The fundamental contributions of the procedure lie in a methodological tool to evaluate, design, apply and implement process management in higher education institutions, a scale to assess the level at which the organization is in its process management.
The Department of Industrial Engineering in the face of difficulties given that in each Key Result Area (ARC) key performance indicators are defined, seen as main and complementary indicators in some of these, but there is no precision as to which are the key indicators of goal of the Faculty of Industrial Engineering and Tourism (FIIT) to measure the level of fulfillment of the mission and how close the organization is to achieving the proposed vision; The management by functions itself means that the outlined Master Strategies are not adequately verified through the ARCs, often creating a separation between them; And on the other hand,There are procedures that lead to the performance of activities corresponding to some ARCs but that lack the process approach that they must have to achieve organizational success. In this research, a procedure that allows process management at the Faculty of Industrial Engineering and Tourism is presented. under the strategic management approach considering the establishment of key target indicators to assess the level of fulfillment of the organization's mission, the precision of key performance indicators of each process, the verification of compliance with the strategies across the areas of key result, as well as the determination of the maturity level of the organization regarding process management. The first phases of this procedure were applied at FIIT,Obtaining the identification of the processes of the organization, the key indicators of goal of the FIIT, the performance indicators of the key processes of the organization and the state of maturity of the management by processes in this faculty.
Introduction
To satisfy the needs of the students, with the maximum use of the available capacities (human and material) and with the greatest saving of resources and capital investment possible, it is essential to apply new ways of managing an institution that is gradually opening up. step in the global environment, such as systems focus, process management and integration of information flows. The Central University "Marta Abreu" de las Villas and within it the Faculty of Industrial Engineering and Tourism (FIIT), has a high incidence on the results of the educational process and training of professionals in the fields of Industrial Engineering and Bachelor's Degree In Tourism, the fulfillment of the strategic objectives set for each of the Key Results Areas.
Although there are still important efficiency reserves that, when well used, will contribute to the institution's performance, efficiency and capacity, these elements are necessary for the successful development of the teaching-educational process, with outstanding results at the country level.. In this way, the faculties and especially the FIIT are facing the challenge of improving their management system. Despite the efforts and progress made to meet the strategic objectives, the Key Results Areas still have problems. To this situation in the practical order it should be added that in the theoretical, conceptual and methodological plane they have not been defined in the faculty,the procedures and / or methodologies for a correct design and / or redesign of the processes that are adapted to the conditions of this institution, so as to allow adequate management of its resources and capabilities, and thereby contribute to the satisfaction of the needs of the fundamental client (society). For this, a general procedure for process management at FIIT is developed in the research under the strategic management approach.
Obtaining as a result the integration of knowledge related to process management, processes in educational systems, system approach, performance indicators and tools and techniques for systems analysis and process improvement, all based on the integration of flows different throughout the different processes present in the Faculty of Industrial Engineering and Tourism, focused on customer satisfaction and raising its effectiveness. In addition to the research, it is manifested in the proposed procedure that guides how to carry out process management in the FIIT under the strategic management approach, considering the establishment of key goal indicators that allow evaluating the level of fulfillment of the organization's mission,the precision of the key performance indicators of each process, the verification of compliance with the strategies through the key result areas, as well as the determination of the organization's level of maturity with respect to process management.
There will also be a set of tools that make it possible to organize the management process of the Faculty of Engineering-Industrial and Tourism, based on the identified processes and to evaluate its performance considering the indicators proposed by it. Allowing with this to improve the training process of undergraduate and graduate students, increasing their levels of satisfaction, as well as the levels of training, in issues of process management, strategic direction, group work, etc., which are achieved by all those related to the application of the proposed procedure.
Development
A reflection on the problems, needs and possibilities of FIIT has been held from the most diverse areas of the organization under study. Several participation scenarios have been generated, where methodologically it is necessary a tool that in addition to allowing the participation of all, provides the necessary coordination and consistency so that the efforts are not diluted. Hence, the proposal of a procedure represents not only the multiplicity of the reflection generated by the community of participants, but the concepts and notions that allow organizing and giving unity to the variability of representations that may be contained in it.
