Kaizen gemba to evaluate the quality of customer service. banking agency in venezuela

INTRODUCTION

The quality of customer service is a process aimed at achieving total satisfaction of their requirements and needs, as well as attracting a greater number of customers through such a positioning that leads them to perform free person-to-person advertising.

kaizen-gemba-bank

In this sense, customers are the lifeblood of any organization. However, few organizations are able to adapt to the needs of their clients, whether in terms of quality, efficiency or personal service. That is why managers must improve the quality of service they offer to their clients, since it is not a matter of choice: the life of the organization depends on it.

The 211 Barquisimeto Agency of Banco de Venezuela Grupo Santander, is one of the companies in its field that maintains a privileged position and category, being one of the most solid, profitable, efficient and productive financial institutions within the competition segment. However, given the large size of the client portfolio and its constant growth, it requires day by day designing strategies that allow it to remain in its current position, which has been achieved in a market of great expectations.

Thus, to maintain an organization in the market, it is necessary, among other things, to continuously improve the workplace, focusing it on the quality of goods and services, making this attitude a factor that prevails in all actions.

That is why Kaizen-Gemba plays an essential role in terms of quality, development, production and sale of an organization, because, in a broad sense, Gemba is the place where products and services are formed, and Kaizen continuous improvement; for example banks, tellers are working in Gemba, as well as loan officers who receive applicants, the same is true for employees who work at desks in offices, and for telephone operators who are sitting in front of computers. Kaizen-Gemba cover a number of administrative functions, which is why management must focus on it, to discover opportunities and make the company much more successful and profitable.Starting from this premise, it can be inferred that the improvement of the Gemba and the levels of customer service, give a personal touch to the bank-client relationship, which will make the client feel safe and with a sense of belonging, staying satisfied and producing a multiplier effect, which would be the key point for portfolio growth and therefore excellent customer service.

In this sense, this research is structured in four chapters that are presented below:

In Chapter I, the existing problem is outlined, that is, the problem under study, the objectives to be achieved are defined, the development of the research is justified and given importance and its scope and limitations are expressed.

Chapter II is supported by the theoretical framework in which the antecedents related to the problem are found, supporting the theoretical bases of the research development, the definition of basic terms. Chapter III raises the nature of the research, determines the population and shows, in the same way, the techniques and instruments for data collection and processing, and the operationalization system of the variables. Chapter IV discloses the conclusions and recommendations.

CHAPTER I THE PROBLEM

PROBLEM STATEMENT

Customers are the vital and driving force of organizations, since the final product or service is directed towards them; For this reason, from small and medium-sized companies to the most important corporations, effective treatment of the public has been and is one of the main tools for attracting and maintaining their clientele.

Therefore, a product or service offered by an organization has various essential elements that independently and collectively directly influence customer satisfaction, making the responsibility of the same universal for all the elements that make it up, therefore customer service It includes all the activities that the company or its employees develop or carry out, to satisfy them, involving more than listening to their complaints, changing a service and smiling at them.

Because of this, in recent years management trends have been directed toward creating a culture of service through managerial approaches that provide methods and tools to transform an organization into a customer-driven and service-oriented business, enshrining the excellence as the north of any entrepreneurial action.

Among these tools are Kaizen-Gemba, where the value of satisfying the customer is added to the product or service, which allows the company to survive and prosper, through close contact with the realities of the workplace, with the aim to solve any problem that arises in it and thus be able to do a good job by reducing restriction, for as much as possible. For the Kaizen-Gemba philosophy, it is very important to keep employees motivated to perform their duties well, especially so that they feel proud of their jobs and value the contribution they make to their company and to society. Thus, these parameters provide extraordinary value,including attention to detail and common sense ways to perform excellently making a big difference in terms of quality, improvements, lower costs and increased opportunity.

However, if a good quality service is not carried out in customer service, the organization may move away from them towards other entities, that is, a decrease in the competitiveness aspect, the goals, methods and programs used to achieve From a managerial level, problems arise in terms of technology, human resources and administrative techniques, which brings with it a decrease in the productivity of the institution by the management of its employees. In this sense, the current challenges facing the banking market imply the need to react in a timely and optimal manner to the interruption of a new customer profile, as well as the need to address the business through new strategies and tactical lines to the competition. Currently the bank customer profile,undoubtedly has a greater financial culture and technology than that exhibited a decade ago. For this reason, entities tend to be more creative in the generation of new products and services where the price, quality and Kaizen-Gemba aspects are closely linked.

Due to them and taking into account that Kaizen-Gemba plays a very important role in the development of this study, the management of Agency 211 Barquisimeto of Banco de Venezuela Grupo Santander faces repeated complaints from customers regarding the services received, among these are the long queues that frequently form at the ticket office for personalized ATMs, which makes customers uncomfortable due to the long waiting time for their transactions, the bank has fifteen boxes and It only works due to the high absenteeism during customer service hours per ticket office, customers with large sums of money paralyze the queues also causing delay for other customers, congestion on the lines,A high number of complaints are received daily about loss of money at tellers, long queues to open accounts, change of books, checkbooks, debit or credit cards.

