Customer service, identified as a source of responses to the needs of the market and companies, must consider a more dynamic strategy, according to the demands of the environment. For this reason, service companies, above all, must undertake new challenges to raise the level of their competitiveness at the national and international level.
Recent studies have shown that the key to companies' profitability lies in recognizing and satisfying the public with competitive offers. Achieving high levels of efficiency in the service provision processes is an immediate objective for the country, this process does not only imply the reduction of costs with the consequent efficiency, but also allows full customer satisfaction by having good management of the services in all the senses and of the supplier when feeling recognized and stimulated to have created it.
In our national context, great efforts are made to ensure that automotive technical services meet the needs of customers, these efforts lie today through proper management of services. It is for this reason that it is recognized that the organization and improvement of processes with a focus on Servuction in Service Management is an essential part of the process of creating services in any organization. Therefore, the objective of this work is to favor the improvement of the management system for automotive technical services, based on the application of process management tools and techniques.
Key Words: Service management, process management, servuction.
Development
1. Conceptualization of services.
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 to the consumer, Funch (1968).
Services are activities of an intangible nature in which a provider and a client participate, generating satisfaction for the latter, through acts and interactions, which are social contacts, Lehtinen (1983).
To produce a service, a tangible product may or may not be required, however, when they are required, there is no transfer of rights of those tangible goods during the activity or benefit that one party offers to another, Stanton (1988), Kotler (1992).
The service is 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 compensate in the money invested in the fulfillment of the wishes and needs of customers, Nogueira Rivera (1991).
Manufacturing operations, as well as all other parts of the organization, are also in the services business, even if the client is internal, dividing them into basic services and value-added services that are supplied to internal and external clients of the company. factory, Chase & Aquilano (2000).
1.1 Characteristics of the services and the problem of their management.
For any service manager, it is essential to know what are the characteristics that differentiate manufacturing services and what each one of them consists of, in order to be better able to design an ideal marketing mix for services.
Quality in Services and Customer Service
Figure 1. Characteristics of the services.
Albrecht (1990) reports that it is often a real chore to make managers and people liaising with the public change their views and see the product as the customer sees it. In contrast to this idea, the client never sees that the service is departmentalized according to the organization's structure, the client has an end and wants to achieve it, he does not know how?
To solve this problem, the thinking of the product must be in terms of the service cycle. Several authors recommend the representation of processes such as flow diagrams, “flat” flow diagrams or blue drawings. The team in charge of developing and implementing process improvement activities has as its first fundamental activity: developing a process flow diagram (Shostack, 1994; Schroeder, 2006; Harrington, 1989).
The essence lies in indicating how it articulates the supplier / client relationships between functions, for the granting of the product. For the study of the service, each of the steps of the process and their relationships must be diagrammed, very similar to the techniques used in manufacturing, which as a consequence of this should be reservations and proposals to improve the level of customer service.
2. Servuction as a service creation process.
A service has both a value for those who offer it and for its consumer, its client (Fernández Clúa, 2002). That value becomes effective under two conditions:
- The facilities, both material and by the personnel belonging to the service organization, that are available. That the client feels a need, and satisfies it by going to the organization that provides the service.
The famous "servuction" or service production. In it, the transcendence of broad human interventionism in the production of a service is conclusively evidenced. The term is born from the need to find a verb that is capable of defining the manufacture of a service:
Thus, product - → production = service - → servuction.
There is a term adopted by Eigler and Langeard, "servuction" which is called the service creation process.
Servuction: "the production of the service". 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.
Its essence is to define, first, the service you want to give and for what type of client; and from here you can establish what type of physical supports are needed and which personnel will establish contacts with the client so that, finally, the organizational system that ensures the proper functioning of the method can be created, all considering the organization as a service manufacturing system.
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.
These French authors group services into base systems, and this is how it is useful to study them.
In the system of service type base 1, two people are considered and that a service as a final product results from their interaction.
In the base 2 service system , it is now about a person and a product. The result of interaction is service. It generally involves the use of a tangible good. The three elements of the system are linked together, their interrelation is also reciprocal.
In the base 3 type service system , it is precisely in which two or more people constantly interact, a product and the necessary or desired service is obtained. Figure 2.
Base type Service System
Figure 2: Base type service system 3. Source: Eigler and Langeard, (1989).
Here you can broadly distinguish what defines servuction as the creative process of services, it is all the gear behind the provision of good service. Something that the client does not see directly but that perceives its result in the provision of the service. It is the process in which the client is the main protagonist.
