After the Second World War, the emergence and development of dissimilar organizations dedicated to services increased at an accelerated rate, a trend that continues today, but focuses on the international trend of improving care and services for users.
The ineffectiveness in the provision of services traditionally offered by the institutions that make up this sector is a barrier to achieving adequate levels of productivity and competitiveness so that the country can accommodate the demands that organizations are obliged to focus management towards the customer and not towards the product.
The activities for the creation of goods and / or services occur in all types of companies, both manufacturing and services. The operations management is responsible for the production of the organization's goods or services and makes decisions related to the operations function and the operating systems used.
Therefore, operations management is the study of decision making in the operation function. For the organization of Collective Law Firms, which is our object of study for being an organization of professional services, the operations function is correlated with the work team, the operations system; As a system approach it provides not only a common basis for defining service operations as a transformation system, but also a powerful basis for the design and analysis of operations. Being then the set of resources whose function is to transform a certain number of inputs into a desired output; in our object of study are the professional inputs, information, materials and equipment and the legal procedures resulting from the transformation process,which is services in the strictest sense.
In Cuba, according to the inquiries made, even the application of this topic is incipient, difficulties are found in establishing a method or procedure that facilitates the management of operations in the services. But our country is no stranger to these trends in the world economy and since the mid-1980s of the last century its economy has focused on services, with tourism as the central axis of this growth; but at the end of the 90s and at the beginning of this century, as business management has been characterized by an increase in attention to customer service, given the importance of guaranteeing the level of competitiveness that allows the organization to remain in the market, based on satisfying the needs of its customers,In the shortest time and with the minimum cost, the national organization of Collective Law Firms has dedicated resources for the excellence of customer services.
The research problem concerns the need to apply the operations management procedure in the professional legal services of the Collective Law Firm organization to identify the opportunity for improvement of the service provided.
We propose as a research hypothesis to introduce the procedure of operations management in the professional legal services of the organization of Collective Law Firms from the characterized process.
The essential objective of the research lies in the introduction of the Process Management procedure in the professional legal service, in order to improve it, hence the following are the specific objectives of this report:
1. Selection of the professional legal service process and characterize it through the service design matrix.
2. Graph the service taking into account customers, physical support, contact personnel and service.
3. Apply failure prevention technique to identify opportunities for improvement in the practice of the Cuban professional legal service.
The study is structured in the introduction that refers to the antecedent of the research problem to be developed in two chapters, one related to the theoretical elements that are addressed in its preparation and another on its application in professional legal services as well as conclusions and the bibliography consulted.
Chapter I.
Operations management in service companies
1.1 Conceptualization
Different terms are used to conceptualize the word management, such as: direction, management and administration; without appreciating significant differences in its essence and content. The essence of these concepts is that all three refer to a process of "planning, organizing, directing, evaluating and controlling" like those enunciated by Fayol, almost a century ago; that are present beyond the modality that characterizes a certain management.
Operations Management is focused on decision-making in the organization, not only in the transformation process, because it is a powerful basis for the design and analysis of operations and covers the areas of product, process, capacity, inventory, resources human and quality; those that provide the necessary structure to operate the operations managers.
Operation management. Defined as the design, operation, and improvement of production systems that create the company's primary goods or services (Chase & Aquilano, 2000). It is responsible for the production of the organization's goods or services. Operations management makes decisions that relate to the operations function and the operating systems that are used.
Operations management decisions
Decision making is an important element in operations management. In this sense, Schcroeder (1992), defines five main areas of operations decisions, these are:
Product design decisions and process selection: They relate to the design of new goods / services and the selection of the process and physical installation that is used to produce the good or service. They include:
• The design of the good or service
• Its launch and modification
• Selection of process, equipment and technology
• Selection of process flow
• Plant distribution.
