Matrix of limitations and overcoming barriers for business analysis

Many organizations are very concerned and fearful of changes, since they generate a great impact on their processes, people and systems, which represents a great challenge today, due to the need to adapt to market requirements, which allows you to generate higher profits and productivity, and to be able to minimize expenses, wasted time, reprocesses and dissatisfied customers, therefore, an objective study and adaptation of the organizational architecture is necessary to guarantee sustainability and profitability in the market.

With the application and integration of the eclectic methodology (custom designed), based on the orientation of philosophies such as: Lean, Six Sigma, 5S, BPM, SOA, Web 2.0 and process documentation, supported 100% with the technologies of information and communication, the best results can be obtained in the face of the demand for organizational limitations of processes, human talent, marketing, strategic planning, among others, making the transcendental transformation in the improvement and total quality of its products and services reaching the highest level of organizational maturity.

In order to analyze in detail the possible limitations present in the organizations, viable alternatives were established to overcome them, as well as the benefits to be obtained as results of the recommended improvements.

General scheme of limitations vs. Overcoming barriers by analyzed areas

Limitation matrix vs. Overcoming barriers

The matrix of limitations vs. Overcoming barriers, it presents, in the first instance, the most common or daily limitations, which are present in the vast majority of organizations on a larger or smaller scale, regardless of size or branch of the same. Subsequently, the possible alternatives to be applied are described, to overcome these barriers and finally there are the benefits to be obtained, by applying the appropriate measures to solve or overcome these limitations.

The limitations described here are broken down or structured according to the following scheme:

Processes, Human Talent, Marketing and Strategic Planning.

Processes

It contemplates the day / day present in organizations, mainly in the key or core processes of companies, which affect the quality of products and services that go to an end customer, putting companies that do not take the initiative in a timely and accurate manner.


Present limitations	Overcoming barriers	Benefit
Bad location of resources and / or materials vs. Workstation, excess movement due to transfers	1. Workflow study (time) 2. Reorganization and redistribution of machines, tools and jobs	Increase productivity, save time and resources, and achieve more effective management.
Inventory (losses, deterioration, physical mismatch vs. system)	1. Statistical analysis2. Establishment of control metrics 3. Improvement plan 4. Measurement of indicators 5. General and specific operational plan 6. Inventory Policy Design	1. Formalization and standardization of the inventory process through process control methodologies and instruments.2. Reduction of losses, returns and dissatisfied customers.
Overproduction (is produced or acquired, more than is sold)	1. Statistical analysis2. Establishment of control metrics 3. Improvement plan 4. Measurement of indicators 5. General and specific operational plan 6. Design of purchasing policies and manufacturing planning	1. Storage cost control2. Formalization and standardization of the inventory process through process control methodologies and instruments.
Reprocesses; excessive workflow of repetitive tasks or duplication of jobs	1. Statistical analysis2. Standardization of processes	Formalization and standardization of the process through process documentation methodologies and instruments .
Bottleneck; own of the process or of other internal suppliers	1. Statistical analysis2. Establishment of control metrics 3. Improvement plan 4. Measurement of indicators 5. General and specific operational plan	Optimized and standardized processes, with the application of continuous improvement and total quality methodologies
Delays in delivery times to the end customer	1. Statistical analysis2. Establishment of control metrics 3. Improvement plan 4. Measurement of indicators 5. General and specific operational plan 6. Definition of logistics policies	Strengthening the business strategy, aligned with the strategic objectives and minimizing the risk of customer losses and merchandise returns
High volumes of waste	1. Statistical analysis2. Establishment of control metrics 3. Improvement plan 4. Measurement of indicators 5. General and specific operational plan 6. Incentive policy to minimize waste	1. Formalization and standardization of the process through process documentation methodologies and instruments . 2. Sense of belonging and staff awareness
Lack or deficiency in the knowledge of the processes, (inputs, process and outputs)	Process modeling design according to the value chain, with definitions of scope (goals, indicators and responsibilities)	Standardization and formalization of all strategic, primary and support processes, breaking down in detail the scope, responsibilities, inputs, outputs, internal and external customers and suppliers, focused on the value chain.