2.1 The basic elements of the servuction system are:
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.
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.
The staff or provider: are the people employed by the company to provide the service according to the information of the beneficiary according to their knowledge of the process and the skills acquired. 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.
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, communicating everything that is going to be done so that everyone "pulls" towards the same side, towards the achievement of the final objective.
There are specific services such as technical services (ST), which, according to the authors' criteria, could be defined as (Lovelock, 1997; Domínguez Machuca, 1995; Schmenner. 1986) that the receiver is a good or property of the client, and that by its nature tangible actions are carried out to that property of the client, integrating the tangible and intangible elements for its provision (Parra Ferié, 2003 / d /), being tangibility and reliability the parameters of the service that have the greatest value they take into the weighting of the clients of these services.
2.2 Servuction logistics
Integrated management of material, informational and financial flows, based on the demand for the service, so that the tangible and intangible elements necessary to carry out the service at an adequate cost and opportunity are defined and organized in a systematic and coherent way (Parra Ferié, 2005).
To reduce uncertainty, customers look for "signs" of service quality. They reach conclusions about quality based on the place, the people, the price, the equipment and the communications they see (Kotler, 1992)
Dimensions of Quality in Service
In light of this analysis, Parra Ferié (2002 / c /) defines the dimensions of the quality of service in STs as:
Tangibility in the transport service: Physical aspects of the service: facilities, comfort and appearance of the bus, appearance of the service provider, equipment, the place, others.
Reliability in the transport service: Carrying out the service correctly, in the promised time, quality during the use and exploitation of the vehicle, fulfillment of what was promised to the client in an exact and reliable way.
Security: Demonstrated skills, knowledge, professionalism of the personnel who provide the service, which in turn affects the confidence that the personnel transmits, due to their knowledge and correct and precise answers to the client's questions, reducing or eliminating their doubts.
Responsiveness: referred to the provision of a quick repair service, where employees are willing to help their customers, dedicating the time necessary to answer customer concerns and questions about the specificities of the equipment and the service requested.
Empathy: refers to the adaptation of the service to the demands of the client, respecting their interests and understanding their needs.
2.3 The improvement of processes with a focus on competition.
Due to the changes that are taking place in the environment, companies and work organization face greater functional mobility of workers, which requires multi-competent or multipurpose employees, emphasizing the management of the person and the characteristics that it must possess in order to effectively carry out the functions that correspond to it (Cruz Muñoz et al, 2002; Cuesta Santos, 2001). This procedure consists of two phases, in which different steps are performed as shown below:
Improvement of Processes and Competences
PHASE I: Analysis and improvement of processes
Phases for Process Improvement
Step 1: Formation of the Executive Improvement Team (EEM).
In this step, the EEM is formed, which will be made up of no more than 8 people, appointing a team leader, who should preferably coincide with the top management of the organization. The presence of an external consultant is recommended to serve as facilitator of the analysis and group work process. For the selection of the EEM members, expert selection techniques must be applied, such as the Oñate Ramos methodology, referred to in Parra Ferié (2005).
Selection of experts: Their experience and knowledge are validated by: Competence coefficient K = (Kc + Ka) / 2
Kc: knowledge and information coefficient
Ka: coefficient of foundation of the expert's criteria 0.7 ≤ K ≤ 1
Step 2: Identification of the internal processes of the organization and selection of the key processes (The identification of the internal processes and selection of the key processes will be carried out by the EEM)
For the selection of the key processes, a weighting matrix is proposed as shown in Table 1, where the members of the EEM will assign to each of the relevant processes a rating of (1 to 5) in each of the following dimensions: impact on the customer (related to customer satisfaction), impact on the fulfillment of the company's mission (if the results of the process have a direct impact on the fulfillment of the organization's mission), susceptibility to change (if it is a process to which you can make improvements, changes, reengineering, in order to reinforce the mission of the company and its impact on the customer).
Table 1. Weighting matrix to select the key processes .
| name of process | Customer impact | Impact on the fulfillment of the Company's Mission | Susceptibility to change | Total points |
| Process 1
Process 2 Process n |
After weighting each expert, the mean of the scores is calculated as shown in Table 2.
The processes selected as keys will be those that meet the condition:
TP ≥ Average of the scores given by the experts
Where:
TP: sum of scores by process
Mean of the scores = TP / Number of processes
The consensus of the criteria issued by the members of the EEM will be analyzed in the same way.
