The Álvarez mechanical workshop is located in the city of Las Margaritas, Chiapas. It was founded in 1993, through its owner Rodolfo Álvarez Pérez, due to the need that arises to provide service for tractors, as well as to promote social development within the city.
The workshop provides the repair service for diesel and gasoline machinery. Among the most outstanding activities are the repairs of truck transmissions and engines called volteos.
OBJECTIVE
Establish the need to implement a quality system of continuous improvement and apply knowledge acquired in class, implementing a quality management system that carries out the expectations of the microenterprise we evaluate.
MISSION
With the aim of contributing to ecological well-being and fostering a spirit of continuous improvement among the family that makes up the institution, with a sense of cooperation, help and mutual assistance, committed to sharing information and knowledge in order to provide an efficient service, with quality that meets the needs and expectations of our customers and solve their problems.
VISION
To be the leading and reliable association for the provision of automotive, professional and prestigious services in the city.
1.0 DESCRIPTION AND DISTRIBUTION
The workshop is made up of a chief mechanic whose role is performed by the owner of the workshop. In turn, this is commanded by three trained mechanics, as well as an administrator who is in charge of the workshop's resources. The workshop is located at 2ª calle norte poniente No. 3, Colonia Centro (see figure 1)
- Tool storage Warehouse Maneuvering yard Bathrooms Work area
Tool store: It contains a series of equipment for the elaboration of work among which hydraulic jacks, manual tools of different sizes, electric tools such as grinders and polishers stand out.
The warehouse: Stores tractor parts, such as differentials, gearboxes, diesel and gasoline engines, to name a few.
Maneuvering yard: It is where the vehicle can be placed in the correct way to work. It also contains a series of columns that suspends a pulley to lift motors and pieces to chock the trucks to a certain height with the help of hydraulic jacks.
Bathroom: It has the necessary elements, drainage, water.
Work areas: consists of tables, containers and the necessary equipment for the elaboration of work, such as disassembling and assembling.
Distribution plan is the location of the spaces in relation to the aforementioned.
1.2.-PERSONNEL ORGANIZATION CHART.
2.0 WORKSHOP ANALYSIS.
The mechanical workshop described above does not use any quality system, so it is essential to start suggesting the implementation of a system efficiently, compare the conditions it presents with those generally expected in an establishment of this type.
In relation to the above, we endeavor to base the analysis of the establishment on five aspects that we have chosen in order to encompass the possible situations that arise in it.
2.1 ASPECTS TREATED ARE THE FOLLOWING:
- Work team Workshop space Staff: attitude and training Activities Hygiene and safety.
Work equipment. In general, the workshop has the necessary manual and electrical work equipment for assembly and disassembly tasks, used in the machines to be repaired with an estimated operating time to perform the work efficiently, and therefore, use the appropriate movements in the handling of each tool.
Workshop space. The workshop space is given by the parameters defined by the maneuvering yard. This has dimensions 12m wide x 25m long, which implies an adequate space for the placement of larger vehicles, as well as to carry out the necessary maneuvers to carry out a job.
Personnel: attitude and training. Addressing this point, the workforce made up of five elements, has the attitude and the ability to perform the type of work that is presented, such as from a low tonnage vehicle to a tractor, depending on the type repair it. But this does not imply that it has the necessary information regarding contemporary knowledge of what it entails to raise and continue a quality management system.
2.2.DIAGRAM OF CAUSE AND EFFECT.
According to the diagram presented we can define the following parameters.
2.3 QUALITY PARAMETERS:
- Establish the necessary processes for the quality system and its application Determine quality sequence Determine control methods and criteria Ensure availability of the company Carry out monitoring and analysis Implement actions necessary to achieve planned results
2.4 ACTIVITIES
Due to the importance of knowing all the activities done in the workshop, the main activities are listed below:
- Tunings Engine adjustments (Diesel and gasoline) Transmission system repair Axle system repair Foreign repairs
Tuning: it is a service that consists of the analysis of injection pumps, filters, lubrication of fittings or bearings, changing spark plugs, among others. Diesel engine analysis: piston adjustment, injectors washing, timing adjustment, compressor and turbo analysis are contemplated. The gasoline engine works with more elements
The transmission system: includes repair of gearboxes, differentials, cardal shafts, sheath spikes, among others.
Repair of the axle system: the greasing of bearings or bearings, brake adjustment and steering system adjustment are carried out.