Capacity decisions: They are aimed at supplying the right amount of capacity at the right time and place. Long-term capacity is determined by the location and size of physical facilities. In the medium term, capacity can be increased through subcontracting, additional shifts, or space rental. In the short term, available capacity should be allocated to specific tasks and jobs through scheduling of personnel, equipment, and facilities.
Inventory decisions: Determine how much to order and when to order it and where to place it. Inventory control systems are used to manage the flow of materials within the company, from inventories of means of production, through inventories of products in process, to inventories of finished products.
Human resource decisions: Managing human resources productively and humanely is a key task of the operations function. Decisions about labor include selection, hiring, training, supervision, and motivation.
Quality decisions: The operations function is almost always responsible for the quality of the goods and services produced. They cover three processes necessary to obtain a quality result:
• Quality planning
• Quality control
• Continuous quality improvement.
Managing the transformation process efficiently and effectively is the task of the operations manager in any type of organization.
Concept of Services
Fuch (1968) “Service is the act by which value is added to the product. This act can be characterized as follows. The service is something intangible, which has a direct application on the client and closely relates the producer with the consumer. "
Lehtinen (1983) "Services are activities of an intangible nature in which a supplier and a client participate, generating satisfaction for the latter".
Norman (1984) “Service is made up of acts and interactions, which are social contacts.
The service is more than just something intangible, it is a social interaction between the producer and the customer ”.
Kotler, (1984) “A service is any activity or benefit that one party can offer to another and that is essentially intangible and results in the ownership of nothing. Its production may or may not be linked to a physical product ”.
Free, (1987) "The satisfaction of expectations in the course of the sale and after-sales activity by providing a series of functions that equalize or improve competitiveness in a way that provides an increased benefit for the supplier".
Gumensson, (1987) "Services are something that can be bought or sold but cannot be dropped on your feet."
Stanton (1988) "To produce a service, a tangible product may or may not be required, however, when they are required, there is no transfer of rights to those tangible goods."
Karl Albrech (1990) "Service is putting the customer first, service is that the entire link is sympathetic to the public."
Nogueira (1991) “An intangible product that is not touched, is not picked up, is not touched, is generally not experienced before the purchase, but satisfactions are allowed that compensates the money invested in the fulfillment of the wishes and needs of the clients. ”
Schoroeder (1992) “… service is something that is produced and consumed simultaneously.
A service, therefore, never exists, you can only see the result after the fact ”.
Fernández (1992) "The product or service is therefore a phenomenon, not relatively close in time to create to meet the needs of the market."
Juran (1993) “It is a work done by others, the service can be provided to a consumer, a facility or both. The services exist because they can satisfy certain needs of the clients ”.
Deming (1994) "It is a face to face situation in which the client deals directly with the seller."
Gronroos (1994) “Services are an activity or series of activities of a more or less intangible nature, which as a general rule, although not necessarily, is generated in the interaction that takes place between the client and the service employees, and / or the physical assets or resources, and / or the service provider's systems, which are provided as solutions to customer problems. ”
NC ISO 9004-2 (1995) “The service is given by the results generated by the activities in interfaces on the supplier and the client, and by the activities of internal suppliers to satisfy the needs of the clients.
From the analysis of the above definitions, four common elements can be pointed out, by the various authors on services, that correspond to their characteristics.
-It is an activity, activities, benefit or acts and interactions
-It is essentially intangible.
-Establish a relationship between the client and the provider.
-They satisfy certain needs of the clients or the market.
Customer service concept
He defines it… ”as the consistent provision of utility of moment and place (Christopher, M. 1994).
Lovelock (1997), highlights that "… customer service must cover not only Marketing departments but the entire organization, so we can ensure that customer service must be applied and have a close relationship with the entire organization, with so to base their objectives. ”
Comas Pullés (1999) defines customer service from two points of view: the customer and the seller or service provider.
In short, it is in our opinion “the creation of differential advantage through added value.