Table 2. Calculation of the mean of the scores .
|
Processes |
Total E1 score | Total E2 score | Total score of En | Total scores |
| Process 1
Process 2 .. Process n |
Step 3: Formation of the Process Improvement Team (EMP)
Once the processes to be analyzed have been selected, an EMP (made up of no more than 8 people) will be formed for each process, appointing a team leader who will preferably be a member of the EEM, with powers and autonomy to act. The members of this EMP will be those people who, due to their experience and knowledge of the activity, can creatively contribute to the improvement of the process being improved. An external consultant or expert with knowledge of process management is also suggested.
Step 4: Characterization and identification of the competencies of the process to be improved
A very useful technique for characterizing the process is the process flowchart, which contributes to a better understanding of the sequence of work operations.
It is important to establish a link between the organization's strategy with both the process and individual behaviors or performances through competences (Prahalad and Hammel, 1994), connecting these with the assumed work system, breaking the classic Taylor work method., conceived as a set of functions, and establishing the process approach that leads to added value for the customer. (Cuesta Santos, 2001).
Once the process is characterized, the competences that must be present in it will be identified, expressed in terms of requirements or demands of the process, based on group work, where the members of the improvement team considered experts in the process, will its definition taking into account the mission, purposes or expected results of the process, reaching a consensus on the requirements of the studied process. With the aim of grouping in a database as much information as possible about the process, the Process File is created.
Step 5: Carry out job analysis and design (job competency profiles)
In the improvement of the process, the analysis and design of jobs is an unavoidable step, if the hierarchization of the process is taken into account as Harrington (1998) proposed, that is, from the macroprocess to the tasks. Precisely job analysis is the procedure for obtaining information about jobs, their content and the conditions and aspects that surround it. (Harper & Lynch, 1992). Requirements are determined, both knowledge, physical, personality and reliability, the working conditions of each position and the responsibility thereof, as well as the functions and tasks, work activities and the demands of workers to perform it in a manner efficient (Parra Ferié, 2001). As a result of this analysis and job description, a proficiency-focused profesiogram is obtained.The most used techniques are direct observation, questionnaires, interviews, expert method and mixed methods, Delphi.
2.4 Design matrix of a service system. Structure the service contact.
Service contacts can be configured in various ways. Chase & Aquilano (2002), state that service contacts can be configured in different ways, Figure 5. 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 by personal contact. Reactive system: it is both penetrable and reactive to the client's requirements.
Degree of Client - Server Contact
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. On the other hand, if the contact is high, the opportunity for additional product sales will be greater, as a result of the interaction between customer and service provider.
The left side shows that the higher the degree of contact, the greater the sales opportunity. The right side shows the impact on production efficiency as the customer has more influence on the operation. The entries in the matrix indicate the ways in which the service can be delivered.
At one extreme, the service contact is made by mail so that customers have very little interaction with the system. At the other extreme, customers “get the service the way they want it (personalized)” through personal, face-to-face contact.
The other 4 inputs constitute varying degrees of interaction. As can be seen, the production efficiency decreases as the customer has more contact (and therefore more influence) with the system. However, this face-to-face contact offers a fairly high opportunity to sell additional products.
On the other hand, a low contact (mail) allows the system to work more efficiently, because the client cannot significantly affect (or disturb) the system, however, there are very few opportunities for additional product sales.
3. Operational analysis. The service and failure prevention scheme
The standard tool for the design of service processes is the flowchart, currently being called the service scheme. A unique feature of such a scheme is the distinction it makes between aspects of the service with high customer contact (the part of the process that the customer sees) and activities that the customer does not see.
This distinction is made using the line of visibility figure 6. The service manager can move the line of visibility based on the strength of its tangibility, that is, if the physical aspect of the service is in accordance with the level of quality for which the service was designed, then activities that can be shown to the client otherwise it would be disastrous to show and that they would negatively affect the perceived level of quality. Example: Segment of a scheme of a car repair service operation operation:
Client - Server Segment
For the elaboration of the flow chart of the service process, the Software is very useful
Professional Visio Technical.
Figure 6. Segment of a process map of the automotive repair service. Source: Chase & Aquilano, 2002.
The levels represented clearly reflect the entity that controls the activities.
♦ Higher level: activities that are under the client's control.
♦ Second level: activities carried out by the manager or contact personnel when dealing with the client.
♦ Third level: repair activities that are carried out in the workshop and that the client may or may not witness.
♦ Fourth level: internal accounting or information processing activities (eg, billing).
3.1 Error prevention.
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.