Foreign repair: consist of any repair of those already mentioned in any part of the state. The factors that intervene in this are the time to carry out the indicated work, the conditions of the terrain and the climate, as well as the distance that exists between the cities to work.
In general, the activities are carried out considering the importance of the same, the knowledge and the appropriate tools. For the quality of this it is necessary to know the aspects mentioned to give a good service it is necessary to know the type of work in which they will result in time.
Hygiene and safety. Within hygiene and safety we have found that the work area is in many parts untidy; In the maneuvering yard it is seen that there are large pieces that can be used to raise, or as it is commonly mentioned, to lift an axle, which could cause a serious accident.
Within this point, the lack of an assistance team in case of accidents should be noted, as well as the lack of location signs and necessary evacuation routes in case an accident occurs. The lack of fire extinguishers and a first aid kit makes us think about the little prevention and care for all the workshop workers.
Regarding the apparatus and machines used, some of them recognize the lack of specifications that recognize the type of current used, the required voltage, the type of electrodes to be used (specifically welding plant), an instruction manual for use and maintenance.
The ventilation and lighting of the workshop are good and in this sense there are no problems in the use of each of the equipment to be used.
The waste from the engines (in this case oil) is taken and stored in a container located in the winery, to later be used in the sawmills of the same community to cure wood, so this ensures that the environment is not affected.
The scrap that is originated by the same vehicles is carried by the recycling trucks for its use in the elaboration of mechanical parts called spells.
Given the above, we are willing to suggest a quality management system based on the following parameters.
2.5.-CONTROL OF ACTIVITIES AND SERVICE.
Symbology of the activity diagram.
Below is a comparison of service within the city to a specific city.
The tables above show us the average data, as well as the costs that each type of service requires. As we were able to verify with the workers and the business owner, it would be impossible to perform efficiently if the time shown here is to be shortened, since the steps previously explained in each of the steps are explicitly necessary for each type of work. activities, and this requires great care.
Thus, we must note that the transfer time from the workshop to any other city will be affected by different situations beyond the control of the staff, and therefore, this will vary according to what arises.
* Note: repair costs and travel time have been estimated, taking as an example the services performed in the city of Tuxtla Gutiérrez
2.6 QUALITY COSTS
In attempting to measure quality management, we must evaluate the estimated quality costs required to guarantee service. Sticking to reality, we will have to note the costs of quality in terms of prevention costs and internal losses.
Within the prevention costs, we must take into account the expenses that the required training courses will generate. The expenses of transportation to possible semester or annual events, the entrance costs to the events, as well as the lodging and food expenses, will generally cause an outlay of $ 1,500.00 to $ 3,500.00; With which we can conclude that only one of the best elements of the workshop can be given the opportunity to stimulate him and that upon his return to this, he shares his experiences and fosters that environment of search for knowledge.
Also, keep in mind that hygiene and safety expenses commit an average of $ 400.00, taking into account all the location signs to be placed, the safety equipment to complement with some units and the hygiene elements required to have the bathroom in good condition (soap, water, disinfectants).
Regarding internal losses, we find that per month losses can be generated on average in the amount of $ 20 0.00. This is due to the unintentional damage that the mechanic can cause to a part, as well as the extensions that have to be made to complete a repair.
2.7. WORKSHOP TEAM.
The basic tools of the mechanical workshop can be classified into four different groups. In the first place, we can mention the so-called cutting tools, which are used to work materials that are not harder than normal unhardened steel.
As manual cutting tools we can mention the following.
Hand saw, file, drill bit, tap, reamer, tap, scissors, cold cutter, burin, shear, pliers.
Secondly, you can consider the tools that are used to clamp parts or screw parts. The following can be considered in this group.
Wrench, pliers, screwdriver, vise, rivet tool.
Third there are a number of diverse function tools that can be cataloged in a chapter of several, these tools are as follows.
Hammer, mechanical puller, numbers and letters to engrave, cylindrical punch, hoist, gramil, scribe, compass, hydraulic jack, hydraulic lifting table.
Fourth, the most common measuring instruments in a mechanical workshop can be mentioned as basic tools.
Graduated ruler, tape measure, goniometer, caliper, micrometer.
2.8 TRAINING AND STAFF.
The courses should aim to:
- Prepare the worker Prevent risks at work Increase efficiency In general, develop the skills of members for performance.