Acevedo Suárez & Gómez Acosta (2001 / b /), are of the opinion that it is not enough for the company to define a service philosophy, but that it should try to establish a service strategy in order to achieve a level of service that guarantees its competitiveness, for which certain elements must be taken into account, such as: the client with his patterns, customs and possibilities, competition and his evolution; relating it to the behavior of customer needs, requiring market segmentation, as well as the position of the product offered in its life cycle.
Servuction as a service creation process.
It is a term adopted by Eigler and Langeard, "servuction" "the production of the service" with which the service creation process is called. It is the systematic and coherent organization of all the physical and human elements of the client-company relationship necessary for the performance of a service whose commercial characteristics and quality levels have been determined.
The concept of servuction provides a particular vision of the management of organizations, referred to as the service production system, that is, the visible part of the organization in which services are produced, distributed and consumed. The great contribution of this approach is to put the emphasis on the quality of services as a result of the system, an increasingly important differential characteristic for the survival of organizations.
They point out that the great difference between the manufacture of a service and the manufacture of a product, is that the client is a fundamental member of the servuction system, that is, he is both producer and consumer.
The basic elements of the servuction system are:
1. The client or beneficiary: active subject of the service, provides information about his need, expectation or desire. The quality and precision of the information are necessary but not sufficient conditions of the quality of service provided, which it also evaluates. That is why the total satisfaction of the customer's needs is the first element in the Servuction system, they must feel encouraged and motivated to request the service to be provided.
2. The physical support: (tangible elements of servuction). It constitutes the material support necessary for the production of the service such as construction installation, access, premises, furniture, general infrastructure and equipment, technology, component parts and accessories, useful materials, tools, means of protection, among others.
3. The personnel: they are the people employed by the company to provide the service according to the beneficiary's information according to their knowledge of the process and the acquired skills. These personnel can be contact, support and management. Personalized customer service is a point of utmost importance in Servuction; the personnel in charge must be qualified and prepared to fully satisfy the needs of consumers.
4. The service: It is the result of the interaction of the three basic elements that are the client, the physical support and the personnel. This result constitutes a benefit that must satisfy the customer's need. It is essential that an internal strategy is carried out in which all the points to improve are identified.
The combination of the basic elements, that is, the participation of the client or his possession or property in a given physical medium, in the face of the behavior of the contact personnel, results in the type and quality of the service offered. Working on these and the relationships between them is what will allow companies to provide services that stand out in the market (Salinas, 2002; Díaz Cerón, 2002; Fernández Clúa, 2002; González Méndez, 2002 / a /).
1.1 Selection of the process in the professional legal services
It consists of the first decision that must be made when creating a production system, that is, selecting the service to be produced. Then the process technology and the support organization through which the production is going to be carried out are defined for the third decision to develop a quality philosophy and integrate it into the organization's operations. In this order of reasoning, the organization of Bufetes Colectivos is a service company because it is the management of organizations whose main business requires interaction with the client to produce the service. combined with internal services that refer to the management of services required to support the activities of the organization as a whole.Among them data processing, accounting and maintenance and customers are the various departments within the organization that require such services.
So the organization exists to serve the customer and the existing systems and staff to facilitate the service process. The operations sector is responsible for service systems (procedures, equipment, and facilities), as well as managing the work of this workforce.
General classification of services: The element that operationally distinguishes one service system from another in its production function is the degree of contact with the customer in the creation of the service.
. Contact with the client: physical presence of the client with the system
. Creation of the service: it refers to the labor process that is carried out to provide the service itself.
. Degree of contact: percentage of time that the customer must be in the system compared to the total time it takes to provide customer service.
In general terms, the higher the percentage of contact time between the service system and the customer, the greater the degree of interaction between the two during the service production process.
Design matrix of a service system:
It consists of structuring the service contact. Chase & Aquilano (2000), state that service contacts can be configured in different alternatives. The design matrix of a service system represents three stages of the degree of contact:
• Damped center: the service is physically separated from the client.