One method that can be useful in identifying the improvement program is the Poka-yokes or Failure Prevention technique. It is a process that prevents unavoidable errors from becoming a faulty service. Poka-yoke is a quality technique developed by the Japanese engineer Shigeo Shingo2 in the 1960s, which means "error proof". The main idea is to create a process where errors are impossible to carry out, its purpose being to eliminate defects in a product, either preventing or correcting errors that occur as soon as possible.
3.1.1 In the Services the Poka-yokes can be classified as:
Service Poka-Yokes should be applied often to prevent failures in the actions of the client and not only of the product.
4. Background and current status of the DUCAR Specialized Automotive Technical Service.
The Center for the Study of Anticorrosives and Surfactants (CEAT) of the Corrosion Group of the Department of Chemical Engineering, of the University of Matanzas, current national leader in technological innovation in products and technologies for the protection and conservation against corrosion and deterioration materials and equipment, which since 1978 works on issues related to atmospheric corrosion and anticorrosive design.
In the 1994–95 academic year, a Pilot Plant was created with productive capacity to respond to the demand in the territory and country for such anticorrosive products and services. For more than a decade and as a result of applied research, it has developed conservation technologies, products and services, based on national raw materials, which once produced at the Pilot Plant facilities, can replace similar ones that are currently imported by the country, since there are no national productions that respond to this demand and that contribute to the decrease in imports, the reduction of costs, the increase in efficiency and the profitability of the companies that use these products.
In all these years, the Ministry of Higher Education has promoted the Science and Technology activity aimed also at attracting resources in CUC necessary for its own development and as a result of all this effort, economic activity has been perfected, with a New System of Economic - Financial Management, which includes the commercialization of products and services and the financing of projects that generate short-term resources. As a result of this effort, two technological innovation projects have been approved by CEAT by the New Products Committee of the Ministry of Higher Education, one the sale of anticorrosive products DISTIN 504, 502 and the other project is the Transport Structural Conservation Service in Operation (DUCAR Service).
Currently, there are Composition and Procedures Patents that cover said products and services: Patent 4/2003 that protects the Structural Anticorrosive Conservation Procedure of Automobiles and 48/85 and 143/94 Patents that protect products. There is also a large set of conservation technologies for automotive transport in operation, for different types of vehicles already studied, all of them specified in products with high added value, ready for their introduction in the market.
Starting from the concept of Technology, which is the set of knowledge and information typical of an activity, which can be used systematically for the design, development, manufacture and marketing of products, or the provision of services, including the appropriate application of techniques associated with global management Castro Díaz - Balart, F. (2001). CEAT has emerged as a technological research center at the service of society.
This is confirmed when it is observed that over time a group of scientific-technical results was consolidated that constitute the support of theoretical-practical knowledge that distinguishes the specialization and professionalism of its group that has specialized in the elaboration of products, technologies for obtaining and applying Anticorrosives, Surfactants and in the provision of services.
The DUCAR Specialized Automotive Technical Service (STA) is an anticorrosive conservation procedure for automobile bodies that includes as a first stage of work: a study, solution or mitigation of the anticorrosive design problems that each type and line of vehicle presents, the types of corrosion present in the structural components; protection problems due to coatings and others that are detected in the equipment. With the simultaneous application of five products, they are: DISTIN 502 or DISTIN 504 with fast action, DISTIN 305, DISTIN 403, DISTIN 403 L and DISTIN 603 L. Each product specially prepared to provide the service has its specific function and characteristics:
- The phosphate solution (DISTIN 504 fast acting) is a product for the treatment of oxidized surfaces that removes and converts the oxide, forming a protective and adherent layer, which penetrates deeply into the crevices and overlaps. liquid (DISTIN 305 L), which forms soft films, is applied to all hollow components, closed areas, overlaps, interstices, crevices. in addition to coatings on floors and other surfaces, always with the approval of the client depending on the state of the vehicle.A solvent-based liquid asphalt mast (DISTIN 403 L) forming a hard film with rubber (anti-chip coating), for the lower parts of the body,resistant to water and particle impacts. A waterproofing and polishing wax (DISTIN 603 L), which is applied to all painted surfaces of the body, which protects the paint and provides shine.
4.1. Design of the specialized Automotive Service DUCAR.
Throughout all these years the provision of this service has been perfected, the installation to date, according to the design matrix of a service system, is represented in the stage Reactive system of the degree of contact, being said system, Both penetrable and reactive to the client's requirements, the client communicates by phone and the appointment is made and goes to the facility to receive the service.
The degree of contact is high, it is carried out face to face with flexible specifications, according to the service matrix, since in the service process decisions that are purely customer's are taken into account, where it is convenient if the cells or ampoules of corrosion present in the body of the car, taking into account your criteria, explaining the need for this step in the service process.