For this purpose, workers are committed to:
- Punctually isolate the courses that are taught Comply with the respective programs Present evaluation of knowledge and aptitudes In general, attend to the indications that are entrusted to the objective.
PERSONAL.
Understand the following points for a good improvement.
- Innovate Continuous improvement Knowledge of the entire organization Self-confidence Must be managed with a large dose of leadership Fear at work must be eliminated Interdepartmental barriers must be removed.
Therefore, a training program is proposed that consists of:
- constantly assess the level of understanding adequate the level of training for the participants present a limited number of concepts at a time separate the learning tasks into several simple concepts involve all workers (so that everyone participates actively, not just observe an individual's demonstration) stimulate the participants to ask questions about the topic.
As in any circumstance related to learning, workers will feel better if the manager is kind and shows patience. Honest and deserved praise also helps.
During training, explanations and demonstrations are very important, but workers remember information better when they apply it. In the early stages, practical methods perform better than theoretical ones.
2.9 HYGIENE AND SAFETY.
For hygiene and safety we have suggested the following:
1. Keep the workplace clean and orderly, avoiding or, where appropriate, collecting, possible spills and spills of used products, as well as chips that may have fallen to the ground.
Keep machines and tools in good working order and prevent cables and accessories from invading the ground and walkways.
2. Prevent bumps, falls and trips.
3. All machines must have:
- EMC marking Instruction manual Maintenance book
4. The machinery control elements must be clearly visible and well identified.
5. Respect the safety signs.
6. Avoid direct skin contact with engine coolants. In cases where it cannot be avoided, use gloves or creams.
7. Do not carry out welding work or use open flames or ignition sources, in places close to flammable products storage, engine test benches, etc.
CONCLUSION:
Thanks to the above, we have been able to exercise the knowledge that was acquired in class. Much of this is due to the fact that we had the opportunity to get in touch with the expectations of an establishment, we jointly develop new learning and we always have the confidence that this would help improve the quality of service.
We are aware that, although it will be an arduous task, the commitment to manage quality in the establishment has been created. We were thus able to be satisfied with the countless experiences.
Within the implementation of the quality management system, the search to improve the hygiene and safety of the establishment was what provided the greatest effort. Contributing to the organization of the use of tools and the correct use of elements for the repair of automobiles, the correct location of residual materials, greatly favored the improvement of quality. Also, the improvement within the attitude of the staff and the stimulation to acquire more and better notions in the matter, greatly influenced the improvement of quality. The staff has been very interested in this research, many expectations have been raised within the interest of collaboration and it is therefore expected that the number of clients will increase with this.
Unfortunately, the downside this may encounter is time; but they trust in the ideals and the impetus of all those involved, and we do not doubt that we will soon have news of the development of the workshop.
Finally, we thank all those who allowed us to carry out this research, since thanks to their kindness and understanding we were able to rescue the best of this subject.
BIBLIOGRAPHY
CORDOBA, ALONSO. LABOR RELATIONS SYSTEM. TRAINING SUBSYSTEM ED. THRESHING. 1982. MEXICO, DF.
MONTERO PEREZ, PEDRO. WORKSHOP ENGINEER'S MANUAL. VOLUME 1. ED. GUSTAVO GIL SA BARCELONA 1991.
LARA FLORES, ELÍAS. FIRST COURSE OF ACCOUNTING AND COSTS. ED. THRESHING. MEXICO, 1979.
DENNIS G. ZILL. QUALITY MANAGEMENT. ED. IBEROAMERICAN. 1997, BARCELONA.
BIBLIOGRAPHY
CORDOBA, ALONSO. LABOR RELATIONS SYSTEM. TRAINING SUBSYSTEM Ed. TRILLAS. 1982. MEXICO, DF.
MONTERO PEREZ, PEDRO. WORKSHOP ENGINEER'S MANUAL. VOLUME 1. ED. GUSTAVO GIL SA BARCELONA 1991.
LARA FLORES, ELÍAS. FIRST COURSE OF ACCOUNTING AND COSTS. ED. THRESHING. MEXICO, 1979.
DENNIS G. ZILL. QUALITY MANAGEMENT. ED. IBEROAMERICAN. 1997, BARCELONA.
Mario Alejandro Alvarez Pérez Cesar Augusto Flower beds Luis Eduardo Rojas Villarreal
Contributed by: Octavio Rolando Lara Martinez