Poor attention from employees to customers, shortage of office supplies and inoperative execution of transactions requested by the customer. Due to the importance of this study for the operational effectiveness of the organization, it has been considered opportune to carry out an investigation that evaluates the levels of customer service and thus improve its quality, in terms of the education of people with cultural values such as honesty, punctuality, spirit of achievement, among others.

RESEARCH OBJECTIVES

general

Evaluate the quality of customer service of the 211 Barquisimeto Agency of the Banco de Venezuela Grupo Santander.

Specific

Diagnose the current situation of the customer service of the 211 Barquisimeto Agency of Banco de Venezuela Grupo Santander Determine the factors that affect the workforce when providing a service Compare the parameters of Kaizen-Gemba with the service real loan to customers of the branch 211 Barquisimeto of Banco de Venezuela Grupo Santander.

SCOPE AND LIMITATIONS

The present work studies the evaluation of the quality of customer service of the 211 Barquisimeto Agency located on the corner of Calle 31 and Avenida 20 of Banco de Venezuela, Grupo Santander under the parameters of Kaizen-Gemba, understanding customer service for For the purposes of this research, the way to maintain the relationship with the bank is to add the value of its loyalty with the institution and the personalized attention provided by Bank officials to customers, from the point of view of their expectations and customer satisfaction. your needs.

In this sense, Gemba is understood as the client's workplace is added to the product or service that will allow the company to survive and prosper and through Kaizen the continuous improvement implemented through the active participation and commitment of all the employees of the company. company.

Therefore, this investigation is to make known the current situation of the attention provided to the clients of the 211 Barquisimeto agency of Banco de Venezuela Grupo Santander located on the corner of Calle 31 and Avenida 20 in Barquisimeto, Lara State.

Based on these criteria, the objective is to achieve the evaluation of the quality of customer service of the 211 Barquisimeto Agency of the Banco de Venezuela Grupo Santander under the parameters of Kaizen-Gemba, which was possible thanks to the support provided by the General Management for obtaining required data. Achieving to bring a great benefit to the agency, in terms of improving the quality of service provided to the client and the relationships between superiors and subordinates, in order to achieve high performance in the service provided.

JUSTIFICATION AND IMPORTANCE

At the Barquisimeto Agency of the Banco de Venezuela Santander group, one of the priorities is to create sensitivity towards the client because it is the only way to maintain the long-term relationship and adds value to the loyalty of the client with the organization, for which It is necessary to carry out continuous reviews that make known the needs of the clients and in this way meet their expectations as well as the application of tools that allow their continuous improvement. Gemba-Kaizen are related to simple matters, such as manpower, handling difficulties and variations that arise in the day to day such as: improper work and negligent errors of the operators. However, in order to reduce variations,Management must set standards and develop self-discipline among employees to ensure that mistakes are not made.

For this reason, it has been considered necessary to carry out an investigation in order to evaluate the quality of customer service due to the importance of the satisfaction of the very future of the organization. Due to this, the results obtained through this research will allow to improve the policies regarding the service that the institution offers its clients, fundamental pillars to achieve the objectives and goals of the organization, thus constituting the effective achievement of the quality of attention to the client.

The possibility of conducting the investigation is supported by the disposition that the Bank's General Management has expressed to support the study at all times, since its concern is to try to achieve a portfolio of satisfied clients, who become spokespersons for the quality of services provided by the institution

How do you support students of Accounting and other careers and the professional in Public Accounting?

The support that I would give to the students in Accounting is to have good communication between the students and the professor or other members of the Yacambú University and with respect to the other careers, the support I would give them is having a more effective communication, both for the client as well as all the existing personnel in the company and thus obtain a better communication between the entrepreneurs and the clients, would improve the policies and strategies existing in the company.

CHAPTER II THEORETICAL FRAMEWORK

BACKGROUND OF THE INVESTIGATION

To carry out this research, it will be necessary to review previous studies related or linked to the subject, in order to find some contribution to it, the most relevant are mentioned below:

Prato, V (1998). In his undergraduate work to obtain the title of Bachelor of Administration Mention Management, at the Fermín Toro University, entitled Strategy Proposal to optimize personalized customer service at the Hotel Príncipe Barquisimeto CA Estado Lara. This work tried to demonstrate the optimization of personalized customer service at the Hotel Príncipe, CA company, based mainly on the processes of accommodation, food and complementary services that direct contact with customers requires. Echeverría, M. y Márchese, G (1999). In his undergraduate work to obtain a Bachelor's degree in Banking Administration, at the Universidad Centro Occidental Lisandro Alvarado, entitledRedesign of the purchasing process and the satisfaction of internal customers of an industrial company: Cerámicas Caribe Case, maintains that a diagnosis of the company's supply purchasing process is of utmost importance in order to identify the failures and weaknesses produced by the waste of physical and human resources, and determine the level of satisfaction of internal customers.González, F. (1999). In his undergraduate work to obtain the title of Bachelor of Administration Mention Management at the Fermín Toro University, entitled Evaluation of the quality of the service presented in the Customer Service Department, Interbank, Banco Universal, Barquisimeto Estado Lara office oriented to the optimization of the customer service process. The author suggests improving the quality of customer service services in a way that meets the expectations of financial information thereof, for which the Management must induce employees in the most suitable financial instruments to meet customer needs, as well as motivating employees so that they feel satisfied with themselves and can improve the service they provide to the organization's clients, for which it recommends developing training programs to update knowledge.

THEORETICAL BASES

This research takes into consideration a host of theoretical bases, which are presented below:

Client:

Harringtom (1998, p. 6) defines clients as:

The most important people to any business. They are not an interruption in our work, they are a foundation. They are people who come to us with their needs and desires and our job is to satisfy them. They deserve the most courteous and attentive treatment that we can. They represent the vital fluid for this business or any other, without them we would be forced to close. Customers of service companies feel disappointed and discouraged, not because of their prices, but because of apathy, indifference and lack of attention of your employees.

Characteristics of customer service:

Desatnick (1990, p. 99). The most important characteristics that customer service should have are:

The work must be entrepreneurial with a spirit of efficient service, without reluctance and with courtesy The employee must be accessible, not remain oblivious to the public in need The public is greatly annoyed when the employee in front of him does not speak clearly and uses a technical vocabulary to explain things.You must try to adapt the serving time not to your own time, but to the time available to the customer, that is, to be quick.It is highly recommended to concentrate on what the customer asks for, if there is any something imperfect, request rectification without reservation. The customer will appreciate anyone who wants to be kind to him. The company must formulate strategies that allow it to achieve its objectives, earn money and distinguish itself from competitors. The company must manage the expectations of its customers,reducing as much as possible the difference between the reality of the service and the customer's expectations.

Service:

Harovitz (1997, p. 3). It defines the service as "The set of benefits that the customer expects, in addition to the product or basic service, as a consequence of its price, image and reputation."

Fischer and Navarro (1994, p. 185). He contributes that services are "A type of economic good, it constitutes what he calls the tertiary sector, everyone who works and does not produce goods is supposed to produce services."

Features of the services

Albrecht (1988, p. 36) defines them as follows:

A service cannot drive, inspect, stack, or store centrally. It is generally provided, wherever the client is, by people who are beyond the immediate influence of Management The person receiving the service has nothing tangible, the value of the service depends on their personal experience If it was rendered improperly, a service it cannot be revoked, if it cannot be repeated, then repairs is the only recursive means to customer satisfaction. Service provision generally requires human interaction to some degree; buyer and seller meet in a relatively personal way to create the service.

Quality

Imai (1998, p. 10) points out that quality refers to not only the quality of finished products or services, but also the quality of the processes that are related to said products or services. Quality passes through all phases of the company's activity, that is, in all the processes of development, design, production, sale and maintenance of products or services.

Stoner (1996, p. 146) contributes that the quality:

In the workplace it goes beyond creating a superior quality tailored product at a good price, now it refers to achieving increasingly competitive products and services, this involves doing things right the first time instead of committing errors and then correct them

Fundamental requirements that allow the success of the Quality Improvement Process:

Harrington (1998, p. 17) indicates the requirements as follows:

Acceptance that the customer is the most important element of the process The conviction that there is a way to improve Administrative focus, leadership and participation The standard of performance of zero errors Focus improvement on the process, not on the people. recognition of successes The belief that suppliers can cooperate with us without understanding our needs.

Quality Dimensions

Druker (1990, p. 41). He observed that "Quality is not what is put into a service, it is what the customer gets from it and what they are willing to pay for." In general, the client evaluates the performance of his organization according to the level of satisfaction he obtained when compared with his expectations. Most clients use five dimensions to carry out such an assessment:

Reliability: It is the capacity that the company providing the service must have to offer it in a reliable, safe and caring manner. Within the concept of reliability, punctuation is included and all the elements that allow the client to detect the professional capacity and knowledge of their company, that is, reliability means providing the service correctly from the first moment. Security:It is the feeling that the client has when he puts his problems in the hands of an organization and trusts that they will be solved in the best possible way. Security implies credibility, which in turn includes integrity, trustworthiness, and honesty. This means that it is not only important to take care of the client's interests, but also that the organization must demonstrate its concern in this regard to give the client greater satisfaction. Answer's capacity:It refers to the attitude shown to help customers and to provide prompt service; Also considered part of this point is the fulfillment of the commitments on time, as well as how accessible the organization can be to the client, that is, the possibilities of contacting it and the feasibility with which it can achieve it. Empathy: It means the willingness of the company to offer customers personalized care and attention. It is not only being courteous to the client, although courtesy is an important part of empathy, as it is also part of security, it requires a strong commitment and involvement with the client, knowing in depth their characteristics and personal needs of their specific requirements. Intangibility:Although there is intangibility in the service, it is itself intangible, it is important to consider some aspects that derive from the intangibility of the service:

Services cannot be kept in inventory, if you do not use them, your entire service production capacity is lost forever. Human interaction, to provide service it is necessary to establish a contact between the organization and the client. It is a relationship in which the client participates in the development of the service.

