The current Project and Engineering Company of MINAG, belonging to the Project Front, was created in 1981 by the Ministry of Agriculture with the aim of assuming the wide variety of Consulting, Engineering and Design services that the sector has demanded since then. agricultural of the country. This Company was initially composed of a National Company and provincial subsidiaries throughout the national territory, later it went through different structures in accordance with the demands of its technical services and currently presents a very similar functional distribution at the time of its creation.
It actively participates in the development of the Investment Process of Cuban agriculture that in 2010 according to the Statistical Yearbook of Cuba (2011) had a volume of investments of 263 million pesos. Its main mission in this sense is to ensure the technical documentation of projects corresponding to the stage of preparation of said investments and in recent years it has been projected in the development of the engineering service with its active participation in the direct advice of the execution of investments through the application of the Integrated Project Management model.
At the end of 2003 and in accordance with the functional structure of the moment, the Pinar del Río, Villa Clara and Ciudad Habana Companies were certified by the ONN, and at the end of 2004 the Ciego de Ávila and Oriente Companies. During 6 years of application, a relative maturity has been reached that plays a fundamental role in the management of processes in the business system.
During 2009, and in view of the conditions of the investment process in the sector, the MINAG proposed a new business structure composed of a Central Office and 14 provincial UEBs and in this context, the ONN, taking into account the complexity of the system, proposed a certification model. multisite that is in full phase of adaptation and harmonization to correct a group of deficiencies that do not fully satisfy the expectations and aspirations of internal and external clients to execute a tight management in order to offer an excellent service.
The Organization's Mission is to contribute to the development of the country's agricultural and forestry sector by working on the conception and execution of the investment process of the Ministry of Agriculture through Consulting, Engineering and Design services, offering high-tech solutions under the principles of sustainability and protection of the environment through the implementation of a certified Quality Management System, with the experience of more than 30 years working in the sector and involving staff through a trust policy,creativity and sense of responsibility to offer the highest quality and efficiency of the service and the obtaining of profit margins aimed at the development of our technological capabilities and it has been proposed as a Vision to be the organization of the Ministry of Agriculture that leads the conception and development of its investment process from the initial feasibility and design stage, directing the execution of the works with its engineering services as well as evaluating the post-investment, applying modern and efficient technologies and implementing and certifying an Integrated Management System to achieve greater rationality and quality technical and economical.directing the execution of the works with its engineering services as well as evaluating the post-investment, applying modern and efficient technologies and implementing and certifying an Integrated Management System to achieve the greatest rationality and technical and economic quality.directing the execution of the works with its engineering services as well as evaluating the post-investment, applying modern and efficient technologies and implementing and certifying an Integrated Management System to achieve the greatest rationality and technical and economic quality.
It currently has the following functional structure:
Organization chart
It presents a series of deficiencies in its operation which are described below:
Regarding the determination and evaluation of the processes of the Quality Management Systems implemented.
- The Quality Management Systems were implemented and certified in 2003 when the organization had a Business Group structure made up of 5 Companies and each of them implemented and certified the system using different methods, which gave rise to various interpretations in the Determination of the processes that in the current structure make it difficult to achieve a homogeneous system that harmonizes concepts, evaluations, work strategies, etc. The process efficiency indicators are not in accordance with the performance standards that are intended to be achieved. It implies that the processes are evaluated with high qualifications that are not in accordance with the results obtained in internal audits of the UEB and the comprehensive control audits carried out by the Central Office.
Regarding the continuity and complementarity between the actions of the management system at the business level.
- The actions of the system at the enterprise level are not coordinated with a view to achieving continuity of analysis. The audits of the different parts do not achieve sequence to achieve the systematic and continuous analysis. Inconsistencies are observed in the chronology of the actions in the different years of the study. The Central Office of the Company does not take into account the analyzes carried out in the UEB as a result of the operation of the implemented QMS. In turn, the UEBs do not take into account in the results of the Comprehensive Control Audits carried out by the Central Office.The checklists used in the internal audits of the UEBs and those of comprehensive control at the central office are not homogeneous and the themes are or are not treated in different ways.• In the analysis of the actions of the system by units in the different years of the study, the lack of systematicity of the actions in the analysis of each of the processes is appreciated.