• Permeable system: the client can penetrate by telephone or through personal contact.
• Reactive system: it is both penetrable and reactive to customer requirements.
The degree of contact will define how the impact on the production efficiency of the service will be, to the extent that the customer has more influence on the operation.
Strategic uses of the matrix
1- Allow the systematic integration of operations and marketing strategy.
2- Accurately define the combination of service delivery.
3-Allow comparisons with respect to the competition, determining the competitive advantage.
4- Indicate the evolutionary changes or changes in life cycles that occur.
Operational analysis. The service and failure prevention scheme.
The standard tool for the design of service processes is the flowchart, currently being called a service scheme with the exclusive characteristic of being the distinction that it makes between the aspects of the service with a high contact with the client (the part of the process that the client sees) and activities that the client does not see. It does this through the line of sight.
The basic outline describes the characteristics of the service design, but does not provide direct guidance on how to make the process fit that design.
One method that solves this is the application of Poka-yokes (avoid mistakes, translated from Japanese). They are procedures that prevent unavoidable errors from turning into faulty service.
Within the process, not all the activities that are carried out have the same repercussion on the final result, being necessary to identify the critical activities, on which we can act based on the control of failures that occur in them (Parra Ferié, 2004 / c /, 2004 / d /, 2004 / e /).
The utility of the application of this technique in the improvement of the processes, lies in the incidence that it represents for the efficiency in the execution of the activities and tasks (Harrington, 1998), that are carried out within the process and subprocess, to starting from the proactive management of critical activities, preventing possible errors that may occur, which becomes a way of identifying opportunities for process improvement.
The planning of the process and selection of the equipment, definition and typology of the processes or delivery systems.
The service delivery process refers to how a service is procured or provided to a client. Defined as the set of methods and procedures through which the inputs are transformed into outputs (whose value is greater than the original inputs).
Schmener (1986), establishes 4 types of service provision processes, attending to:
- The level of labor intensity
- The level of interaction with the client and degree of adaptation to the client. And of these we highlight the Professional Service
- Unique services, adapted to the client
- High degree of contact, a lot of time is spent on the process
- Greater emphasis on the process (how it is done)
- Added value: it is generated in "Front Office" (after of the process)
- It is based on highly qualified personnel.
Quality system.
Appreciated in the “service environment” when employees have the impression that:
-work systems and procedures are designed to facilitate the delivery of excellent service
-management rewards, supports, and expects excellent service delivery.
The quality of the service is judged on the basis of details, which is why Schneider and Bowen maintain that it is in direct relationship with the internal environment of their organization, which “splashes” to external clients, as a consequence of the psychological and physical proximity that occurs between employees and customers during the provision of the service.
The persons or active subjects of the service
1st staff. Line (From office): Participatory, capable, motivated people. It gives the image of the institution, it will openly offer its participation when it participates in the management and has a sense of identity, the work is excellent.
2nd staff Line: He who contributes with his work to the staff of the 1st. Line does its homework.
Basic rules of the Service:
1. Serve the customer immediately.
2. Give the customer your full attention.
3. Make the first 30 sec. count (smile, customers are different).
4. Be natural, not fake or mechanical.
5. Demonstrate energy and friendliness (lively, modulated voice, positive mental attitude).
6. Be your client's agent.
7. Think! Use your common sense (Not depending on the system)
8. Sometimes adjust the rules (Do not argue with the client)
9. Have the last 30 sec. count.
10. Stay fit, take good care of yourself.
Total quality in service companies.
Total Quality is the most evolved stage within the successive transformations that the term Quality has undergone over time. It consists of a business management system closely related to the Continuous Improvement concept and which includes the two previous phases. The fundamental principles of this management system are as follows:
• Achievement of full satisfaction of customer needs and expectations (internal and external).
• Development of a continuous improvement process in all the activities and processes carried out in the company (implementing continuous improvement has a beginning but not an end).