Tools to improve service

Kaizen

Wellington (1997, p. 14) He writes that Kaizen is translated as: «Improvement (Kai, which means change, and Zen which means good). It is used to describe a management process and a business culture that has come to mean continuous and gradual improvement, implemented through the active participation and commitment of all the employees of a company in what said company does and, more precisely, in the way in which activities are carried out.

Imai (1998, p. 2) defines Keizen as:

“Continuous improvement, which involves everyone, both managers and workers, and involves relatively little expense. Kaizen can improve quality, reduce cost considerably, and meet customer delivery requirements, without significant investment or introduction of new technology.

Gemba

Imai (1998, pp. 12-13) points out that it is «A Japanese word that means real place. Now adapted to managerial terminology to refer to workplace. According to Imai, the Gemba must be the place of all improvements and the source of all information, therefore the Management must maintain close contact with the realities of the Gemba, in order to solve any problem within it. In other words, any assistance that Management provides must arise from the specific needs of the workplace.

The Five M's in Gemba

Workforce:

Fischer and Navarro (1994, p. 145) define labor as "The set of workers or the workforce of a determined group of exploitation, such as a company, industry, national economy."

Communication:

Wellington (1997, pp. 96-97) points out that communication begins:

During the induction phase in shaping an employee's work attitude when he or she is first introduced to the mission, culture, strategies, processes, products, people, and team support system of the company, communication has eight fundamental purposes:

Inform Reinforce understanding (of how we do things here) Generate openness Promote planning Motivate Develop Reinforce personal identity with a work team Keep customer satisfaction a focal point.

The client must maintain as quality the spirit of communication in the way that it will allow him to transmit his ideas efficiently, both in the words used and the way of transmitting them.

Training:

Wellington (1997, pp. 100-103). It contributes that the training in the customer service: It should never be reserved exclusively to specifically designated personnel, a one-time event, that is done sporadically or that takes place in a contextual vacuum. Employees must be trained and retrained at a rate directly proportional to the mixture of frequency, regularity, intensity, quality and responsibility of their contact with customers and the needs of their position.

Motivation:

According to Wellington (1997, p. 107) it was enough to say that "People work for a wide variety of reasons, that their expectations differ, and that different aspects of work and its rewards motivate them differently." However, what is common and invariable is the responsibility of each team leader to know the needs of each employee and provide opportunities and support to meet them, therefore, demonstrative staff will not respond to customers with appropriate mental attitude and This is a surefire way to derail a customer service initiative.

Empowerment:

Wellington (1997, pp. 108-109) points out that: “Empowerment gives current responsibility for the benefit of the client. It allows staff to act, within pre-formulated limits, to avoid or fix problems without first having to get approval from their manager or superior. In this way, most customer complaints and problems can be prevented rather than having to fix them once they occur. When problems arise, the staff assigned to them will solve them without delay and, if necessary, take the necessary measures so that they do not appear again.

Training for customer satisfaction

Generally, training in customer service consists of learning internal procedures, forms, systems, among others. Next, three techniques will be presented according to Berry (1996, p. 17), which can be intertwined in the assembly of continuous learning for customer satisfaction:

Tool: Customer contact employees are required to learn all available internal procedures to process customer orders, answer customer inquiries, and handle requests. The Techniques: These refer to the methods that have been suggested to serve customers affectively when interacting directly with them by mail, telephone or in person. There are techniques to greet customers, calm irritated customers, thank customers for their purchase, and make them feel important. 3. Experiments and triumphs:As for the employees, it is to mold or demonstrate highly affective contacts with the client, they need to build a mental ideotheque about the relationships with the clients to know how the vast majority of the experiences of contact with the client are perceived as they feel. Here once again you can use some of the experienced employees, those who have been role models of making their customers happy, that is, triumphs.

Materials and Machinery

Imay (1998, p. 88) points out that: The place where the materials are stored should be indicated, together with the level of existence and the identification numbers of the parts. Different colors should be used to prevent mistakes. Use signal lamps and audio signs to highlight anomalies such as supply shortages-

Location

Wellington (1997, p. 59) states that the location must be explained precisely (in text, graphically or verbally) and ensure that any change in the access roads (route, name or numbering) or in the public transport that serves the area in the updated addresses. Access Wellington (1997, p. 59) contributes that:

“The location should be marked, ideally at all access points within a five-mile radius, and ensure that all exterior facades of buildings, entrances, private roads and all company grounds reflect the corporate image and convey empathy with the clients".