All of the above implies that sales opportunities are greater, although the impact on production efficiency has a low performance.
4.2 Outline of the Automotive Technical Service DUCAR Service.
Once the DUCAR Service process has been deployed through the service scheme in Annex I, it can be clearly seen at the levels represented, which are the entities that control each activity, as well as the distinction it makes between the part of the process that the client sees and the activities that the client does not see, through the visibility line. In this case it is good to clarify that the line of visibility was moved to level 3 since the service manager considers that the physical aspects of the service represent a high degree of contact with the customer, be it the facility where the STA Service is provided. DUCAR, appearance of the service provider, the place, performance of the service correctly, in the promised time and others.
5. Error prevention. Use of the Poka-Yokes Method.
As previously defined, the basic scheme of the DUCAR Service STA describes the characteristics of the service design and for this, the classification of error prevention was carried out, using the three-T method. Then a procedure for the prevention of errors was developed, through the application of Poka-yokes, as shown below:
5.2.1. Three "T" method
Tasks to be performed: were the stock of corrosion cells verified?
Were all access and drainage holes identified?
Was each anticorrosive product applied correctly?
Treatment given to the client: was the client welcomed correctly by the
technician responsible for the service?
Tangibles of the service facility: is the waiting area of the
installation?
5.2.2 Poka - Yokes of the service to prevent failures in the client's actions.
Having the DUCAR Service Automotive Technical Service scheme drawn up, we proceeded to make the Poka Yokes shown in the following (Table 3), which details the activities to be carried out, possible failures and the prevention of errors or Poka Yokes.
Table 3. Poka Yokes to prevent failures in customer actions.
| Exercise | Failure | Poka yokes |
| The client telephones to contract the service | The client forgets to make a contract | Telephone or send Emails to agree on dates when the Service can be provided |
| The Department reports the day of application of the DUCAR Service. | The arrival of the client goes unnoticed | Use some mechanism to indicate the arrival of the client |
| The client arrives with the vehicle | The customer cannot find the service area or does not follow the proper flow. | Clear and informative signage to guide customers. |
| Welcome customer | Clients are not served on a first-come, first-served basis | Put numerical indicators on the cars as they arrive. |
Formation of the process improvement and identification team.
In improvement, all members of the organization must strive to do things well at all times. To achieve this, a company requires process managers. For the analysis of the process to be studied, a group is needed that is made up of people who have experiences in the activities that comprise the process in question and who can contribute during its redesign.
Step 1: Formation of the Executive Improvement Team (EEM)
For the formation of the improvement team (EEM), a group of experts was selected, in its total seven, which remained as shown below:
- Production and Service Manager, Conservation Technician, Section Head, Installation Manager, Economic Management Technician, Quality Specialist, Process Management Expert
Step 2: Identification of the organization's internal processes and selection of key processes
Internal processes of the organization
A list was made so that all the activities deployed in the installation were included in the listed processes. The final list of processes with the activities carried out in each one of them is shown in Table 4, and it was also approved by the highest management.
Table 4: Processes and activities involved in the service.
| Processes | Activities Involved |
| Provision of STA DUCAR | Review and defect equipment. Take apart the accessories. Apply the anticorrosive products. Assemble the accessories. Clean and organize. |
| Storage management | To stock. Control. Protect all products and raw materials that reach the entity. |
| Human resources management | Needs planning, selection, reception, remuneration, promotion, recognition, performance evaluation, people satisfaction. |
| Economic management | Financial planning, payments, administrative management, inventories, currencies, risks, investments. |
| DISTIN 504 Sales | Sell phosphate solutions in containers of 5, 10 and 20 liters respectively. |
| Commercial Management and Marketing | Advertising, visits, customer complaints, key customer management, commitment management, evaluation and customer satisfaction. |
| Strategic management | Planning, business culture (purpose, mission, values, policies), development of the management plan, deployment of objectives, definition of indicators, control mechanisms. |
| Purchase management | Search for new suppliers, supplier evaluation, price negotiation, order allocation. |
It is important to point out that the incidence of each process was significantly taken into account in the strategic objectives and the impact on customer satisfaction based on the value contributed with the consequent use of resources (tangible and intangible) and the decrease in insecurities and risks of the client when procuring the service.
After listing all the installation processes, we proceeded to select the relevant processes, for which the Kendall method was used. This method consists of asking each expert for their criteria regarding the ranking, in degree of importance, in order to to check the agreement between them.
