bibliography adopted for the certification of the Standard.
Interviews with management and operational personnel of the Company.
Particular experience.
Companies that offer services:
ESE srl
Dober Ltda.
Franco Ltda.
Azero SA
ElectroFranco
Edeser SA
Hills of Urubó
G & M Ltda.
Secondary Sources
- Bibliography and publications related to the subject. Company documents, statistical data registry and others.
2.7.- APPROACH TO THE HYPOTHESIS
Through the application of the Supplier Development Program, a network of suppliers certified with ISO 9001: 2000 Standards will be available to the Electricity Distribution Company, which will contribute to a better quality of service.
III.- DEVELOPMENT.-
3.1.- THEORETICAL FRAMEWORK
3.1.1.- ISO 9001: 2000 STANDARDS
3.1.1.1.-Purpose and field of application.-
Generalities.-
This International Standard specifies the requirements for a Quality Management System, when an organization:
- You need to demonstrate your ability to consistently provide products or services that meet customer requirements and applicable regulations. You aim to increase customer satisfaction through effective application of the System, including processes for continuous improvement of the System and the ensuring compliance with customer requirements and applicable regulations.
3.1.1.2.-Application.-
All the requirements of this International Standard are generic and are intended to be applicable to all organizations regardless of their type, size and the product or service provided.
When one or more requirements of this International Standard cannot be applied due to the nature of the organization and its product or service, they can be considered for exclusion.
When exclusions are made, conformity with this International Standard cannot be claimed unless such exclusions do not affect the organization's ability or responsibility to provide products that comply with applicable requirements and regulations.
3.1.1.3.-Terms and Definitions.-
For the purpose of this International Standard, the terms and definitions that describe the supply chain are applicable:
Supplier Organization Client
The term "Organization" replaces the term "supplier" that was used in ISO 9001: 1994 to refer to the unit to which this International Standard applies. Similarly, the term "supplier" now replaces the term "subcontractor".
Throughout the application of the International Standard, when the term “product” is used, it may also mean “service”.
3.1.1.4.-Quality Management System.
3.1.1.4.1 General requirements.
The organization must establish, document, implement and maintain a Quality Management System and continually improve its effectiveness in accordance with the requirements of this International Standard.
The organization must:
- Identify the processes necessary for the Quality Management System and their application throughout the organization. Determine the sequence and interaction of these processes. Determine the criteria and methods necessary to ensure that both the operation and control of these processes are effective.. Make sure the availability of resources and information necessary to support the operation and monitoring of these processes. Carry out the monitoring, measurement and analysis of these processes. Implement the necessary actions to achieve the results and continuous improvement of these processes.
The organization must manage these processes in accordance with the requirements of this International Standard.
3.1.1.4.2.-Documentation requirements.-
3.1.1.4.2.1.-General
The documentation of the Quality Management System must include:
- Documented statements of a Quality policy and Quality objectives. A Quality Manual. The documented procedures required in the International Standard. The documents needed by the organization to ensure the effective planning, operation and control of its processes. The records required by the International Standard.
3.1.1.4.2.2.- Quality Manual.-
The organization must establish and maintain a Quality manual that includes:
- The scope of the Quality Management System, including the details and justification for any exclusion. The documented procedures established for the Quality Management System, or reference to them. A description of the interaction between the processes of the Quality Management System. Quality management.
3.1.1.4.2.3.-Control of documents.-
The documents required by the Quality Management System must be controlled. Records are a special type of document and must be controlled in accordance with Record Control (4.2.4).
A documented procedure should be established that defines the controls necessary to:
- Approve documents for adequacy prior to issuance. Review and update documents as necessary and re-approve them. Make sure changes are identified and current revision status of documents. Make sure relevant versions of documents Applicable documents are available at points of use. Ensure that documents remain legible and easily identifiable. Ensure that documents of external origin are identified and their distribution is controlled. Prevent the unintended use of obsolete documents and apply identification to them. adequate in the event that they are maintained for any reason.
3.1.1.4.2.4.-Control of Records
Records must be established and maintained to provide evidence of compliance with requirements as well as the effective operation of the Quality Management System, records must remain legible, easily identifiable and recoverable. A documented procedure should be established to define the controls necessary for the identification, storage, protection, retrieval, retention time and disposal of records.
3.1.1.5.- Responsibility of the Management
3.1.1.5.1 Management Commitment.-
Senior management must provide evidence of their commitment to the development and implementation of the Quality Management System, as well as to the continuous improvement of its effectiveness:
- Communicating to the organization the importance of satisfying both the client's requirements and the legal and regulatory ones. Establishing the Quality Policy. Ensuring that the Quality objectives are established. Carrying out the reviews by the management. Ensuring the availability of resources.
3.1.1.5.2.- Customer Focus.-
Top management must ensure that customer requirements are determined and met for the purpose of increasing customer satisfaction.
3.1.1.5.3.- Quality Policy.-
Senior management must ensure that the Quality policy:
- It is adequate for the purpose of the organization. It includes a commitment to comply with the requirements and to continuously improve the effectiveness of the Quality Management System. It provides a reference framework to establish and review the objectives of the Quality. It is communicated and understood within the organization. It is reviewed for continuous adaptation.
3.1.1.5.4.- Planning.-
3.1.1.5.4.1. Quality Objectives.-
Top management must ensure that Quality objectives, including those necessary to meet product requirements, are set out in the relevant functions and levels within the organization. The objectives of Quality must be measurable and consistent with the Quality policy.
3.1.1.5.4.2.- Planning of the Quality Management System
Top management must ensure that:
- The planning of the Quality Management System is carried out in order to meet the requirements, as well as the objectives of the Quality. The integrity of the Quality Management System is maintained when planning and implementing changes in it.
3.1.1.5.5.- Responsibility, Authority and Communication.-
3.1.1.5.5.1.- Responsibility and Authority.-
Top management must ensure that responsibilities are defined and communicated within the organization.
3.1.1.5.5.2.- Management Representative.-
Senior management must designate a member of management who, regardless of other responsibilities, should have the responsibility and authority that includes:
- Ensure that the necessary processes for the Quality Management System are established, implemented and maintained. Inform senior management about the performance of the Quality Management System and any need for improvement. Make sure that the taking of awareness of customer requirements at all levels of the organization.
3.1.1.5.5.3.- Internal Communication.-
Top management must ensure that appropriate communication processes are established within the organization and that communication is carried out considering the effectiveness of the Quality Management System.
3.1.1.5.6.- Management review.-
3.1.1.5.6.1.- General.-
Top management should, at planned intervals, review the organization's Quality Management System to ensure its continued suitability, adequacy, and effectiveness. The review should include an evaluation of opportunities for improvement and the need to make changes to the Quality Management System, including the Quality policy and the Quality objectives.