• Total commitment from the Management and active leadership of the entire management team.
• Participation of all members of the organization and promotion of teamwork towards Total Quality Management.
• Involvement of the supplier in the Total Quality system of the company, given the fundamental role of the latter in achieving Quality in the company.
• Identification and Management of the Key Processes of the organization, overcoming the departmental and structural barriers that hide these processes.
• Data-based management decision making and objective facts about intuition-based management. Information management dominion.
Chapter II.
General characteristics of the law firm organization
The Bufetes Colectivos organization is a service organization because it is the management of organizations whose main business requires interaction with the client to produce the service. Reactive system: it is both penetrable and reactive to customer requirements.
High degree of client / server contact according to the design matrix of a service system, where production efficiency is low and the sales opportunity is high.
The product is the provision of professional service, which has as features:
-The staff that is involved in the provision is part of the service offered.
-The services are provided directly to people, not inanimate objects.
-Seasonality and cyclical nature of the demand forces the adjustment of hiring levels, working hours and highly qualified personnel.
In the success of the organization, the work personnel have great influence, because they are in charge of carrying out the planning, control, assurance and maintenance of the same and depending on how they are carried out, this will be the case. the level of quality that the entity reaches.
From the perspective of operations management, it is important to jointly evaluate all the factors necessary to carry out a comprehensive assessment of the organization of law firms as a service company. Research in the field of operations management in services is very incipient and carried out mainly at the university level. The common practice in our country in operations is to make a commitment to some of the existing models and use them as a working platform, the Buffa model being one of the most widespread in its use by scholars of the subject.
Therefore, the procedure for the introduction of management for service operations is proposed, which responds to current requirements and allows overcoming the insufficiencies for services of existing models; as an important tool in the hands of managers to achieve the analysis and measurement of the functioning of the system in their basic functional cells, the processes, which allows us to overcome the limitations of most of the procedures used that focus more on the effects than in the causes that originate it, a limitation that is sought to eradicate with this procedure that allows an inward analysis of the functional processes with the highest possible degree of detail.
As an indispensable and prior mechanism for successful implementation, the effective commitment of the organization's management as a guiding element of change and of the employees as direct executors and decisive factor in the realization of process improvement must be achieved.
Phases are established, 1, 2 and 3 will be carried out by members of the organization's management, who will supervise its general development.
Phase 1: External and internal analysis
The management of the organization investigates in general terms what factors are influencing the actions of the system, identifying results, effects of daily management, here the results that are the product of external elements and those that are the product of internal elements will be differentiated. The technique proposed for this analysis is brainstorming, which will be carried out for each functional area and at a general level. It will be the starting point for an analysis of the processes developed and will allow detailing the problems of each process, and identify whether the factors to be improved have a causal relationship to the effects or results of organizational management.
Phase 2: General diagnosis of the processes
Process identification
All the processes and activities that take place in the organization are assigned to each process, a denomination representative of what it represents or is intended to represent. Including all the activities carried out, tending to disappear the excluded ones.
The number of processes depends on the type of organization, but as a general rule it can be affirmed that if too few or too many processes are identified, the difficulty of their subsequent management increases.
Prioritization of processes
Once the processes of the organization are listed by the improvement team, a scale of priorities is structured. Once the list of definitive processes has been drawn up, they are prioritized, identifying the Key Processes and for this purpose they carry out a subjective assessment taking as reference the following aspects:
Calculate the impact of the process: For each process an assessment of its importance will be made taking into account its involvement in the strategic objectives. The best way is to represent it in a matrix taking into account the three types of correlation.
Impact on the client: Although the repercussions on the client have been considered when defining the strategic objectives, it is recommended to make an individualized reflection for each process about the consequences that a possible redesign would have on the client.
Selection of processes
Determined the relevant processes according to the impact of the processes related to the strategic objectives and the repercussions on customers, the most significant are selected from among the key processes, the one that has the best chance of achieving success in the short term.