The values resulting from the application of the method are shown in Table 5. Showing as a result that there is agreement among the experts regarding the selected processes.
The Kendall coefficient has a value of 0.688 0.5, demuestrawhich shows the existence of a 68% agreement between the criteria of the experts selected for the study.
Table 5. Level of agreement of the experts.
| Not | Events | E1 | E2 | E3 | E4 | E5 | E6 | E7 | å A i | D | D 2 |
| one. | Environmental management | 10 | 7 | 9 | 9 | 8 | 7 | 10 | 60 | 21.5 | 462.25 |
| two. | Provision of STA DUCAR | one | two | 4 | 5 | one | 3 | two | 18 | -20.5 | 420.25 |
| 3. | Storage management | 3 | 3 | 3 | 3 | 7 | 9 | 6 | 3. 4 | -4.5 | 20.25 |
| Four. | Human resources management | 5 | 4 | 5 | 4 | 5 | 5 | 4 | 32 | -6.5 | 42.25 |
| 5. | Economic management | 4 | 10 | one | two | 9 | one | 8 | 35 | -3.5 | 12.25 |
| 6. | DISTIN 502 or 504 sales | two | one | two | 6 | two | two | 5 | twenty | -18.5 | 342.25 |
| 7. | Commercial Management and Marketing | 6 | 8 | 6 | 7 | 6 | 6 | one | 33 | -5.5 | 30.25 |
| 8. | Strategic management | 7 | 9 | 7 | one | 3 | 8 | 3 | 35 | -3.5 | 12.25 |
| 9. | Purchase management | 8 | 6 | 8 | 8 | 4 | 4 | 7 | 31 | -7.5 | 56.25 |
| 10 | Provisioning | 9 | 10 | 10 | 10 | 10 | 10 | 9 | 62 | 23.5 | 552.25 |
| TOTAL | 385 | 1950.5 |
Selection of key processes
This stage was carried out through the weighting made by the members of the EEM will assign to each of the relevant processes a rating of (1 to 5) in each of the following dimensions:
- Impact on the customer (related to customer satisfaction), Impact on the fulfillment of the company's mission (if the results of the process have a direct impact on the fulfillment of the organization's mission), Susceptibility to change (if it is a process to which you can make improvements, changes, reengineering, in order to reinforce the mission of the company and its impact on the customer).
After weighting the processes by each expert, the mean of the scores was calculated as shown in Table 6. The result was that the processes selected as keys were:
- Specialized STA DUCAR Service, Phosphating Dissolution Sales 502 or 504, and Strategic Management of the company,
Which fulfilled the condition: TP ≥ Average of the scores given by the experts.
Table 6. Selection of key processes.
| Processes | E1 | E2 | E3 | E4 | E5 | E6 | E7 | Total |
| Provision of the specialized STA DUCAR | 14 | 14 | fifteen | fifteen | fifteen | 14 | fifteen | 102 |
| Storage management | 9 | 7 | 10 | eleven | 9 | 12 | 10 | 68 |
| Human resources management | 8 | 8 | 10 | 9 | 10 | eleven | 7 | 63 |
| Economic management | 6 | 8 | 8 | 8 | 7 | 8 | 7 | 52 |
| DISTIN 504 Sales | fifteen | 13 | 13 | 14 | fifteen | fifteen | fifteen | 100 |
| Commercial Management and Marketing | 10 | 10 | 8 | 9 | 10 | 8 | 8 | 63 |
| Strategic management | 14 | 14 | fifteen | 14 | 12 | 13 | 14 | 96 |
| Purchase management | 10 | 8 | 8 | eleven | 9 | 10 | 9 | 65 |
| Total scores | 609 |
The processes selected as keys will be those that meet the condition:
TP ≥ Average of the scores given by the experts
Mean of the scores = TP / Number of processes 609/7
Average of the scores = 76 points
- Provision of the specialized STA DUCAR 102 ≥ 76 Sales of DISTIN 504 100 ≥ 76 Strategic Management 96 ≥ 96
Of which, the DUCAR specialized STA provision process was chosen, as it was the process that was given the greatest importance by the experts. The selection of the person responsible for said process was defined taking into account its interrelation with the departments. The expert Dr. Carlos Echeverría Lage was selected as the owner of this process, for his vast experience in the field of research and conservation of transport in operation and being a person of recognized prestige in the entity.