This procedure constitutes the transformation agenda that the FIIT assumes as a way of assuring its quality, relevance and equity, built on its own self-evaluation and reflection processes within an organized context with a process-based approach, as it represents a platform of action from which the FIIT approaches in a framework of responsibility, commitment and trust, to establish its intellectual, educational, scientific and ethical leadership that in these times it is called to fulfill.
For all the above, the procedure proposed (see figure 1) by the authors of the research will be addressed so that through the development of its phases, stages and steps, it provides any organization of this type with a way to achieve adequate process management, efficient and effective under the strategic management approach.
For the elaboration of the procedure, the formulation of the Development Plan 2001-2005 of the Libertador Experimental Pedagogical University of Venezuela (UPEL, 2007) was taken into account, which adopted a model that considers components belonging to various planning methodological approaches, among them, Situational Strategic Planning, Corporate and Prospective.
Phase 1: Definition
This phase is where the study begins and in which general considerations about the object of study and its understanding are expressed. This phase includes two stages:
Stage 1:
Accuracy of the object of study and its scope
General aspects of the organization under study and the scope of the research to be carried out within it will be specified.
Steps
1. Define attributes of the study object (Name, Geographical location, etc.)
2. Analyze Organizational Composition (structure and general components)
3. Specify the scope of the study (limit of the problem)
Figure 1.
Procedure for Process Management under the Strategic Management approach.
Source: self made.
Stage 2:
Understanding the delimited object of study
It focuses on identifying and recording the economic, social, and political scope of the object of study. In this way, the relevance of the object of study and research can be known, in addition to precisely locating the researcher. This Stage is structured in several steps.
Steps
1. Specify the corporate purpose: In this step the corporate purpose of the entity under study defined by the Ministry of Economy and Planning will be specified.
2. Register principles and values: The registration of the principles and values by which the organization under study is governed will be carried out in this step.
3. Describe mission: The mission of the entity under study will be described in this step and corrected if necessary, as this is the main guideline by which the organization is guided.
4. Know General Policies: The basis of operation of an organization are the policies so it is necessary for research to know them. Well, these constitute the guidelines of the organization to take the strategies outlined by the senior management to the facts.
5. Identify Vision: The performance horizon of the entity analyzed in the investigation is nothing more than its vision. The goal to which the entity wants to reach in the future, so that for research it is essential to know it.
6. Describe key goal indicators: In this step of the investigation, the key goal indicators that are no more than those by which the entity measures the achievement of goals to achieve what is stated in the vision of the organization will be revealed.
Phase 2: Evaluation
This phase proposes to value a series of aspects, so that the result makes it easier for researchers to understand the behavior of the organization and its processes, as well as to establish at what level of process management it presents. Contemplating four stages within this phase:
Stage 3:
Carry out internal and external analysis of the organization
This stage will have as its premise an analysis of the internal and external factors of the organization under study to identify weaknesses, strengths, threats and opportunities to solve the research problem. So at this stage the use of a tool for strategic diagnosis is required. It is known that there are several tools such as SWOT matrix and the so-called MIC-MAC (Cross Impact Matrix - Mathematics Applied to a Classification).
The MIC-MAC technique is a tool for structuring a collective reflection. It offers the possibility of describing a certain system with the help of a matrix that relates all its constituent elements. It is based on the principle that all key variables must be related to each other, establishing the levels of influence and dependence that exist between them. This method aims to identify the main influential and dependent variables and therefore the essential variables for the evolution of the system (Gobet, 1985).
Stage 4:
Specify Master Strategies (EM) and Key Result Areas (ARC)
Knowing the factors that represent advantages and disadvantages for the organization at this stage, the Master Strategies (EM) and Key Results Areas (ARC) will be specified. If it exists and is well defined, it goes to stage 5. Otherwise, that is, it does not exist or is not well defined, it proceeds to its identification and definition, and then it goes to stage 5.
Stage 5:
Characterization of Master Strategies (EM) and Key Results Areas (ARC)
From the results achieved in the previous stage, a characterization of the MS and ARC is reached in order to specify their objectives, in addition to identifying the measurement criteria for these elements of the organization, through the design of the indicators that allow to have a measure of the behavior of the organization for the achievement of the MS and the good functioning of the ARC.
Steps
1. Specify Objectives: To complete this step, it is necessary to specify, with those responsible and the Board of Directors of the organization, the objectives of each of the MS and ARC of the organization.