Based on the conceptual model proposed in the following scheme, it is intended to improve the performance evaluation of the different processes that make up the Law Firm organization, facilitating the detection of the insufficiencies that exist in them in order to improve them, for which the different functions to manage the operations exposed in the model and the informative and control feedback mechanisms that it reflects.
This classic model, which is proposed below, comprises three levels: the strategic, the tactical and the operational, in which the interdependencies of the basic subsystems are reflected.
External analysis
It presents the model that, at the strategic level where long-term decisions are developed, is found, deriving from the Organizational Corporate Strategy the different policies of the organization, with the Operations Policy being the focus of interest; With this policy, the information resulting from the Forecast / Client of the Commercial Subsystem and the financial availability of the Financial Subsystem develops the design of the Operations Subsystem, which includes a group of essential functions for the development of the service processes of the organization of Law Firms, these functions are: product / service, process, supply, human resources and quality; all responding to the insufficiencies presented by the models consulted in the analysis of service processes, with a greater degree of detail.
Delimit the selected process and the threads that comprise it.
The general description of the process is necessary for a global idea of the activities included in it. Identifying its limits, the entrances and exits, collecting the clients and suppliers of the process, as well as those other processes of the organization related to it.
Within the processes, the activities and related threads must be distinguished and documented. Define by relating existing documents, procedures, indicators and threads.
Reflected the design functions and the parameters that make up each of them, the importance of quality is identified as a guiding and key function for service systems, defining that the product or service is related to technical quality, the function Service provision is related to functional quality, human resources to quality executors and the quality function, as previously stated, fulfills the regulatory function of the system.
Another level of model analysis is tactical, which includes the planning and scheduling of activities and capacity, and materials management, which receive the forecast information from the Commercial Subsystem and the design information of the different Operations Subsystem functions, which constitute the input and basic information for its development.
With the fulfillment of the functions of the tactical level, one passes to the operational level, where the execution is carried out, which constitutes the transformation process and the lowest level of operations management, as illustrated in the diagram, where from some inputs: technology, procedures, materials, capital, administration and personnel, among others, a transformation of both tangible and intangible elements occurs, obtaining goods, services and waste, in addition to customers and employees with different levels of satisfaction.
It is highlighted in the model that the flow of information is projected on a horizontal and vertical plane, including the three decision levels and connecting as a feedback mechanism with the Control function, which appears in the entire dimension of the model.
Identify Goals
It consists of three different stages that are described:
- Contrast with strategic objectives. Rescue the matrix of strategic objectives prepared by the Management and analyze the impacts registered by the selected key process. Contrast with customer needs.
Together with the analysis of the Strategic Objectives, the process team explores the repercussion of meeting the needs of the process clients (people or entities, own or outside the company, that receive any of the outputs of the process); To that end, they ask clients directly about their needs and collect their responses.
Identification of deficiencies
Identify the lack of sub-processes related to the objectives that the process must achieve within the system, the lack of indicators that help us to adjust the evolution of the process, the lack of procedures and related documents that will help us to consolidate the operation of the process.
Phase 3: Selection and training of the process analysis team.
Create an interdisciplinary work team with the following characteristics:
Composed of a number between 7 and 15 people, who guarantee the diversity of knowledge among team members.
Some of the members must be an expert in management systems and have the presence of an external expert.
Appoint a member of the Management as Coordinator of the work team.
Establish a planning for the meetings taking into account their objective, their scheduling in time, intermediate milestones to assess the degree of progress of the work. Draw up minutes with the commitments made.
Phase 4: Define key factors to measure (indicators).
Indicators are needed to improve. What is not measured cannot be controlled, and what is not controlled cannot be managed. Therefore, the indicators are essential to interpret what is happening and to take measures when the variables exceed the established limits. Define the need to introduce a change and be able to assess its consequences.