Step 3: Formation of the Process Improvement Team (EMP)
For the formation of the improvement team (EMP), a group of experts was selected, out of a total of seven, which remained as shown below:
- Adjuster repairman "A" (2 workers) Head of production and Service. Conservation Technician. Head of section. Director of the facility. Technician in Economic Management. Quality Specialist.
Step 4: Characterization of the process to be improved.
The DUCAR Service STA characterization was performed using the variable system, defined by Dr. Parra Ferie (2005) in her PhD Thesis.
- The degree of participation of the installation and equipment is high since there are two areas for carrying out the service, one is the disarmament area and the other is the service delivery area, with the necessary equipment and tooling for its development..In the behavior of demand and its relation to capacity, it can be verified that the service is offered prior to a contract and at this time the demand is greater than capacity. The intensity of labor is low and the equipment they use are not highly expensive and the workforce is qualified.The level of interaction and adaptation of customer service is carried out in a comfortable environment since when interviewing the customer, their needs and expectations are clearly observed,A file is also opened to the car where the technical status of the equipment and the client's authorization to carry out the different operations of the process are reflected. Always providing for customer satisfaction before, during and at the end of each process. The level of specialization of the service is high, since it is a unique service in the country where its implementation depends on the application of 5 products specially prepared for each part. specific of the car, which implies a duration of 3 to 4 hours.The degree of participation of the personnel who provide the service is high since it is a single worker who executes the service and the client can perceive the quality in the execution of each process. The availability of service location is multiple,since this service can be carried out in this facility (future headquarters) and in others in the country. The mix of services offered is simple. The market to which the service is directed, mainly to the OACE (Central State Administration Body)), state-owned companies and individuals through service to third parties. The form of service provision is by means of previous Contracts where the day and time of the provision thereof are reflected.The provision of the after-sales service is carried out according to the clause of the Contract, which would be to explain the after-sales services that can be provided at the request of the client, such as: if the client's vehicle crashes, the DUCAR process is carried out free of charge and all in in relation to corrosion protection. The scientific and technical advice provided is also free, it includes information on how to proceed during the sheet metalwork process to eliminate or mitigate anticorrosive design problems, how once the sheet metalwork is completed, the surface can be prepared by removing all corrosion products and create a suitable surface to receive the coatings. Response time to requests, here as previously discussed the duration of the service is 3 to 4 hours,In the case of the first time you receive this service, the inventory levels are very low since, as each car has its day and time set to receive the service, all products must be ready for the service.
Mentioning the owner of the specialized DUCAR STA, the AS-IS diagram is made, a tool that makes it easier to see the succession of each subprocess involved in the DUCAR Service process, as detailed in Annex II.
Definition of the competencies of the process to be improved .
The EMP was given the task of defining the competences taking into account the capacities and the abilities for the performance according to the standards required in the specialized STA.
To define the competencies of the specialized DUCAR STA process, the mission of the DUCAR was started, which consists of organizing, planning and controlling all the processes in such a way that they facilitate the structural anticorrosive conservation service of transport, contributing to full satisfaction. and customer retention.
Powers of the STA DUCAR Service process:
- Customer focus Service reliability Speed of response Adequate value for money Teamwork
With the objective of grouping in a database as much information as possible about the process, the process file was prepared, as shown in Annex III.
Step 5: Carrying out the analysis and design of jobs.
The analysis and description of the jobs was made to identify the activities carried out in them, the inherent abilities, skills and capacities that each person must have in their job, as well as the good management of their knowledge as resources placed at the service of their responsibilities.
Other archival documents were seen in Human Resources, which underwent modifications with the new existing changes regarding the contents of the jobs, the new job qualifiers, it is a process where the job is the same what changes is the performance, so Resolutions such as 05/28 were reviewed, which regulate the entire process of suitability and application of new qualifiers with a broad profile.
Resolution 24/05 and 136/06, which are regulations of the Ministry of Higher Education for technical and service positions, with the aim of achieving advances in the effectiveness and efficiency of production and services provided in our society, contribute to the implementation in the work centers of the high profile qualifiers, the extension of the principle of demonstrated suitability and the consequent training measures, all that allowed to evaluate and compare what is written and the work that is actually being carried out in the job. This review was complemented by direct observation and an interview with the occupant of the position.
To select the sub-processes that comprise it, a brainstorm was carried out, which allowed the behaviors necessary to achieve the mission and purposes of each position to be analyzed. Based on the reviews made previously of the jobs, the competences that each individual must have in their work context and that predict success in the job were identified.
Job competencies, expressed in a systemic approach:
I) General technical knowledge system of the activity and skills
II) Compliance with safety, health and environment standards at work.