Safety and Comfort

Wellington (1997, p. 59) considers that:

"Sufficient lighting, ceiling and signage must be provided in all parking lots and entrances, ensuring that the entire internal environment complies with relevant health, comfort and serenity regulations and ensuring that the physical space satisfies the dynamics of human interaction."

Technology

Wellington (1997, pp. 142-147) states that

“Technology should always be a tool in a customer service operation, never the master.

Its fundamental purpose is to instruct the members of the organization about aspects such as: functions, norms, procedure, policy, objectives, operations management and administration of the data processing system, either manually or electronically.

Standardized procedures Imai (1998, p. 29) contributes that standards can be defined as:

«The best way to get the job done. For products or services created as a result of a series of processes, you must maintain standards in a way to ensure quality in each process and prevent the occurrence of errors »

If a standard means the best way, it follows that the employee must adhere to the same standard in the same way, all the time, if employees do not follow standards in repetitive work which is often the case in Gemba, the result will vary, leading to fluctuations in quality. Management must clearly specify the standards for employees, as the only way to guarantee quality for customer satisfaction, Managers who do not take the initiative to standardize the work procedure lose their right to Manage in Gemba.

Standardized formats

Imai (1998, p. 18) contributes that:

“Efficient day-to-day management of resources requires standards. Whenever problems or anomalies arise, the Manager must investigate, identify the root cause, and reconsider existing standards or implement new standards to prevent their recurrence. Standardized formats become an integral part of KaizenGemba and provide the basis for daily improvement.

Thus standardization is an integral part of quality assurance, and without standards, a viable quality system is impossible.

Measure

Rosenber (s / f Page 260). It states that the measure is "The statistics obtained from the computation of a series of independent observations and assessments."

Visual Management

Imai (1998, pp. 85-86) states that problems must be made visible in the Gemba, if no anomaly can be detected, no one can manage the process, therefore visual management consists of "Making problems visible".

Visual Management is a powerful instrument to motivate Gemba staff towards the achievement of managerial goals. This instrument provides many opportunities for workers to reinforce their own performance through the display of the objectives achieved and the processes achieved in progress towards the objectives.

Checkpoint and verification

According to Galindo (1991, p. 172) he refers to control as follows ("it is the evaluation and measurement of the execution of the plans, in order to detect and anticipate deviations to establish the necessary measures").

It is important for every company to have control and verification points in order to be sure that all operations at any time are being carried out according to the established plan, with the orders that have been sustained since through this it can be compared, discussed and criticized. It tends to stimulate planning, to simplify and strengthen the organization, to increase command efficiency, and to facilitate coordination.

Supervisors

Imai (1998, p. 97) points out that the supervisor is the person who has the online responsibility for the supervision of the operators in the Gemba, and the responsibility for the result.

The Supervisor must manage his staff, if a staff is not motivated, he must introduce various programs to motivate him, because many times the staff do not feel trained to do a good job and do not have efficient training which does not provide them allows to continue with established standards.

Weather

Wellington (1997, p. 78) points out that the value of time is:

“A reasonably accurate projection of the value that each existing customer represents to a company. It is also a measure of what it will cost the company if a customer ceases to be a customer because the company has not provided excellent customer service. "

Time is a primary dimension in obtaining the service that consciously or not, determines the level of quality in the eyes of the client. Orienting the company based on the client's time is to start a new organization that allows a rapid accumulation of new knowledge to permanently adapt to the client's needs.

Business Hours

Wellington (1997, p. 60) indicates

"That a service must be provided in accordance with the needs of customers, and not according to the presence or absence of competitors."

Authorized personnel must have availability, kindness, honesty, sympathy and professionalism; for the provision of customer service; You must recognize and honor the value of a customer's time to the company and not disappoint genuinely loyal customers by recognizing that loyalty and ensuring the simplicity of the process.

Transaction Speed

Wellington (1997, p. 60) points out that "you must ensure that the process is as short as the clients want it."

Culture

Wellington (1997, p. 125) comments that culture

Motivates the offer of a Company, since it determines in terms of mission values, ethics and corporate standards, how the company will relate to its shareholders and what are the qualities for which both the firm and its employees will be recognized.

For employees, culture is the counterpart of the customer service strategy, it is the fundamental message of service that must exist there, in order to allow people to assume the personal commitment necessary to understand quality with the customer.

Ethics

Wellington (1997, p. 61) states that “one must be unquestionably legal, non-discriminatory, moral and transparent.

Conduct

Wellington (1997, p. 61) points out that behavior must be "impartial," willingly helpful, objective, fair, honest, irreproachable, and genuinely client-centered, and learn from constructive criticism.

In the company, employees must assume a kind behavior, sensitive, hepatic, trustworthy, knowledgeable, loyal to the corporate team trained and empowered to act, and whose personal appearance, including personal cleanliness and the use of full uniform, if applicable, are consistent with customer expectations.