3.1.1.5.6.2.- Information for the review.-
Input information for management review must include:
- Audit results. Customer feedback. Process performance and product compliance. Status of corrective and preventive actions. Follow-up actions of previous management reviews. Changes that could affect the Quality Management System. Recommendations for improvement.
3.1.1.5.6.3.- Results of the review.-
The results of the management review must include all decisions and actions related to:
- Improving the effectiveness of the Quality Management System and its processes. Improving the product in relation to customer requirements. Resource needs.
3.1.1.6.- Measurement, Analysis and Improvement
3.1.1.6.1.- General.-
The organization must plan and implement the monitoring, measurement, analysis and improvement processes necessary to:
- Demonstrate product compliance. Ensure compliance of the Quality Management System. Continuously improve the effectiveness of the Quality Management System.
This should include determining the applicable methods, including statistical techniques, and the extent of their use.
3.1.1.6.2.- Monitoring and Measurement.-
3.1.1.6.2.1.- Customer satisfaction.-
As one of the performance measures of the Quality Management System, the organization must monitor the information related to the customer's perception regarding the organization's compliance with its requirements. Methods of obtaining and using such information must be determined.
3.1.1.6.2.2.- Internal Audit.-
The organization must carry out internal audits at planned intervals to determine if the Quality Management System:
- It is in accordance with the planned provisions, with the requirements of this International Standard and with the requirements of the Quality Management System established by the organization. It has been implemented and is maintained effectively.
An audit program should be planned taking into account the status and importance of the processes and areas to be audited, as well as the results of previous audits. The audit criteria, the scope of the audit, its frequency and methodology must be defined. The selection of auditors and the performance of audits must ensure the objectivity and impartiality of the audit process. Auditors should not audit their own work.
3.1.1.6.2.3.- Monitoring and measurement of processes.-
The organization must apply appropriate methods for monitoring, and when applicable, measuring the processes of the Quality Management System. These methods must demonstrate the ability of the processes to achieve the planned results. When planned results are not achieved, corrections and corrective actions should be carried out, as appropriate, to ensure product conformity.
3.1.1.6.2.4.- Monitoring and measurement of the product.-
The organization must measure and monitor the characteristics of the product to verify that its requirements are met. This should be done at the appropriate stages of the product realization process in accordance with planned arrangements.
Evidence of compliance with the acceptance criteria must be maintained. The records must indicate the persons who authorize the release of the product.
3.1.1.6.3.- Control of the nonconforming product.-
The organization must ensure that the product that does not comply with the requirements is identified and controlled to prevent its unintended use or delivery. Controls, responsibilities and authorities related to the treatment of nonconforming product must be defined in a documented procedure.
Non-compliant products must be handled by the organization in one or more of the following ways:
- Taking actions to eliminate the detected nonconformity. Authorizing its use, release or acceptance under concession by a relevant authority and, when applicable, by the client. Taking actions to prevent its originally intended use or application.
3.1.1.6.4.- Data analysis.-
The organization shall determine, collect and analyze appropriate data to demonstrate the adequacy and effectiveness of the Quality Management System and to assess where continuous improvement in the effectiveness of the Quality Management System can be made. This should include data generated from monitoring and measurement results and from any other relevant sources.
3.1.1.6.5.- Improvement
3.1.1.6.5.1,. Continuous improvement.-
The organization must continually improve the effectiveness of the Quality Management System through the use of the Quality policy, the Quality objectives, the results of the audits, the data analysis, the corrective and preventive actions and the review by the direction.
3.1.1.6.5.2.- Corrective action.-
The organization must take actions to eliminate the cause of nonconformity in order to prevent it from happening again. Corrective actions must be appropriate for the purposes of the nonconformities found.
A documented procedure should be established to define the requirements for:
- Review nonconformities (including customer complaints). Determine the causes of nonconformities. Assess the need to take action to ensure that nonconformities do not reoccur. Determine and implement necessary actions. Record the results of the actions taken Review the corrective actions taken.
3.1.1.6.5.3.- Preventive action.-
The organization must determine actions to eliminate the causes of potential nonconformities to prevent their occurrence. Preventive actions must be appropriate to the effects of potential problems.
A documented procedure should be established to define the requirements for:
- Determine potential nonconformities and their causes. Evaluate the need to act to prevent the occurrence of nonconformities. Determine and implement the necessary actions. Record the results of the actions taken. Review the preventive actions taken.
3.1.2.- TOTAL QUALITY CONTROL
3.1.2.1.- What is Total Quality Control (CTC)
The CTC concept was originated by Dr. Armand V. Feigenbaum, who served in the 1950s as quality control manager and manager of manufacturing operations and quality control at General Electric headquarters in New York, his article on Total Quality Control was published in the Industrial Quality Control magazine in May 1957. This was followed by a book published in 1961 with the title of Total Quality Control: Engineering and Management.
According to Feigenbaum, Total Quality Control (CTC) can be defined as “an effective system to integrate the efforts in quality development, quality maintenance and quality improvement carried out by the various groups in an organization, so that it is possible produce goods and services at the most economical levels and that are compatible with full customer satisfaction ”. The CTC requires the participation of all divisions, including market, design, manufacturing, inspection, and shipping. Fearing that quality, everyone's job in an Organization, would become nobody's job, Feigenbaum suggested that the CTC be backed by a well-organized management function,whose only area of specialization was product quality and whose only area of operations was quality control. His western professionalism led him to advocate that the CTC be in the hands of specialists.
The CTC simply means that every individual in each division of the Organization must study, practice and participate in quality control. Assigning CTC specialists in each division, as proposed by Feigenbaum, is not enough. Initially, full participation included only the President of the Organization, directors, mid-level managers, the staff, supervisors, line workers, and vendors. But in recent years the definition has been expanded to include subcontractors, distribution systems, and subsidiary companies. The system, developed in Japan, is different from what is being practiced in the West. In China, Chairman Mao spoke of the insufficiency of control exercised by specialists and called for a concentrated effort by workers,specialists and leaders.
When performing CTC, it is important to promote not only quality control, which is essential, but at the same time cost control (profit and price), quantity control (production volume, sales and stocks) and control. of delivery dates. This method is based on the CTC's fundamental assumption that the manufacturer must develop, produce, and sell items that meet the needs of consumers. If the cost is not known, designs cannot be made and there will be no quality planning. If cost control is handled strictly, you will know what profits can be derived from the elimination of certain problems. In this way, the effects of CTC are easy to predict.
Regarding quantities, if these are not known exactly, the defect rate and the correction rate will be unknown, and the CTC will not progress. Conversely, if CTC is not actively promoted and if standardization, return rate, operations rate and workload are not determined standardized, there will be no way to find normalized costs and therefore no control can be performed of costs. Likewise, if the percentage of defects varies very widely and if there are many rejected lots, it will not be possible to control production or delivery dates. Simply put, administration has to be integrated. CTC, cost control (profits), and quantity control (delivery dates) cannot be independent.