III) Positive attitude and behavior
Preparation of competition profiles.
Based on the concept addressed by Arráiz, José Ignacio (2000), which points out the need to list the different competences that are essential for the development of a position, as well as the observable skills and behaviors, whether they are for acceptable performance as for a superior one. So it became essential to resort to the group of experts who conducted interviews with the occupants of the positions, group work, etc.
Once the competencies have been defined, the competency profiles were prepared taking into account the model implemented by Parra Ferié (2005) in her doctoral thesis, Annex IV. of the competition profile of the position of the Repair Adjuster “A”.
Conclusions
The graphical representation of the Service Scheme allows showing the activities carried out by levels, those that the client sees as those that he does not see. Where it can be seen that the line of visibility can be moved at the request of the Service Manager because there is a high degree of contact with the customer and quality in the provision of the service.
The realization and classification of error prevention, by the method of the three "T", allows the development of a procedure for the prevention of errors, through the application of Poka-yokes, to prevent failures in the actions of the client.
The improvement of the processes was based on the proposed procedure for the improvement of the processes of the transport entities of the Cuban tourist system, applicable in this case to the Specialized STA DUCAR Service.
Bibliography
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ANNEX I. Segment of the DUCAR Service Specialized (STA) process map.
Annex II I. Sheet of the DUCAR process
Annex IV. Competition profile Adjuster Repairman “A” of automotive equipment.
General data
Title of the position: Automotive Equipment Repairman Adjuster “A”
Work Area: Installation
Occupational Category: Laborer
Direct subordination to: Installation manager
Subordinates: - -
POSITION CHARACTERIZATION
MISSION: Carry out the general repair of all types of machine tools, however complex they may be and of devices, ensuring the maintenance of the same. Which are related to the maintenance of structural conservation of cars, which include: hydraulic equipment, scrubbing pumps, compressors, compressors, equipment for atomization, in such a way that all conditions are prepared to provide the service with the required quality and contribute to full customer satisfaction.
BASIC FUNCTIONS
- Check and defect the vehicle on the outside, that is, hoods, doors and trunk. Disassemble the accessories on the inside that would be, inside the doors: remove door lining, handles, handles, arm, door locks, column plastics, carpets, trunk plastics, seat and roof trim. Dismantling of closed areas: hallways, doors, doors, bonnets, trunk, center column, left and right sides, cross members and frame rails. Carry out the DUCAR process, by applying the products:
- DISTIN 305L (Liquid preservation grease).DISTIN 504 (fast-acting phosphating solution).DISTIN 403 L (Liquid asphalt mastic) DISTIN 403 Solid asphalt mastic.
JOB POSITION COMPETENCES
I) General technical knowledge system of the activity and skills
- Know about working with tools, devices, mechanical (hydraulic) lifting machines and their planned preventive maintenance and maintenance. Know and know how to work with electrical equipment: turbines, compressors, drills and others. Know how to determine possible defects and carry out minor repairs. Know how Proceed in each operation of the DUCAR process Know how to create adequate devices for each type of automobile, for the operations of hydraulic lifting equipment Have basic knowledge on corrosion, corrosion and protection design problems Know about the physical, chemical and biological properties of specific products service.Have agility and skill to assemble and disassemble each car.Review and verify that each operation carried out in the DUCAR process, has not been violated.Know and properly use the tools and equipment in the provision of the service.
II) Meets the safety, health and environment standards at work.
- Know the safety and health regulations and apply them in your workplace. Use the protection means intended for the work you do. Do not work with tools in poor condition. Do not carry tools with edges or points in your pockets. When using chocks to lift, make sure they are adequate. Know and apply the safety measures in your position. Know the use and handling of fire extinguishing means.
III) Positive attitude and behavior
- High self-esteem and self-confidence. Aesthetics, honesty and integrity. Positive attitude towards learning, growth and personal health. Energy and persistence to do your job. Effort for quality. Sense of belonging. Motivation for what you do.Good communication. Teamwork
GENERAL REQUIREMENTS
Educational level 12 no degree or skilled worker
Experience: 3 years
JOB POSITION CONDITIONS
Environmental conditions: Local ventilated, Lighting level of 300 lux and contact with toxic components, use of flammable products.
Work position: Standing, crouched.
Occupational hazards:
- Electrical contacts Explosion Falls from the same level Hit by tools Trapping by overturning of vehicles.
Security Means:
- Short sleeved overalls Leather boots with steel cap Filtered ribs.
Type and Degree of Characteristic Effort:
- Physical (80%) Mental (20%)