Human talent

Taking as a premise that human talent is a fundamental part within organizations, because it represents a very important asset. If the staff is not continuously trained, motivated, sensitized, oriented and led, it is difficult for them to carry out their functions optimally, which creates an unstable organizational climate or panorama. It is human talent, which makes it possible for processes and systems to be integrated, to give the best results in achieving the strategic objectives of any organization, therefore, it is necessary to start from the premise of developing and enhancing organizational values, to lead a positive change proactively and impulsively, that responds to the great challenges and demands of the market.


Present limitations	Overcoming barriers	Benefit
Lack of knowledge of key functions of each job	Continuous training in key functions of the positions	1. Personnel with the appropriate competencies to fill and develop a position profile.2. Better performance in the fulfillment of their functions and responsibilities. 3. Personal growth and development, covering the career path or ladder.
High staff turnover, Lack of a sense of belonging, Demotivation	1. Workshop on the integration of personal, organizational and social values.2. Staff Incentive Policy	1. Increased motivation, sense of belonging, teamwork, leadership, organizational climate, among others.2. Sensitization to personal, organizational and social development. 3. Behavioral changes with the 100% positive approach, higher performance.
Lack of knowledge of the functions and responsibilities of the position, excess of tasks to the personnel or otherwise	1. Evaluation of tasks by functions (Hrs / task) performance measurement.2. Job descriptions. 3. General and specific organization chart.	1. Personnel with well-defined tasks, responsibilities and scopes.2. Manual of job descriptions aligned to the functional requirements of the processes. 3. Organization chart aligned with job descriptions, structured from general to specific, occupants by position.

Marketing

This approach is aimed at positioning in the market through impact advertising that seeks to cover and expand large masses to publicize the products and services offering that could cover a certain sector of demand.

Present limitations

Overcoming barriers

Benefit

Market scope limitations (positioning in print and / or digital)

Advertising strategies for market positioning with web 2.0 technology through the most

effective social networks, as well as traditional media

1. Positioning in the market by segments (geographical area, ages, sex, routes and distribution centers, among others) at

the local, regional, national level.2. Web 2.0 with availability to share information online 24/7 worldwide.

3. Increase in the client portfolio.

4. Increase in sales volumes.

5. Growth in brand and institutional image.

Strategic planning

As a strategic and fundamental process, which leads the transcendental changes in every organization, it is the one who dictates the rules, guides, plans, strategies, goals, starting from the organizational principles, followed by business plans, strategic plans, general and specific operating plans., covering as a whole all levels and members of the organization, for which, it is imperative to be extremely clear, with the past, current and future values, to adapt to constant market changes and guarantee productivity, profitability and business sustainability.


Present limitations	Overcoming barriers	Benefit
Lack or weakness in the definition and / or application of policies that describe the action guidelines regarding; objectives, strategies and goals of the short, medium and long term plans	Definition and / or adaptation of organizational policies, which establish the action guides for each of the executing processes	1. Formalization and standardization of strategic, tactical and operational guidelines applicable to all processes.2. It considerably improves effective communication between members of the organization. 3. It considerably improves the organizational climate, since everyone handles the same information regarding compliance with business guidelines.
Null or almost nil participation in tenders in the market	Definition and development of the Business Plan	Greater possibilities to increase participation in bids or contracts of great importance and impact on the market.
Financial Support Limitations for Large Investments	Definition and development of the Business Plan	Increase in investment possibilities through a financial support instrument based on an objective study of the organizational mission and vision.

General recommendations

Establish short, medium and long-term plans, with goals and management indicators, in order to monitor and control the execution of processes Maintain fluid communication with all members of the organization through leaders of the processes, in order to be able to take into account the different opinions and brainstorming. Know well or diagnose the current situation of the processes, to be able to determine the possible improvements. Follow up on compliance with the improvements through periodic reviews, Integrating all staff for each process Continuously training staff so that they develop their profiles in the positions held and can grow organizationally Generate a culture of process management and total quality, supported by improvement methodologies,supported by sound documentation that will be the guide that supports each of the activities to be executed.

Blessings and successes to all!