In the West, the definition of "quality control" has always referred to the quality of both products and services. Therefore, CTC has been done in department stores, airlines and banks. This is convenient. In Japan, by translating the term "quality control" as hinshitsu kanri with the term hin meaning "products", quality control has inadvertently been created primarily for the manufacturing sector.
However, it should be clarified that the term quality means quality and that the quality of work in offices, in the service industries and in the financial sector is understood.
To express this concept we can use the following diagram:
The essence of the CTC is in the central circle, which contains the quality guarantee defined in its narrowest sense: making a good CTC of the new products of the Organization. In the service industry, where no items are manufactured, quality assurance means ensuring the quality of the services provided, in the development of a new service, eg new checking accounts or new insurance contracts, quality assurance is required.
Having clarified the meaning of CTC, and of good quality and good services, the second circle comes into play. This represents quality control defined more broadly, to include the questions of how to carry out good sales activities, how to improve salespeople, how to make office work more efficient and how to treat subcontractors.
If we expand the meaning further, the third circle will form. This emphasizes the control of all phases of the work. Use the circle by spinning your wheel over and over to prevent flaws from recurring at all levels. This job corresponds to the entire company, each division and each function. Individuals must also actively participate.
3.1.2.2.-Advantages of Total Quality Control
- Improve the health and corporate character of the Organization: almost all companies take this point very seriously. Japan has entered a period of sustained but less accelerated economic growth. Many Organizations consider that they must start from the beginning and use the CTC to strengthen their health and corporate character. Some set specific goals while others do not articulate them. Senior management should state its goals clearly, noting what part of the Organization's character requires modification and what aspect should be improved. Combine the efforts of all employees, achieving everyone's participation and establishing a corporate system. All employees and all divisions need to be actively involved in uniting their efforts.Establish the quality guarantee system and win the trust of customers and consumers. As quality assurance is the very essence of the CTC, most Organizations announce that this guarantee is their goal or ideal. To achieve the best quality in the world and develop new products. As a corollary, many Organizations talk about the development of creativity or the generation of technology and its improvement. Establish an administrative system that ensures profits in times of slow growth and that can face various difficulties. Show respect for humanity, take care of human resources., consider employee happiness, provide pleasant workplaces, and pass the torch on to the next generation. Using CTC Techniques.Some people are hypnotized by the term "quality control" and do not take full advantage of statistical methods.
3.1.2.3.- Basic activities of the Quality Circles (CC)
As the activities of CTC circles intensify and their numbers increase, many activities that have nothing to do with what those circles do can begin to use the same name. For this reason it is necessary to give a precise definition of what a CTC circle is and what its objectives are. To answer those questions, the CTC Circle Center published the following books: The General principle of the QC Circle, in 1970, and How to operate QC Circle Avtivities, in 1971. These two volumes describe the basic activities; the following points have been extracted from them:
- The Quality Circle (CC) is a small group that develops quality control activities voluntarily within the same workshop. This small group continuously carries out as part of the quality control activities throughout the Organization self development and mutual development, control and improvement within the workshop using quality control techniques with the participation of all members. The activities of the quality control circles carried out as part of the quality control throughout the Organization are the following:
- Contribute to the betterment and development of the Organization. Respect humanity and create a friendly and open workplace. Fully exercise human capacities, and over time take advantage of infinite capacities.
One of the requirements to start CC activities is that the Organization is implementing full quality control. In the past, Organizations used to start with CTC and then start CCs. Lately, Small and Medium Organizations, as well as Organizations in service industries, such as banks, distributors and hotels, tend to start with the activities of the circles and then try to introduce the CTC.
Conditions vary from one Organization to another and from one Industry to another.
Naturally, you can start with QC activities, but it should be kept in mind that these activities are only a part of a total quality control program and that they cannot exist independently. So even if you start with QA activities, if there is no prospect of combining them with total quality control, they cannot last. Even if they are successful for a short time, this is not a real success.
3.1.2.4.- Ten CC principles for buyer-supplier relationships
The following ten principles were intended to improve quality assurance and eliminate unsatisfactory conditions between the factory (the buyer) and the supplier (seller). These principles were first presented in 1960 at a quality control conference and were revised in 1966.
The ten principles are:
Principle 1: Both buyer and seller are fully responsible for the application of quality control, with mutual understanding and cooperation between their QC systems.
Principle 2: The buyer and supplier should be independent of each other and respect that independence reciprocally.
Principle 3: The buyer has the responsibility to supply the supplier with clear and adequate information on what is required, so that the supplier knows precisely what he must manufacture.
Principle 4: Before entering into business transactions, the buyer and supplier must enter into a rational contract regarding quality, quantity, price, delivery terms and method of payment.
Principle 5: The supplier has the responsibility to guarantee a quality that is satisfactory to the buyer, and also has the obligation to present necessary and updated data at the request of the buyer.
Principle 6: The buyer and supplier must agree in advance on a method of evaluating various items that is acceptable and satisfactory to both parties.
Principle 7: The buyer and the supplier must include in their contract systems and procedures that allow them to amicably solve possible discrepancies when any problem arises.
Principle 8: Buyer and supplier, taking into account the other party's point of view, should exchange the information necessary to carry out better quality control.
Principle 9: Buyer and supplier should always efficiently control business activities, such as ordering, order and inventory planning, office work and systems, so that their relationships are maintained on a friendly and satisfactory basis.
Principle 10: the buyer and the supplier, in the development of their commercial transactions, must always pay due attention to the interests of the consumer.
3.1.2..5.- Selection and training of a supplier.
When purchasing materials and parts from external sources, the buyer should investigate and judge the administrative capacity of the supplier, especially regarding quality control.
There are times when the buyer can choose suppliers freely, and other times when this is not possible. The occasions when you cannot freely choose arise when the buyer uses his own products, when the suppliers are subsidiary companies, when there is a double source of supply or when, due to contractual obligations or government regulations, a specific company is designated as a supplier. In the long run, the best system is free selection, which is beneficial for both the buyer and the supplier. When no such system exists, one party often becomes a burden on the other.
Before choosing their suppliers, the buyer should see if the following conditions are met:
- The supplier knows the managerial philosophy of the buyer and maintains an active and continuous contact with him. Its attitude is one of cooperation. The supplier has a stable administrative system that deserves the respect of others. The supplier maintains high technical standards and is able to face future technological innovations. And it is capable of facing future technological innovations. The supplier can deliver precisely the raw materials and parts that the buyer requires, adjusting to its specifications; the supplier has the necessary facilities for this or is able to improve them.The supplier controls the volume of production or can invest in such a way that guarantees its ability to meet the required production volumes.There is no danger of the supplier violating company secrets.The price is correct and delivery dates are met on time. Furthermore, the supplier is easily accessible in the transport and communications aspects.The supplier is sincere in fulfilling its contractual obligations.