They make it possible to specify the objectives of all the indicators defined in the previous phase, so that they are consistent with the Basic Objectives of the Process and guarantee their fulfillment.
Establish the comparison pattern.
The processes must be periodically evaluated by the personnel responsible for carrying out this type of activity. Starting from the rigorous evaluations carried out, the weak points can be determined and, in this way, a complete strategy can be established, aimed at improving performance, to increase efficiency, a fundamental task under current conditions. The evaluation of the level of operation of a process must be carried out taking as reference a pattern of functional excellence. This comparison pattern will be shaped from the desirable or optimal behavior of a set of process performance meters in the world's leading companies to establish what is the desirable trend in their behavior.
Phase 5: Measure the performance of the process.
To carry out this important phase, it is used as a method to evaluate the set of variables or meters defined for the process by comparing it with the desired level offered by the pattern of excellence, all this using a synthetic indicator, which, when calculated, allows us to identify in terms Quantitative the gaps between the real level of the meters and their desired trend, make it possible to define concrete problems in all dimensions of the process.
Phase 6: Evaluate and select improvement alternatives.
Identified:
-The basic objectives of the process that are missing and that will serve to reinforce the strategic objectives
-The needs of the clients of the process that are not covered
-The deficiencies that the process presents related to the lack of threads, the lack of rules and procedures.
-Material insufficiencies.
-Problems with human resources.
The Process Team assesses the possible actions to follow to solve the problems that have the greatest effect on the performance of the process, taking into account its feasibility of application and its integral impact on the entire system, under these conditions it develops a proposal for an improvement plan with managers and deadlines in order to define and validate the implementation of the improvement.
In this phase and depending on the content and complexity of the issues raised, the Process Analysis Team may use tools:
Problem solving: Locally applicable to the selected activities as long as the information is concrete enough for the specific defect that is presented.
Added value technique: In order to detect possible waste of the current process, this technique is applied to all the activities of the process indicated with some degree of difficulty, systematically questioning all of them.
Phase 7: Establish the improvement plan
This phase starts from the results of the previous one where the problems that have the greatest impact on the process have been defined individually and in an expanded way on the strategic objectives of the organization and also the real possibilities of providing a viable solution to In the short term, a plan to improve the final process is defined with the highest degree of detail, which will include the actions to be carried out, the material, financial and human resources to be used, the person directly responsible for implementing the improvement, and the impact this will have on the process and the organization.
Phase 8: Execute the improvement plan
In this phase, the previously defined improvement plan is put into practice, the implementation can be prolonged in time, so it is necessary to develop a specific plan, with those responsible and deadlines defined for each of the proposed improvement objectives.
The implementation phase of process improvements requires Management to approve the proposed plan in direct interaction with all employees, and in order to guarantee it, measures such as:
Communicate and involve the people who will be involved in the implementation of the improvements.
Give the necessary training and education
Develop an implementation of progressive improvements, trying to start this with the most receptive people and with the most prestigious among their peers. in order to consolidate the modifications and avoid internal contradictions.
Phase 9: Monitor and evaluate the results
The team leader drives the implementation of the Implementation plan, controls its compliance and evaluates the effectiveness of the work carried out by monitoring the results obtained and making periodic presentations to the management of the organization, who is ultimately responsible for compliance with the improvement plan to the processes.
Conclusions
• The developed Procedure that is intended to be applied to manage service processes, at ONBC constitutes a tool to carry out analyzes of all kinds of the area of operations in a service delivery organization like ours.
• Among multiple practical approaches to the business environment, the process approach can be used as an excellent theoretical framework for detailed analysis of the functional areas of a service organization.
Bibliography
1. Grönroos, C (1994). Marketing and service management. Management in moments of truth and competition in services. Ed. Díaz de Santos, Madrid, Spain.
2. Kotler, P. (1992). Marketing management, analysis, planning, management and control. Editorial Prentice Hall, Madrid, Spain.
Appendix 1
Flowchart of the process.