2. Identify Measurement Criteria: The measurement criteria that will be identified in this step are those that correspond to the standards or goals that are planned to be met through the good performance of the MS and ARC.
3. Specify Indicators: In this step, the indicators that express the level of performance of the organization with respect to the planned measurement criteria for each of its MS and ARC will be specified.
Stage 6:
Determination of the level of Management by Processes of the Organization
The level presented by the processes of the organization under study in terms of their management based on a process management approach will be determined, for which an approval of the Capability Maturity Model (Cuevas, Capaciones Maturity Model) will be used. 1998) and its evaluation scale in order to develop a method to evaluate the maturity level of the organization and its management processes. This method of evaluation is carried out using a checklist and the responses are used to determine a quantity called the Maturity Level of the organization and its management processes.
The Capacity and Maturity Model or CMM (Capability Maturity Model), is an evaluation model of the processes of an organization. It was initially developed for processes related to software development and implementation by Carnegie-Mellon University for SEI (Software Engineering Institute). CMM was originally created to evaluate and enhance the capabilities of the United States Department of Defense software contractors, then over the years it became the highest engineering standard in the world for all types of companies (Cuevas, 1998).
Steps
1. Establish maturity scale: in this research a scale is proposed based on the scale proposed by Cuevas in 1998 in the CMM model, since the author considers that the scale should be expanded for this study, keeping the main aspects of the original with some adjustments:
Level 0 - Non-existent. Organizations at this level do not have defined processes, their organization system is entirely by function, the operation of the company, responsibilities, customer relationships, strategic or key aspects, and information flows are not reflected. and internal communication. Local or individual objectives are established, sometimes inconsistent and contradictory with what should be the overall objectives of the organization, departmental activities proliferate that do not add value to the client or to the organization itself.
In addition there is a lack of involvement and motivation of people, due to the separation between "those who think" and "those who work".
Level 1 - Initial. Organizations at this level do not have a stable environment, their processes are chaotic, undocumented and in which only the worker is aware of the specific work they carry out for the development and maintenance of their process. Even if correct engineering techniques are used, efforts are minimized due to lack of planning. The success of the processes is mostly based on personal effort, although failures often occur and almost always delays and increased costs. The result of the processes is unpredictable.
Level 2 - Repeatable. At this level, organizations have institutionalized management practices, although their processes are informally documented, so that the sub-tasks to be executed and all the requirements thereof are described, there are basic metrics and reasonable monitoring of the quality. The relationship with suppliers and customers is systematically managed.
Level 3 - Defined. In addition to good management, at this level organizations have correct procedures for coordination between groups, training of personnel, more detailed engineering techniques and a more advanced level of metrics in the processes. Peer review or arbitration techniques are implemented, this is a method used to validate written works and requests for funding in order to measure their quality, feasibility, scientific rigor, etc. In addition, there is an overview of the processes as a whole and attention has been paid to the interrelationships between the tasks that make up the processes through flow diagrams and others.
Level 4 - Managed. It is characterized by the fact that organizations have a set of significant quality and productivity metrics, which are used systematically for decision-making and risk management. In addition to obtaining an overview of the processes and these are adequately measured.
Level 5 - Optimized. The entire organization is focused on continuous process improvement. Metrics are intensively used and the innovation process is managed in order to optimize processes.
2. Evaluate the state of Maturity: After knowing the scale through which the organization will be evaluated to know its state of maturity in terms of its process management. The evaluation of this is carried out by means of a checklist shown in Annex 1, which will be applied to the organization to determine at what level of maturity it is in terms of managing its processes.
Phase 3: Action
In the action phase, the establishment of strategies and their implementation will be carried out. To comply with this phase, two stages will be developed.
Stage 7:
Establishment of a strategy based on the degree of maturity
Based on the evaluation received by the organization, actions will be carried out to establish strategies aimed at increasing the degree of maturity of the organization's processes and its management.
These could be defined as continuous improvement or radical improvement. Whatever the improvement to implement should always be based on the breakdown of the processes across the functional areas.