3.1.3.- STRATEGIC ALLIANCES WITH SUPPLIERS
3.1.3.1.- Pilot programs for the integration of the Supply Network.-
As the principles of good supply network integration (understood as integration) apply both upstream and downstream, pilot programs may be sponsored by clients seeking to integrate their suppliers, or by suppliers seeking to better integrate their customers. Whatever the source of the impetus for the pilot program, the joint effort to integrate the product flow must take into account the considerations that are highlighted for each of the following steps.
The first step is to choose a clear focus area for the pilot program. In general, a single center, for example a factory or a regional distribution center, would define a manageable starting area. This allows the two Organizations to test selective changes without fundamentally redefining the entire supply network.
Second, a basic diagnostic effort lays the foundation for improvement programs. Without this baseline, it is impossible to set improvement goals and judge success. The assessment should examine a wide range of performance indicators such as order response times, inventory movements and coverage, and delivery reliability. Reference data taken selectively from the best Organization in the category or the best competitors may be useful, but care must be taken not to compare “apples to oranges”.
Taking advantage of the results of the diagnosis, the next step is to set appropriate objectives that reflect the strategic priorities of this part of the supply network. Such objectives should be few in number and focus on responsiveness or efficiency rather than encompassing both. Diagnosis often reveals opportunities to improve performance on both dimensions, but orientation should be toward the most critical priority.
Finally, the extrapolation of what has been learned in a pilot program requires that knowledge be documented and shared. The phased modality is usually the best for extending new processes and techniques to other factories, distribution centers, or suppliers. Something that is often overlooked but that can be more essential than capturing the ideas that work is documenting what failed in the pilot. This is the most profitable step in the pilot program, but it often receives insufficient attention and resources. Sometimes the original team disintegrates and moves on to new activities instead of guiding change throughout the organization; This tends to be less satisfying than the difficult, but manageable, effort to conduct the pilot program.
3.1.3.2.- Principles of Effective Integration.
Traditionally, effective supply network integration occurs when companies and their suppliers work together and apply a few simple principles. These have been tested over time and apply despite the new paradigms of supply network management.
Structure the supply network
Even though many organizations separate responsibility for the handling of incoming and outgoing materials, the efficient integration of a complex complex supply network requires a broader point of view. Rather than having separate functions for purchasing, material handling, and distribution, Chrysler entrusts responsibility from start to finish to one function. The Procurement and Supplies group manages the purchase and flow of materials from the time they come from suppliers and go through factories to delivery to retailers.
Joining this point of view, from start to finish, with the staggering by strips and the specialization of suppliers, the need for a strategic vision to structure the supply network is highlighted. There are a variety of options for configuring a company's extensive mix of suppliers and distributors. Defining the optimal role for each party requires a detailed understanding of the economics of transportation and distribution. Deciding which one will best serve a particular customer requires knowledge of each company's distribution costs.
Changes in flow patterns can disrupt the global economy of each of the participants, making a reconfiguration of their intercommunication networks mandatory.
Configuring the supply network with a strategic point of view restricts the tendency to focus only on costs.
Employ differentiated supply policies
Differentiated sourcing policies offer one of the most efficient means of improving performance across the entire sourcing network; unfortunately such policies are extremely rare. In any network, certain products or product configurations are more expensive to produce or require more time than others, despite which customers generally try to impose common standards on suppliers, such as delivery times. This pushes suppliers towards mediocrity, as they try to negotiate long enough delivery times to be able to apply them to the entire range of products and to all the different instances of the clients.
An efficient supply network requires customers and suppliers to agree on a joint supply policy that reflects the real economy of the network and promotes appropriate conduct for both parties.
3.1.3.3.- Principles of Strategic Sourcing.-
The following principles create effective sourcing strategies:
- See the rationalization of the supplier base as a result, not an objective.-
Most executives like to have progress measures, and reducing numbers in the supplier base would seem to be one of their indicators. In the face of so much discussion about small supplier bases in Japanese Organizations, the broad supplier base of most Western Organizations is probably too large. Many companies frequently and proudly report that they will shrink their supplier base in order to resemble the Japanese. Many companies make public their intention to establish long-term relationships with a single supplier. Despite the rhetoric, the Japanese use one parts supplier sun, and two commodity suppliers to generate competition in the supplier base. In the best case,reducing the supplier base is the indirect measure to improve purchasing; at worst, it can lead to unwanted behavior.
One way to know if a strategy uses the optimal number of providers is to assess the role of those providers.
- Using multifunctional equipment.-
The creation of sourcing strategies should be seen as an organizational skill and not just as purchasing. Effective sourcing strategies result from collaboration between different functions. Multifunctional teams provide two key benefits. First, the more the Organization is involved, the more diverse there will be opinions, which generates more creative solutions.
More importantly, cross-functional work makes purchasing an organizational activity: no matter how comprehensive and elaborate the plan is, its true value is only captured by implementing it.
- Coordinate between regions and business units, if necessary.-
Top management frequently questions the appropriate level of coordination to develop sourcing strategies. Typically, the unsophisticated executive sometimes mandates global coordination of all business units to ensure maximum bargaining advantage. Unfortunately, such decisions are wrong because few sourcing industries are truly global, and negotiating development is just one of many aspects of balanced sourcing. Many of these opportunities, for example improving supply chain management or taking better advantage of supplier innovation, may require a strong commitment from the business unit to be effective.
- Conduct rigorous global research.-
Many sourcing strategies start with the current supplier base and try to streamline it from there. However, the effective development of the strategy requires a global vision. Certainly, global sourcing almost always makes sense. The first reason is that global research may find a previously unknown advantageous provider. Second, the research provides potential baseline data on the performance of the supply industry.
- Examine the total cost of acquisition.-
An effective sourcing strategy is not focused on lowering prices. Instead, the strategy identifies ways to improve performance across the suite of supplier-related opportunities and costs. Most strategic decisions require factor compensation, usually between the price of materials and some other related cost.
Examining total acquisition costs also provides an opportunity to identify areas for collaboration. In reality, many of the benefits of collaborative relationships come in the form of reduced acquisition costs.
- Segment spending.-
Inexperienced strategic development team members often wonder why the job of purchasing is so complicated.
The power of segmentation comes from the fact that it forces you to recognize key generators and helps break commitments.
- Quantify the benefits.-
Sourcing strategies seek to maximize the value in the purchase of materials, but from a practical perspective this value is difficult to define and quantify. Strategic teams, therefore, should quantify costs whenever possible. Qualitative decisions regarding value can be judged with direct quantification of costs.