DEFINITION OF BASIC TERMS

Agency: Office that depends directly on a central body.

Customer service: It is the direct contact between the bank and the customer, where the user's needs are determined and thus be able to offer the different services that are provided, among them: attention, satisfaction and orientation.

Bank: Establishment of private or public origin, which, duly authorized by Law, admits money in the form of a deposit to, together with its own resources, be able to grant loans, discounts and, in general, all kinds of banking operations.

Quality: It is the level of excellence that the company has managed to achieve to satisfy its clientele. It represents at the same time, the extent to which this quality is achieved. Characteristic that is attributed to all those things that represent excellence, efficiency and effectiveness.

Client: It is the one who demands from the company or organization the goods and services it offers, and is also the one who, due to their expectations and needs, imposes on the company the level of service that it must achieve.

Service Company: It is any company that is characterized by the provision of its services to the community.

Standardization: It is one of the three bases of Gemba-Kaizen activities, and means the documentation of the best way to do the job.

Strategy: Guidelines for making decisions that influence the long-term effectiveness of an organization.

Gemba: Japanese word that means real place, now adapted in managerial terminology to refer to the workplace, or that place where value is added.

Visual Management: Effective management method to provide information in a clearly visible way, both to workers and managers, so that all people understand the current condition of operations and the purpose for Kaizen. They also help people quickly identify an irregularity.

Kaizen: It means continuous improvement. The word implies improvement that involves all people, both managers and workers and causes a relatively small expense.

The five M's (5M): Method for managing resources in Gemba, specifically those known as the 5M: labor (human resource), machine, material, method and measure.

Satisfaction: Action and effect of satisfying or being satisfied. Reason or way in which it calms down, responds entirely to a complaint, feeling or contrary reason. Fulfillment of desire or taste.

Service: Set of customer benefits, such as the convenience of price, image and brand.

Standards or standards: A better way of doing work, that is, a set of policies, rules, instructions and procedures established by management for all important operations, which serve as a guideline for all employees to perform their tasks in such a way that ensure good results.

Users: Person who uses or requires the services. Client of the services of a company or organization. They can be internal or external.

CHAPTER III

METHODOLOGICAL FRAMEWORK

NATURE OF THE INVESTIGATION

The present work is framed within a field design with descriptive modality. In this regard, Sabino, C. (1992, p. 89) defines field design as "those that are based on information or primary data obtained directly from reality." Choosing then to allow knowing the true conditions where the data have been obtained, making it possible to review and modify it in the event that doubts arise regarding the quality of the measurement.

The same author 1992, p. 60 also defines descriptive studies by expressing "descriptive research consists of describing some fundamental characteristics in a homogeneous set of phenomena using systematic criteria that allow their structure or behavior to be revealed."

Based on the above, the facts that make up the problem will be delimited, the different elements that make up the Gemba will be structured and then collect and analyze the guidelines and activities of the care provided by the clients, comparing with the model, and finally they present tools updated management that solve the problem raised.

POPULATION AND SAMPLE

Population

Hernández et al. (1995, p. 210 define population as "the set of all cases that agree with a series of specifications. Must be clearly situated around its characteristics of content, place and time".

Consequently, the population group of the present study is made up of two clearly defined strata. The first, made up of the twenty-three (23) employees of Agency 211 of Banco de Venezuela Grupo Santander, who due to their nature and importance will become part of the sample in its entirety in a self-represented manner under probability one (1). The second stratum is represented by the seven thousand six hundred (7,600) clients of the Agency, the population being then as follows:

Shows

Fisher and Navarro (1994, p. 39) define sample as "a part of the universe that must represent the same phenomena that occur in it, in order to study and measure them."

To determine the size of the sample, it will be calculated through the formula for finite populations, applying it only to the customer segment, since the employee segment will become part of the sample with probability one (1).

n = N. K ² . p. what

e ². (N - 1) + k ². p. what

Where:

n = Sample size

N = Population

K ² = 1.96 Constant that must not be less than 95% e ² = 0.1 Maximum admissible error p = 0.50 Probability in favor q = 0.50 Probability against When developing the formula it is obtained that: n = 7,600. (1.96) ² . 0.50. 0.50. (0,1) ². (7,600 - 1) + (1.96) ². 0.50. 0.50 n = 7299.04

76.9504

To this result, the twenty-three (23) elements corresponding to the employees are added to obtain a global sample of one hundred and eighteen elements (118).

Regarding the sampling method, the upper semi-probabilistic will be carried out, which is defined by Ludewing and others (s / date Page 50) as «when the probability of choosing the segment within the population is known but not that of an element within of the". Applying randomly to clients who came to the Agency in installments of ten (10) on regular flow days until the sample size was met.

Data Collection Techniques and Instruments

To achieve the proposed objectives, data collection is essential, which makes it important to use appropriate techniques and instruments that allow the maximum amount of information to be collected and thus obtain data accurately and as closely as possible to reality.