Continuous improvement
Continuous improvement has constituted one of the fundamental pillars for the development and evolution of what is now known as total quality, this is mainly oriented towards the constant reduction of process variability, since this factor is considered the main causing problems regarding the lack of quality, thus preventing the take-off of any industry or company. In order to carry out a good improvement, it is necessary to carry out all the daily actions that are capable of being carried out in favor of the organization, thus allowing the processes and the company to be more competitive in customer satisfaction.
The speed of change will be given by the number of actions that are carried out day by day and the effectiveness with which they are carried out, it is important that continuous improvement is a fully internalized idea in the behavior of all members of the organization. However, improving is not just a matter of good wishes and intentions, people have to be convinced of the benefit that they will individually obtain from adopting the philosophy of continuous improvement, while the organization is in charge of providing them with motivation for this purpose, in addition of standardized procedures and appropriate analysis techniques so that they can correctly materialize and guide their desire for improvement.
We proceed with:
a) Identification of Problems: The problems detected in the management of the organization under study, after the application of the checklist mentioned above, will be identified as well as the area, function or process in which it is present.
b) Determination of opportunities for improvement: After having identified each of the potential failures of the stages (sub-processes) that comprise it and the order of priority that should be given, proceed to determine the corrective actions for those problems that most impact on the good performance of processes. For this, information collection techniques are used, which are used with the help of teamwork. Possible improvement opportunities can be exploited by making a design where changes are applied for improvement.
Then measure the results to verify that the changes made are effective and positive. The techniques to manage and improve the processes are: The systematic method of continuous improvement and Reengineering or radical Improvement, both of specific application to specific processes or of use extended to the entire organization. On the other hand, there are the management models, in which the processes have a central role as the basis of the organization and as a guide on which to articulate the management indicator system.
c) Identification of improvement bearers: The improvement bearers will be those processes, activities or resources that allow an improvement from the point of view of the effectiveness, efficacy and efficiency of the processes under study.
d) Accuracy of improvement measures: Knowing the improvement carriers it is necessary to define and specify the measures for each carrier so that strategies can be drawn up so that they can be applied and implemented. The most operational way according to Vallejo Serrano et al. (2001) to act in the process improvement approach, and one of the key points in the management of these, is the constitution of IMPROVEMENT GROUPS, involving the people who develop them and who, therefore, know them well. An improvement group is a small group of professionals who work in a specific situation that can be improved, for a limited period of time, with a general objective: to analyze the "defective" processes and redesign them, orienting them towards the user. In other words, it is a powerful tool for redefining processes.It is made up of professionals involved in each of the areas to be evaluated and improved: people who are knowledgeable about the problem, interested and motivated by improvement, and involved in possible changes, with the capacity for dialogue, tolerance, respect and perseverance, committed with the participation and dynamics of the meetings. The Improvement Group Identifies and prioritizes problems, analyzes their causes, proposes possible solutions and proposes the necessary changes. You should also establish a simple mechanism for periodic review (that is, implement the Continuous Improvement Cycle).committed to the participation and dynamics of the meetings. The Improvement Group Identifies and prioritizes problems, analyzes their causes, proposes possible solutions and proposes the necessary changes. You should also establish a simple mechanism for periodic review (that is, implement the Continuous Improvement Cycle).committed to the participation and dynamics of the meetings. The Improvement Group Identifies and prioritizes problems, analyzes their causes, proposes possible solutions and proposes the necessary changes. You should also establish a simple mechanism for periodic review (that is, implement the Continuous Improvement Cycle).
The formation of Improvement Groups have as their premises the following aspects that are shown below:
- Its mission must be in accordance with the organization's quality policy and objectives. They must have the explicit support of the Direction or Management of the institution. The components of the Improvement Group must have and / or receive conceptual and methodological training in Continuous Quality Improvement. Your goals must be well defined, clear, and concise. They must define the sources of information to be used and their circuit. It is necessary to analyze and manage your needs for support, advice, logistics, etc. Its recommended size is 6-10 people.
e) Schedule of application of measures: This schedule will only be the guide for the application of the measures defined and specified in the previous step. It will also allow to know the progress of the application of the improvement measures over time.
f) After having reviewed all the steps of continuous improvement and having complied with them, we proceed to Phase 4. If continuous improvement cannot be made due to lack of requirements, a radical improvement is carried out (Reengineering).