3.1.4.- MANAGEMENT OF ALLIANCES
Peter Drucker has made the observation that alliances can ultimately degenerate into work. A strategy based on alliances is no better than another at the time of its implementation. But what does this administration consist of? The management of alliances, and in particular knowledge links, forms the basis of a process of learning, creation, participation and control of knowledge. When executives manage the boundaries of their firms, they are determining when and how knowledge and expertise will enter and leave their organizations. To be successful, they often have to tear down the walls around firms and teach them to learn in new, sometimes uncomfortable, and often threatening ways.
Creating and managing alliances is an unnatural act for many American managers, since they intellectually and intuitively believe that firms do better as citadels. For a long time, powerful forces have prevented them from taking away the knowledge and skills of many of their most important relationships, the tasks of the workers were stripped of all skills, to such an extent that they became mere mechanical repetitions, the unions were treated as adversaries with whom it was dangerous to share a deep understanding of a business; the government was considered another antagonist with whose legislators, "antitrust" guards and others of the same ilk it was better not to have contacts, and the suppliers and the buyers that communicated with each other the most were the price lists and the dates of delivery.Although, yes, the American managers became adept at managing knowledge within the limits of their Organizations.
In short, what matters is leadership, trust and commitment. These assets - due to politics, bureaucracy and other impediments - are very scarce within Organizations. In alliances, the picture may be even worse. Over time, partners may disagree about the alliance's purpose and objectives; something that can happen relatively soon in a world of fluctuating rates of change and proliferation of knowledge. Even if partners have complementary capabilities, they may be reluctant to share them, especially if companies are or could be competitors. This problem is especially serious when the allies have had a long history of antagonisms. Partners may also have the need to harmonize different management systems,These may include accounting, remuneration, promotions, and levels of organizational dependency. Partnerships that overcome these drawbacks can help companies thrive in an openly competitive environment in terms of knowledge. They can be created by managers with different qualifications and management style; but if the basic conditions are met, there is no doubt that the die will always roll to the side of success.They can be created by managers with different qualifications and management style; but if the basic conditions are met, there is no doubt that the die will always roll to the side of success.They can be created by managers with different qualifications and management style; but if the basic conditions are met, there is no doubt that the die will always roll to the side of success.
The first condition is that managers who are considering establishing an alliance must have a clear and strategic vision of the current capabilities of their respective companies and of those that they may need in the future. By rushing to close an agreement that alleviates an urgent need, managers can easily forget about this condition. As a result, they can engage their own company in an alliance that makes sense from the point of view of discreet conjunctural agreement, but which will not fail to cause strategic damage. A product link can provide a company with the product it needs at a very low cost. However,the association may remove the peremptory nature of the managers and engineers of this company in terms of training capacities to develop similar products.
The second condition is that managers must always consider a wide range of possible alliances. Partnerships can go a long way towards increasing opportunities for managers to build the basic capabilities of their respective organizations. When managers consider possible alliances, they have to make three key decisions. The first is the selection of the partner. The second decision is to determine what activities the new company will carry out. And the third decision has to do with the form of the association.
The third condition is that before boarding your company in an alliance, managers must scrutinize the values, degree of commitment, and capabilities of future partners. To appreciate the values and culture of a potential partner, you have to be aware of very varied and often ethereal factors. Companies, like other social communities, develop standards of conduct, symbols, and ways of interpreting the environment. They resemble towns, which are all the same to the traveler who passes through them quickly; but that they have their own idiosyncrasy and are sometimes inexplicable even for those who stop and stay for a time in them. Complex cultural differences distinguish firms not only within the same country, but even within the same city and the same industrial sector.
The fourth condition is that managers must be aware of the dangers of opportunism, knowledge leaks, and obsolescence. The question of opportunism and self-interest has special weight when partners want to create new knowledge and capacities. Deals between companies engaged in intense knowledge competition are unlikely to be guided solely by harmony and goodwill. The struggle to develop knowledge and skills is as intense, conflictive, and as plagued by opportunism as the old battles to grab vital resources were.
The fifth condition is to avoid over-reliance on alliances. Alliances, in general, should be mechanisms that supplement and improve the embedded knowledge of a firm, not substitutes for internal development. Companies can also reduce their dependency, being extremely cautious when it comes to alliances with competitors or those related to their fundamental capabilities. When alliances come with fundamental capabilities, either directly or indirectly, executives must be on their guard against fluctuations in the balance of power, possible maneuvering by other parties, and the expropriation of knowledge or vital capabilities.
The sixth condition is that a company's alliances must be structured and managed as if they were separate companies. Even when their managers know how to deal with opportunistic partners, excessive dependency and knowledge leaks; Once the alliance is underway, they find themselves with another set of tasks made up of those thousands of details that, day by day and month by month, require the administration of effective cooperation. The fact that a joint activity has to have two bosses can complicate and delay decision-making.
The seventh condition is that there must be mutual trust between the partners. You will never overdo it when it comes to emphasizing the importance of any action that tends to build trust. When managers are asked what contributes the most to the success of an association, they usually answer fully convinced that trust and open communication are essential elements for success. When two competitors join forces, the problem of trust becomes even more serious. Managers on both sides know how to treat competitors: cautiously and suspiciously.
The eighth condition is that managers must change their core operations and traditional organizations so that they are prepared to learn from alliances. Whether it succeeds also depends on proper relationships between it and the companies that create it. The relationship will likely fail if a buyer doesn't change their sourcing methods. What there must be is a collaboration between research, engineering and marketing people, both buyer and seller.
3.1.5.- CUSTOMER SERVICES
The different conceptions of customer service shown below should be considered:
- For some, service is repairing a product and placing a middle-aged lady behind a counter that bears the indication of a customer service office, who is wearing a “wash and wear” dress and who readily answers all questions. and complaints from customers. Some managers believe they achieve a good level of service when employees say to customers “Have a good day,” as if they had a tape recorder in their mouths. A liberal return policy is enough to Other managers brag about their customer service.
No matter how they are conceived, some managers perceive the service as a "bonus", an "extra", which Organizations add to their sales as a sign of their generosity. The Quality Assurance Report business letter states that only when an Organization knows precisely the kind of service that its customers expect, does it respond 100 percent of the time, to those expectations, with a price that customers are willing to pay, while (at the same time) it generates benefits is when it can be said that it offers an excellent service to its customers.
Consequently, it appears that the final definition of service is "what your customers think it is."
3.1.5.1.-What the customer wants.-
Many Organizations have invested large sums to improve the level of their services. However, these investments have no effect on profitability levels, because a superior service generates a comparative advantage only when the improvement is made in an area that affects customer decisions and when customers can perceive that there is a improvement capable of being measured.
For example, reducing the waiting time to issue a group accident and health policy will have less impact on the purchase decision than if the same amount is reduced in the time that customers must wait to receive the corresponding payment. to a claim. Reducing the time needed to calculate the price from 24 to 4 hours will not be as appreciated as having a telephone number, known to customers, to immediately respond to any questions that arise during a sales visit. The bottom line is that you must know what customers think the service is.