In this research three (3) instruments will be applied where the first will be to collect data from direct and face-to-face observation carried out by the researcher, called the analysis matrix, in which the aspects related to the Gemba-Kaizen parameters will be evaluated. comparing them to the reality of the provision of the service in Agency 211 of Banco de Venezuela, Santander group.

In this regard, the author Sabino (1992, pp. 146-147) establishes that "observation consists of the systematic use of our senses, aimed at capturing the reality we want to study."

The second instrument will be a structured questionnaire which will be applied to all the personnel who work in the Agency, so that it serves to settle the concerns of each of the people who are directly linked to the reality of the service through previously correct questions stipulated.

Hernández (1995, p. 285) states that “the questionnaire consists of a set of questions regarding one or more variables to be measured”.

Finally, an estimation scale will be applied to clients, where they will have the opportunity to assess the quality of customer service provided by the Agency according to the Gemba parameters.

Data Collection Processing

For a better analysis and interpretation of the results, a series of techniques must be carried out that will allow us to face the investigation more clearly and precisely with respect to the amount of possible data.

In the present investigation, the data obtained will be represented by analysis matrices, statistical tables and bar graphs.

Direct observation will be represented through analysis matrices, which will be done to the entire Agency.

The structured questionnaire and the estimation scale will be represented through statistical tables of absolute frequency and percentage frequency, bar graphs and a brief interpretation of the results, which will be applied to the personnel working in the Agency 211 Barquisimeto and to the clients of the Banco de Venezuela Grupo Santander.

CHAPTER IV

ANALYSIS AND INTERPRETATION OF THE RESULTS

Studying the results obtained through direct observation, the structured questionnaire and the estimation scale applied to the employees and clients of the Agency, we can arrive at the following analysis and interpretation thereof.

TABLE Nº 2

DIAGNOSIS OF THE CURRENT SITUATION OF CUSTOMER SERVICE

0 0 0 36 59 4.62 According to the results obtained, it is inferred that the 1. User location is excellent with the location of the Agency Agency.

Access routes 0 0 15 23 57 4.44 Most users stated that they were

in accordance with the Agency's access routes.

Safety 47 28 12 8 0 1.8 In this item it is evidenced by the user, a

perception of lack of security in the areas of the tele-tellers and lack of personnel for surveillance.

Convenience of the 0 0 18 29 48 4.32 As it is one of the tangible aspects of the facilities. services should take special care, as it is what

It gives the user something concrete to relate to their impressions.

Technology (Equipment, 0 6 33 41 15 3.68 In this item the users stated that the systems, services). Technology is excellent Work Hours 0 0 11 49 35 4.25 Users said they were satisfied with the

customer service schedule.

Availability of the 62 20 13 0 0 1.48 The attitude of the user is presumed a personal decrease for him in the reliability for not meeting the expectations

service regarding the timely satisfaction of your

needs.

Waiting times 82 13 0 0 0 1.14 Users constantly complain about the delay in transaction transactions Physical Presence of 0 0 0 54 41 4.43 Customers said they were satisfied with the

Personal presence of the staff, inferring from the attitude of the

customer that the appearance of the staff is careful. This aspect is extremely important in the provision of the service as it is another of the few tangible elements that make it up.

Ethics of the 0 3 25 46 21 3.89 Clients stated that they are treated with respectful employees and sufficient professionalism. Knowledge of the 0 0 0 58 37 4.39 The user is satisfied with the knowledge of the tasks by which the customer actually wants. Employee Supply of the 31 43 18 3 0 1.93 Clients stated that there is little supply of materials for the supply of material for the provision of the service. service Handling of complaints and claims

78 17 0 0 0 1.18 Users stated that the management of the

complaints and claims are not solved in their entirety or in a timely manner.

DIAGNOSTICS OF THE CURRENT SITUATION OF CUSTOMER SERVICE

GRAPHIC

Structured Questionnaire Applied to Agency Employees 211

Item Nº 1: Do you consider that there is effective communication between you and your immediate boss in your work aspect?

Table No. 3

Graphic

Communication

78.26% of those surveyed answered that there is no effective communication in the workplace with their immediate boss, but there is with their co-workers; 21.74% who answered affirmatively think that communicating means informing the boss of their activities on a daily basis.

Item No. 2: Do you receive training and training that allows you to offer the customer the expected attention?

Table No. 4

Training Chart

To see the graph select the option ¨Download work¨ from the upper menu

91.30% stated that they have received good training and training from the Agency, which has allowed them to conduct more positive attitudes, thus raising the level of performance and identification with the objectives of the organization, while 8.7 % said they have not received training.

Item No. 3: Do you feel motivated through incentives (salaries, courses, promotions and promotions offered by the organization?