Radical improvement (Reengineering)
Radical improvement involves a radical change in the way the organization operates. It can be defined as fundamental reconsideration and radical redesign of processes, in order to achieve spectacular improvements in critical, current, results or performance measures, such as costs, quality, service and speed. In this way, the general objectives of reengineering (IMPROVEN Consultores, 2004) will be met, which are:
1. Greater benefit due to both the reduction of costs associated with the process and the increase in process performance.
2. Increased customer satisfaction due to reduced service time and improved product / service quality.
3. Greater staff satisfaction due to a better definition of processes and tasks.
4. Greater knowledge and control of the processes.
5. Achieve a better flow of information and materials.
6. Decrease in product or service process times.
7. Greater flexibility in relation to customer needs.
a) Preparation for the change proceeds according to the steps described below and includes the following actions:
- Commitment of the Organization (Management and Plant): In this step, the commitment of all levels of the organization, both senior management and workers, will be analyzed. Since improving is not just wanting and trying, but you have to work for it and to achieve this, people must be convinced of the benefit they will obtain by adopting the philosophy of radical improvement. Establishment of a change team taking into account (quantity, selection and preparation): This will be the team that will lead the transformation of the organization and in which senior management must be involved. The team that will be in charge of the change and of achieving good results after applying the procedure and the tools it includes must be selected and prepared to do a good job.therefore, it is necessary to determine the number of people that this team will include, their participation within the organization and their preparation to work for change.
b) Planning of the change: it is necessary to make a Work Schedule in such a way that it allows knowing each moment of the change. In addition, it allows the progress of each of the stages of radical improvement to be controlled.
c) Design of change: to achieve change, it is necessary to design a specific procedure aimed at achieving change. (See figure 2.2)
The steps that make up this specific procedure are detailed below:
1. Identification of processes:
The identification of the processes is mainly based on obtaining accurately and effectively all the information necessary to know if you are in the presence of a process, thread or activity. All this can be achieved using different techniques, such as:
- Expert sessions (brainstorming). Then applying the list reduction of these ideas considering feasibility and level of sanity. Questionnaires questionnaires. Checklists. The main factors for the identification and selection of processes according to the Guide for Process-Based Management. (Beltrán Sanz et al. 2007) are: Influence on customer satisfaction Effects on product or service quality Influence on Key Success Factors (FCE) Influence on Mission and Strategy Compliance with legal or complementary requirements Economic Risks and of dissatisfaction Intensive use of resources
The processes in which all the activities and practices of the organization under study or specific area are grouped are identified.
2. Classification and Design of processes:
Subsequently, the processes are classified, taking into account the approaches that can be used for this purpose:
- Total System Approach: It is the one that uses information resulting from the analysis of the expectations and needs of customers, competitors, interest groups and influence of the organization to define strategies and policies that must be deployed throughout the organization. (Nava Jaimes, 2004). Management selection approach: In this approach, the Executive Improvement Team (EEM) develops a list of the processes that it considers critical to the performance of the organization. (Harrington, 1999). Weighted selection approach: Another way to carry out the same task is to have the Executive Improvement Team (EEM) assign each of the company's main processes a rating (from 1 to 5) in the following four categories:
1. Impact on the client.
2. Susceptibility to change.
3. performance.
4. Impact on the company.
Focus with information
World-class organizations continually strive to offer their customers superior products and services. As a result, they ensure that all improvement efforts are focused on increasing external customer satisfaction.
This approach incorporates the following principles:
- Link improvement efforts to customer expectations. Concentrate on both corrective and preventive activities. Emphasize areas with the greatest potential for improvement. Work on a number of projects that are manageable. Use facts and not perceptions for the selection of projects. Ensure continuity of purpose.
Every process, every activity, every job within an organization exists for only one reason: to provide our customers and / or consumers with products and services that represent value to them.
After classifying the processes of the organization under study, they are mapped with the aim of achieving a visual display of all the stages, activities and decision points and control of the processes. In this step, the organization's process map must be defined analyzing the key processes (that is, those that have the most impact on the organization's results). The process map serves to identify and interrelate the processes since this is the first step to understand and improve them using techniques such as:
- Flow charts. The PEPSC (in English SIPOC) identifies Suppliers, Inputs, Processes, Outputs and Customers. Others
3. Documentation of processes (Deployment and Process Card):
This step must be documented through the use of the organization's process sheets. According to Navarro Cascarral (2005) due to the fact that resources are essentially limited (mainly time), in a project like this one, the most important processes should be prioritized since it is definitive for the success of the project, for this it is necessary to specify first what are the critical success factors (FCE) of the organization, that is, the elements that define the success of the organization.