There is another true fact: what customers define as a service has radically changed. Currently, that definition includes aspects such as convenient location, breadth of the range offered, choice, dominance in the category, and speed of transactions. It can even mean competitive prices.
However, many aspects of the service remain unchanged: courtesy of employees, product knowledge, willingness, and enthusiasm to help the customer.
Quality of service is the orientation that all the resources and employees of an Organization follow to achieve customer satisfaction; This includes all persons who work in the Organization, and not only those who personally deal with or communicate with clients by telephone, fax, letter or in any other way.
Service is selling, storing, delivering, inventorying, buying, instructing staff, employee relations, adjustments, correspondence, billing, credit management, finance and accounting, advertising, public relations and data processing. In all the activities carried out by any employee of an Organization, there is an element of service, since, ultimately, all of them will affect the level of real or perceived quality in the products purchased by customers.
Service implies keeping existing clients, attracting new clients and leaving an impression of the Organization on all of them that induces them to do business with it again.
Expressed in terms of attitudes, the quality of service is reflected in:
- Concern and consideration for others Courtesy Willingness to help
Most complaints are caused by the unfair, impersonal, and even insolent way in which customers are treated. Being treated in such a way that they enjoy their shopping experience is even more important to customers than the reliability or value of the products or services purchased.
3.1.5.2.-How to benefit from the multiplier effect of the service?
Customer service, using the term as an overview of service quality, produces a multiplier effect: it multiplies the results generated by marketing, advertising and sales activities.
The basis of this multiplier effect is the positive feeling towards an Organization that a quality personal service creates in the minds of consumers and, furthermore, motivates them to recommend the Organization.
When the advertising of an Organization falls on a land fertilized by goodwill towards the organization and its products, its cash register sings a hymn of joy immediately after the advertising campaign.
Conversely, if, systematically, an Organization's employees force customers to wait long and believe they are doing them a favor by helping them shop, invest in a full-time, triple-time campaign. on all televisions in the country, it will have very little effect on sales.
Even in the absence of all kinds of marketing and advertising activity, when an Organization adopts a professional service strategy, sales, profits and return on investment improve geometrically (and not just proportionally). Also, customer satisfaction and loyalty levels are dramatically increased. And the number of complaints and claims decreases.
Customer service is the best striker a team can have. When that star participates, the rest of the team plays better and wins most of the time.
If the Organization treats its clients correctly, makes them feel at home, and gives them the distinct impression that the organization values their support, benefits are the safest result.
3.1.6.- TEAMWORK
The realities that organizations of any size and type must manage are complex, dynamic, and comprehensive. To try to face these realities with traditional models, where the individual work of each one prevails, that of only speaking and never acting, and where the who is much more decisive than the what, what for and how, is totally inefficient, highly costly and also insufficient.
Teamwork is the most effective and powerful way to achieve:
- Continuous and accumulated learning. Effective approach to complexity. Microcultural change that stains the rest of the organizational tissues. Greater satisfaction of internal and external clients. Strongly aligned thoughts in the same sense. those who carry out the activities that are part of the process.Possibility of detecting specific inconsistencies, be they their own, those of third parties, of the process itself, of management, or of the Organization as a whole.The greater team analysis creates the possibility of specifying a greater number of weaknesses in administrative routines. Increased perception, creativity and innovation of all its members and, therefore, of the organization. Create the new process design,that is, the design of how it "should" be the same.
Teamwork is and must operate with the dynamics and operability of an open system, with all the external feedback that is deemed necessary, neutralizing inevitable obstacles; otherwise the team and their work do not grow.
Teamwork is not, nor should it suffer from "reunionitis" which implies, among other aspects, holding excessively, totally unproductive meetings, without preparing them, with poor coordination and leadership, without establishing slogans or objectives for each member for the next meeting or, without a tenacious attitude to work as a team.
If the leadership and management do not clearly and precisely determine the objective on which the team should work and they do it globally, they cause the failure of the work team.
Teamwork requires political support, commitment, respect, dedication, strong interaction, training, cooperation and recognition of their efforts, regardless of the result of their recommendations, given that if the simple recognition does not manifest itself quickly and concretely, the operation Destruction of teamwork begins to quickly decimate staff motivation.
Localized creativity and innovation developed in teamwork must go further and be applied to the individual task. The same coherence, and not continuing repetitive and inefficient tasks, without ever improving them.
The same consistency should be applied to individual work as that used in team work.
3.1.7.- CONTINUOUS IMPROVEMENT
3.1.7.1.-Its importance
The importance of this management technique is that with its application it can contribute to improve the weaknesses and strengthen the strengths of the organization.
Through continuous improvement, it is possible to be more productive and competitive in the market to which the organization belongs, on the other hand, organizations must analyze the processes used, so that if there is any problem, it can be improved or corrected; As a result of applying this technique, organizations may grow within the market and even become leaders.
3.1.7.2.-Advantages of continuous improvement
- The effort is concentrated in organizational areas and specific procedures. They achieve improvements in the short term and visible results. If there is a reduction in defective products, it results in a reduction in costs, as a result of less consumption of raw materials. Productivity and directs the organization towards competitiveness, which is of vital importance for current organizations. It contributes to the adaptation of processes to technological advances. It allows to eliminate repetitive processes.
3.1.7.3.-Disadvantages of continuous improvement
- When the improvement is concentrated in a specific area of the organization, the perspective of the interdependence that exists between all the members of the Organization is lost. It requires a change in the entire organization, since to obtain success the participation of all the members of the organization and at all levels. Since managers in small and medium-sized companies are very conservative, Continuous Improvement becomes a very long process. It is necessary to make important investments.
3.1.7.4.-The Improvement Process
The search for excellence comprises a process that consists of accepting a new challenge every day. Said progress must be progressive and continued. It must incorporate all the activities carried out in the Organization at all levels.
The improvement process is an effective means to develop positive changes that will save money for both the Organization and customers, since quality failures cost money.
Likewise, this process involves investment in new machinery and more efficient high-tech equipment, improvement in the quality of service to customers, increased levels of human resource performance through continuous training, and investment in research. and development that allows the Organization to be up to date with new technologies.
3.1.7.5.-Basic Improvement Activities
According to a study on the improvement processes put into practice in
Various companies in the United States, According to Harrington (1987), there are ten improvement activities that should be part of any Organization, large or small:
- Senior Management Commitment:
The improvement process must start from the top managers and progresses to the degree of commitment that they acquire, that is, in the interest they put in overcoming and being better every day.
- Improvement Board of Directors:
It is made up of a group of top-level executives, who will study the production improvement process and seek to adapt it to the company's needs.
- Total Administration Participation:
The management team is a group of people responsible for implementing the improvement process. This implies the active participation of all the executives and supervisors of the organization. Each executive must participate in a training course that allows them to learn about new company standards and the respective improvement techniques.