Table Nº 5

Motivation

82.60% of the population o

He pointed out that despite having good training and training for the attention given to the public, management does not take into account the suggestions and contributions that employees consider necessary to improve the quality of the service, while 17.40% said that management takes into account the opinion of the employee.

Item Nº 5: Is there a user manual and does it facilitate the handling of the system by the people in charge of it?

Manual Chart

To see the graph select the option ¨Download work¨ from the upper menu

78.26% thought that if there is a user manual and that it allows good management of the system to carry out the required operations, to attract resources and provide services, while 21.74% thought that if it exists the user manual, but they expressed dissatisfaction because due to the workload they cannot use it.

Item No. 6: Is there a standardized procedure within the organization?

Table Nº 7 - Standard Procedure

Graphic

Standard Procedure

It was observed that 91.30% of the employees believed that no standardized procedure is fulfilled, because each employee works in their own way, while 8.70% believed that they continue with parameters established by themselves.

Item No. 7: Is there a standard format within the organization?

Table Nº 8

Standard Format

Graphic Format Standard

86.96% of the interviewees stated that there are standardized formats, where each area of the Agency has its established format, which allows quality assurance.

Item No. 8: Are you aware of problems that may exist in your area?

Table Nº 9

Visual Management

91.30% of the population is aware of the existing problems in their area, but they do not take the necessary corrective measures due to work pressure, while 8.70% responded that they are not aware of the existing problems in their area. area.

Item No. 9: Does the Agency have a Control and Verification Department, both for materials and for the customer service process?

Table No. 10

NO 22 95.65%

TOTAL 23 100%

Graphic

Control and Verification Points

95.65% of the population believed that there is no Control and Verification Department in the Agency, resulting in a high lack of control regarding the material and everything concerning the customer service process, while 4.35% He was of the opinion that they themselves control the material for the development of their work and the satisfaction of the clients' needs.

Item No. 10: Do you have a single immediate boss and he / she constantly supervises your work?

Table No. 11

Supervisors

Your supervisors

65.22% of those surveyed answered no, that is, they have more than one boss from whom they receive orders and give explanations, in addition to not having any supervision whatsoever; and a minority group of 34.78% of the people answered in the opposite way, since their positions are attached to the Management, which makes constant supervision possible.

Table Nº 12

Comparative Analysis of Parameters

Gemba-Kaizen with the Real Situation

CONCLUSIONS AND RECOMMENDATIONS

Conclusions

According to the analysis carried out and based on the objectives of the investigation, the following conclusions were established:

According to the results obtained in the estimation scale applied to the clients of the institution for the development of the study, the need to improve the customer service of the 211 Barquisimeto Agency of the Banco de Venezuela Grupo Santander was diagnosed, in order to improve the productivity of the institution since it is the clients who will define the future of it.

Similarly, through the scale mentioned above, it could be observed that the delay in carrying out transactions is a determining factor for users when evaluating the institution, and in our case we find that this aspect damages the client-company relationship, since they express general discontent in this regard.

In the same way, the insecurity in the area of the tellers causes that the majority of the users limit themselves in the use of the same.

On the other hand, through the questionnaires made to the institution's staff, it can be inferred that the pressure exerted by management in the labor relationship, coupled with the low motivation towards employees, means that the latter are not in the best conditions as to achieve optimal customer service.

In addition, it was observed that the management does not consider the suggestions made by the personnel in favor of the good performance of the institution, which results in the loss of interest of the employees to apply corrections in the problems that may arise.

Finally, the evaluation of the quality of customer service of the Agency 211

Barquisimeto Banco de Venezuela Grupo Santander, seeks to offer a feasible alternative to improve the existing problem in the institution under the Gemba-Kaizen parameter

recommendations

According to the conclusions of the research carried out, the following recommendations are suggested:

It is proposed to the management of the institution to evaluate the procedures of its transactions and implement a mechanism that guarantees the user a fair waiting time.

Similarly, the hiring of security personnel for the teller area is recommended, thereby making customers feel comfortable when carrying out their transactions.

Likewise, it is suggested to implement motivation and incentive policies towards employees, since a comfortable employee increases their productivity to the maximum. It is proposed to create a suggestion box or delegate the management of the same to a department, thereby managing to take corrective measures on time and improve the quality of the service.

Finally, it is recommended to create standardized procedures that allow staff to perform their activities in an optimal way.

BIBLIOGRAPHIC REFERENCES

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QUESTIONNAIRE ANNEXES

Dear Sr (a):

The following questionnaire, of a confidential nature, is intended to gather necessary information that will serve as support for the research carried out regarding the evaluation of the quality of customer service of the Agency 211 Banco de Venezuela Grupo Santander, under Gemba parameters -Kaizen.

Thanking you for your collaboration, France, Fonseca

Marin, Aurimar

Montero, Maria

Rodriguez, Johana

STRUCTURED QUESTIONNAIRE APPLIED TO

AGENCY EMPLOYEES 211

Read each question carefully and mark your answer with an (x):