4. Measurement of processes, where the indicators of the process and indicators of authority must be taken into account: In this research, a methodology proposed by Navarro Cascarral (2005) will be followed where it is key to unite the strategies to the processes and this is achieved by joining the process indicators to the strategic objectives of the company. This relationship causes an effect that can be developed with tools such as the Balanced Scorecard strategic map, which is key to the success of the organization. It is also very important to define the objective indicators, that is, the objectives and the vision that was defined for each of the processes and that will serve to focus efforts on both reengineering and continuous improvement.Defining objectives for the indicators is essential for the process of continuous improvement and reengineering, since if you know where you want to go it is difficult to choose the right path.
After completing the review of all the requirements and indicators that Radical Improvement (Reengineering) has, then you can move on to the implementation of the selected strategy.
Stage 8:
This stage is responsible for carrying out the implementation of the selected strategy based on a timetable prepared for this purpose.
2.5 phase 4: Control and improvement of the system
Based on a Diagram for Risk Management prepared by the author of the research based on the one proposed by Rodríguez Díaz, (2006) based on a detailed study of the existing bibliography and knowing the organizational structure of the entity under study. This is based on a “proactive” character, since management must be willing to work on the existing risks to achieve the expected results.
The proactive process guarantees the identification of each existing risk, investigating in detail the necessary information for each key result area to be measured due to the responsibility, this is done from the bottom to the top of the organization chart, interrelating ideas to know what are the factors of Most important risks that influence the entity's results and objectives (See figure 2.3).
The Risk Management Diagram has 3 stages, which are described below:
The first stage consists of identifying and knowing in detail each risk factor, both internal and external and for each of the Key Results Areas. For this, different techniques can be used to obtain information, either by historical data from different audits, by internal information, by the history of similar entities, surveys and by consulting experts.
It should be noted that it can be done from historical data that allows effective diagnosis, and a technique can be applied to consult with experts, both internal and external, but with vast knowledge of Internal Control.
It will also allow obtaining more extensive and accurate information on each risk factor, with its characteristics and associated level, as well as the causes and conditions that originated them. The levels associated with the factors will correspond to a scale regarding their incidences or possible consequences. (Corresponds to the possible effects caused by the risk, which can translate into economic, social, administrative, and moral damages, among others).
The scale levels will be:
- Serious: The possible effects caused by this risk can cause irreparable short-term damage to the entity. Moderate: The possible effects caused by this risk can cause repairable short-term damages to the entity. Minor: The possible effects caused by this risk can cause lack of security in the vulnerable area without reaching significant damage.
The second stage of the diagram for risk management will be to analyze in detail each one of the risks detected in the first stage to define their impact and probability, to be located in the prioritization matrix and know the level of determining risk at the time of making a correct decision. In this stage it is analyzed through mathematical statistics, which are the most common risks for processes that must be worked on to avoid or reduce them.
Conclusions
1. As a result of this research, a procedure has been obtained that allows, under a strategic management approach, to analyze the processes of the educational institution under study, in a relatively simple way and according to the environment in which higher education centers are developed. in Cuba.
2. The procedure has been structured in phases ranging from the definition and precision of the object of study to the evaluation of the current state, under the process management approach, the establishment of strategies to manage the organization by processes, ending with the control to the management system and its processes.
3. The procedure contemplates the use of business management tools for its execution, standing out among them: the maturity model of process management, the continuous and radical improvement of processes, dashboards, among others. These have been harmoniously integrated into the structure of the procedure.
4. The fundamental contributions of the procedure lie in a methodological tool to evaluate, design, apply and implement process management in higher education institutions, a scale to assess the level at which the organization is in its process management. Based on the degree of maturity of its processes, a set of indicators at all levels (global, process and activity) that will allow the evaluation and monitoring of the management of the institution under study and a system of improvement strategies and its corresponding implementation and control in order to raise the level of customer service of the entity.
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