- Employee Participation:
Once the management team is trained in the process, the conditions will be in place to involve employees. This is done by the front-line manager or supervisor of each department, who is responsible for training his subordinates, using the techniques he learned.
- Individual Participation:
It is important to develop systems that provide all individuals with the means to contribute, be measured and have their personal contributions recognized for the benefit of improvement.
- Systems Improvement Teams (process control teams):
Any recurring activity is a process that can be controlled. For this, process flow diagrams are drawn up, then measurements, controls and feedback loops are included. For the application of this process, there must be a single individual responsible for the complete operation of said process.
- Activities with Participation of Suppliers:
Any successful improvement process must take into account the contributions of the suppliers.
- Quality assurance:
Resources for quality assurance, which are dedicated to solving product-related problems, should be redirected to control systems that help improve operations and thus prevent problems from occurring.
- Short Term Quality Plans and Long Term Quality Strategies:
Each company must develop a long-term quality strategy. Then you need to make sure that the entire management group understands the strategy so that its members can develop detailed short-term plans that ensure group activities coincide and support the long-term strategy.
- Recognition System:
The improvement process aims to change the way people think about mistakes. For this, there are two ways to reinforce the application of the desired changes: punish all those who do not do their job well all the time, or reward all individuals and groups when they reach a goal with making an important contribution to the improvement process..
3.2.- CONCLUSIONS
No two organizations are the same, therefore, the results obtained in one organization cannot be said to result in another.
Fortunately, the requirements of ISO 9001: 2000 indicate that they are applicable to any organization without being interested in its structure, nature or type; the same as quality control, strategic alliances, teamwork, continuous improvement, etc.
The implementation of the Supplier Development Program will cost time and money and should be considered like any other investment that is made.
To make it viable it is necessary that time and effort can be recovered through efficiency improvements.
The Quality Management Systems have to do with evaluating the way things are done and the reasons why they are done, specifying in writing the way things are done and recording the results to demonstrate that they were done.
Total Quality Control is a revolution in thinking, starting with education and ending with education.
Strategic Alliances require, to begin with, an opening of criteria, framed in a globalized world, where we must put emphasis on the basics of business: better products and services, better treatment of customers, efficient administration and union of emerging forces.
An organization's ability to produce benefits stems from the impression its employees leave on its customers. The means to create that impression are the quality and effectiveness of the products and services that employees sell.
Teamwork is one of the greatest strengths that an organization can have.
Continuous improvement is a business philosophy applicable only to those organizations that are most easily adaptable to external and internal changes. It is a stage (the maximum) of the evolution and development of an organization.
IV.- SUPPLIER DEVELOPMENT PROGRAM
According to the theoretical framework of reference in this study, the applicability of the PDP is divided into the following areas:
- ISO 9001: 2000 standards. Quality control. Strategic alliances and their management. Customer services. Teamwork. Continuous improvement.
From this differentiation, a validation of the importance of each of the areas is proposed separately and together.
Thus, it will be developed one by one as follows:
3.3.1.- ISO 9001: 2000 Standards
Knowing that all the requirements of the Standard are applicable to all Organizations, regardless of their type, size and product or service, we will refer to the Guide Manual on the ISO 9001: 2000 Standard cited in the Bibliography.
The implementation of the PDP will consist of three stages:
1st. Consideration of what happens in the organization.
2nd. Implementation of the Quality Management System.
3rd. Improvement of the Quality Management System.
To do this, suppliers must:
1.- Define those responsible for the execution, application and changes in the Quality Management System.
2.- Implement a Quality Management System.- The same that identifies two types of documents: Documented Procedures and Documents.
A Documented Procedure will be a written procedure that will describe how the Supplier performs the activity described in:
-
- Control of documents Control of records Internal Audit Control of nonconforming product Corrective action Preventive action.
A Document covers the way in which the information that the personnel require to carry out the activities of the Organization is provided.
3.- Quality Manual.- Which will be used to provide the general overview of the Quality Management System, including:
- The activities of the Organization The main characteristics of the Quality Management System, including the interaction between its processes The quality policy and associated quality objectives Statements of responsibility and authority How the documentation works and where to look for it One definition of some terms that have a single meaning for the Organization.
Before editing any document, the person in charge must review and approve them to guarantee that they are appropriate for the proposed purpose.
The documents that are replaced must be discarded, to avoid subsequent confusion as to validity.
4.- The Control of Records must contain (according to the nature of the provider):
- Design file, calculations, etc. Purchase orders, Meeting minutes, Internal audit reports, Non-conformity records, Corrective action records, Process control records, Inspection reports, Material records delivered and received.
Logs, indexes and files can be kept in any suitable way; in hard copy or electronic copy. Storage should be appropriate for the medium and should be such as to minimize the risk of deterioration, damage or loss.
You should also have control over the names of people who have access to the records and decide on their availability.
Backing up electronically stored records should also be part of record management.
5.- The Management will be responsible for the commitment to Quality, understanding the Management as the group of people who direct and control an Organization at the highest level. The Standard requires that commitment to the Quality Management System be demonstrated. For this, the following elements are stated:
- Focus on the client.- the product or service must have the client as a priority. Quality Policy.- established through:
- A commitment to quality What are the objectives of quality How are the objectives related to customer expectations
- Formal meetings with formally identified agenda, minutes and action points. Partial reviews at different levels within the organization.
6.- Monitoring and measurement.- As established in the proposed Quality Manual, the operations carried out must be monitored, by measuring the results obtained, proposing a control of non-conforming services and satisfaction in fulfillment of activities.
The person in charge defined by the management must establish indexes, quantities and measures to be achieved to comply with the requirements of each service. In addition, it must have some planned functions such as:
- Verify relevant procedures or other process control documents. Observe that processes are being followed. Use primary sources of information. Observe records. Verify results. Organize employee training. Re-design a format to incorporate more information.
The conformities and non-conformities observed, as well as those who evaluated the service, authorizations and approvals thereof, must be recorded in a register (Control of Records).
Requirements and Needs.-
A period of training, training and adaptation will be required, referring to ISO 9001: 2000. This will require the division into small groups of workers, which will receive in detail the necessary knowledge about the ISO 9001: 2000 Standard, so that it is not unknown to anyone.
In turn, workshops will be held with staff from companies that have already been certified, where the exhibitors have knowledge of the process that I carry out in each of them, being able to receive the experiences and enrich the adaptation process.
Assessment tests will be carried out to know the level of knowledge that has been achieved with the training.
3.3.2.- Quality Control.-
The first point raised in relation to Quality Control is the designation of the group of Quality Circles (CC) for each process (in the case of providers with services that are too large) or in any case for the entire organization.
Once this designation has been defined, the next step will be the definition of fees, indices, technical specifications or minimum requirements that the services provided must meet.
For this, there are different statistical methods to apply (depending on the service) to achieve the CTC sought, they are:
1.- Pareto diagram.
2.- Cause-effect diagram.
3.- Stratification.
4.- Verification sheets.
5.- Histograms.
6.- Scatter diagrams.
7.- Graphs and control charts.
The application of the CC principles will be necessary in the continuous CTC process, applicable to each provider as appropriate to each service.
In turn, given the characteristics of some services, sampling turns out to be the best alternative for verifying the quality of the service.
Requirements and Needs.-
As with ISO 9001: 2000, quality control will require prior training in statistical methods of quality control, where you will master the tools necessary to meet the defined requirements.
3.3.3.- Strategic alliances.-
Given the strategic nature of the outsourced services of the Electricity Distribution Company, the need arises to achieve strategic alliances that allow not only specialization in the provision of a service, but also that providers accompany the growth of the national energy market..
The specialization in the services offered would allow suppliers, together with the Electricity Distribution Company, to establish medium to long-term service contracts, which would affect the cost of the service.
The management of alliances would allow for a “supply network” that would be the point of reference for having other types of suppliers, which may be goods and products.
3.3.4.- Customer Services.-
A provider trained and ready to apply ISO 9001: 2000 has the conditions set to offer quality customer service and with the professionalism of specialization, produces a reliability effect.
Management in terms of speed of response, quality service, safety of functions and availability of equipment, provides the customer with the reliability required as a user of the electric power service.
Requirements and Needs.-
A training and awareness period will be necessary for the provider's workers, so that the provider obtains the necessary instructions to raise the quality of care and service to customers, so that after this period, they have a positive adaptation to changes. that with the PDP application will come.
3.3.5.- Teamwork.-
The conviction in the ranks of the provider that teamwork is of greater benefit, will allow the provider to keep strongly aligned thoughts in the same direction, in a single team; they will learn to detect inconsistencies, the team analysis will be greater; perception, creativity and innovation will increase; the sense of belonging in the organization will be increased.
A scheme will be developed to evaluate teamwork, where the common objective will be evaluated by:
- Understanding Acceptance Plan laid out Degree of participation of its members Analysis of progress Results obtained
Requirements and Needs.-
The realization of workshops that aim to increase the sense of belonging to the group will be the starting point.
Teamwork does not begin and end by integrating work groups on specific topics, but in the Training-Workshop to be carried out, topics such as:
- Commitment:
What tasks should be carried out
Know what is needed and what is not
External and internal clients
- Dedication and effort
Where how your task fits into each service process
- Continuous training
What actions cause deviations and deterioration in quality
- Interaction
What and who precedes them and what happens
- Cooperation
How your work relates to the rest of the service
- Recognition
How to constantly improve your homework
The implementation of an Empowerment process, where through the autonomous exercise of its leader, without causing fragmentation and lack of coordination, will lead to transmission to the rest of the organization and to external clients, security, strengthening, value and satisfaction.
3.3.6.- Continuous improvement.-
Continuous improvement of the effectiveness of the Quality Management System will be ”a mandatory requirement. It will become a repeated activity to implement when each opportunity is identified and there is justification to proceed.
For this purpose, through the Control of Records, corrective actions will be identified after detecting a failure, error or omission, of known problems, non-conformities, reprocesses, etc., but there will also be preventive actions in the cycle, which begins with consideration of potential problems, reaching feedback from staff.
The interaction of each of the proposals detailed above will surely lead the supplier to a constant process of continuous improvement.
V.- ANNEXES
The following is a brief outline where you will find the steps, in a very generic way, that must be followed to obtain the ISO 9001: 2000 certification:
Start
Before certification occurs, it is very important to have all aspects of the Quality Management System in order and in operation for several months. Then, you can see the Quality Management System in operation and improve it. Any improvements that can be made at this stage can simplify the certification process.
Certification bodies do not operate on the principle of "what will happen". They want to see what "has" happened. Sufficient records will be needed to demonstrate that your Quality Management System has been established and is effective.
Who performs the certification
There are two types of certification; the first can be done by clients and the other, an independent part.
Brief sketch
In general, the process follows the sequence determined below:
A formal request is made to the certification body. Usually the request includes a description of the business activities, the series of the product and / or service and any other required information. The certification body may request that a questionnaire be completed.
The certification body will then review the Quality Manual. What you will seek is to know how well the Quality Manual describes what is said to happen versus what the Standard says should happen.
When deficiencies exist, the certification body will indicate where the problems are. Corrections to the Quality Manual will generally fix most problems, although additional procedures may also need to be developed. An additional review of any changes is made and is often combined with one of the subsequent stages.
The certification body can then carry out a pre-assessment verification or proceed to the certification audit.
In the certification audit, the auditor will use the Quality Manual and any procedure as a guide on how the organization operates. The auditor's operative word will be “Show me:. The auditor will look for records, documents or other objective evidence to see that what the Quality Manual affirms is being done.
When inconsistencies (nonconformities) are found, the auditor's actions depend on how serious they are. For major nonconformities, certification could be stopped until the nonconformities are resolved. For minor nonconformities, a certificate could be issued, pending rectification in the next compliance audit.
Once the certification is delivered, the certifying body will carry out conformity audits of the Quality Management System for the period during which the certificate is valid. These audits are not complete, in the sense that the entire Quality Management System is not necessarily evaluated in each compliance audit.
If nonconformities are found during a compliance audit and are not rectified within the specified times, the certificate can be canceled. The non-conformities will be required to be solved in the following conformity audit, which, under these circumstances, can come very quickly. (Excerpted from Guide to ISO 9001: 2000, see Bibliography)
VI.- BIBLIOGRAPHY
The Bibliography used as a basis, consultation and guide in this work was in accordance with its agenda and availability, being the following:
- ROBERTO VILA DE PRADO. "Guide for the preparation of the bachelor thesis". Santa Cruz de la Sierra. University Publishing House. 1996.HUMBERTO ECO. "How do you write a thesis". Barcelona. Gedisa. 1986.JOSE DEL AGUILA VILLACORTA. "Research techniques". Lime. 1985. FRANCISCO J. RODRÍGUEZ, IRINA BARRIOS and MARIA TERESA FUENTES. "Introduction to the methodology of social research". Havana. Political Editor. 1985. "Guide to ISO 9001: 2002". Bogotá. Icontec. 2001.KAORU ISHIKAWA. "What is Total Quality Control". Colombia. Norma.1996.JOSEPH L. BADARACCO Jr. "Strategic Alliances, the case of General Motors and IBM". McGraw –Hill.1992.TIMOTHY M. LASETER. "Strategic Alliances with Suppliers". Bogotá. Standard. 2000.JOHN TSCHOHL. "Customer service". Mexico. 1997RUBEN ROBERTO RICO. "Total customer satisfaction". Buenos Aires.Macchi editions. 1998.