Regarding the Comprehensive Control Audits carried out by the Central Office to the UEB
- The Comprehensive Control Audits carried out by the Central Office of the Company every six months do not present a process approach. The topics are analyzed by activities, prevailing a functional and departmental approach that according to López (2003) sometimes duplicates the analyzes of the same aspect with narrow approaches and outside the contexts of the processes where they are carried out. They are not taken into account as a reference for prepare the audit the reports of the audit processes and process evaluations carried out in the period by the internal quality management systems of the UEB, so the analysis is not integrated No findings and / or addressed non-conformities are declared towards the UEB's own system requirements or referred to ISO 9001 NC:2008, which makes it difficult to incorporate them into UEB systems that do this addressing.
Regarding your key product realization process
- Irregularities occur in the design verification stages as established in the NC ISO 9001: 2008 standard in section 7.3.5. Regarding the lack of quality and depth, objectivity in the analysis carried out in the Technical Councils. In addition, the records of the verifications carried out in the different stages are not evidenced and / or the non-conformities are not closed within the necessary period, which occurs on a recurring basis. The issue is not systematically addressed in the actions of the system by both the UEB and the Central Office. Summaries of the actions of the system in the UEBs in the years of study are shown in the tables.The scope and specific contents of each specialty in Consulting services are not determined.Engineering and Design, which causes lack of homogeneity in the services provided by the organization in each territory.
Regarding the internal audits carried out in the UEB.
- Not all the processes that occur in the UEB are audited, which means that it is not comprehensive and the continuity of the analysis carried out in the comprehensive control audits carried out by the Central Office is not achieved, in which all the activities that are still carried out are audited. having the limitation of not being focused on processes.
Communication deficiencies
- An advisory process from the Central Office to the Company's UEBs regarding the operation of the quality management system has not been determined, documented and implemented. Isolated actions are carried out that do not fully comply with the objective. There are deficiencies in vertical communication both from the Central Office to the UEBs and vice versa, evidenced by conflicting operating criteria.
Regarding the operation of the Central Office System
- No objective data analysis is carried out by the Central office to determine the causes of the recurrence of non-conformities determined in Comprehensive Control Audits. There are no reports that evidence such an analysis. Only some statistics on recurrence of deficiencies No reviews are carried out by the Management by the General Management of the Company in order to carry out cause and effect analysis of the recurring non-conformities detected in the Comprehensive Control Audits considered as good practice in section 5.6.1 of NC 9001: 2008 and therefore no objective preventive or corrective measures are taken in accordance with the trends shown by the analysis in breach of the mandatory procedure 8.5.2 (Corrective Actions) and 8.5.3 (Preventive Measures).The classic scheme of drawing up a "Plan of Measures to solve the deficiencies of the Control" is followed, which contradicts the philosophy of the Quality Management system proposed by NC ISO 9001: 2008.
The System, therefore, does not fully comply with its role of managing the company's processes and becomes largely formal.
Recommendations for the continuous improvement of the management system
The organization was audited by the ONN at the end of 2010, which granted the certificate of conformity for a multisite system that requires full integration to achieve a rational and homogeneous management through a systemic analysis of all the factors that affect the performance and interaction of the processes of the different structures of the organization that indicate the assumption of a series of integrative actions that are proposed below.
Generic UEB ENPA process map
Homogeneous processes will be determined for the entire system. A single analysis model must be adopted that unifies the criteria for evaluating processes and audits. The following process map is proposed as a model to be applied by all the Company's UEBs.
Generic UEB ENPA process map
Regarding the processes, effectiveness indicators and checklists for audits
In order to achieve homogeneity in the analysis of the processes, based on objective and homogeneous indicators and checklists for the entire business system, a group of topics are proposed that are considered essential for the successful operation of each process.
Strategic processes
Direction management
- Strategies and Work Objectives. Measurement criteria. Internal Functioning.Fulfillment of the Mission.Work plans.Functioning of the Board of Directors.Results and analysis of the plans for corrective and preventive measures of audits, controls and other inspections.Functioning of Collegiate Bodies of Management.Information systems.Ties and relationships with MINAGRIC and other related organizations Reviews by the Management
Key processes
Design and development
- Correspondence of the Design with the client's requirements, legal, regulatory and other requirements Input elements to the project Technical advice made Modifications of the design requested by the client and completed by the Organization Evidence of the corrections made in the Review, Verification and Validation processes, application of Technical Standards, compliance with Regulations, etc. Development of Technical Committees Compliance with the delivery deadlines agreed in the contract Evidence of compliance with environmental regulations in designs Evidence of compliance with OSH standards in projects Issuance of Conformity of the Service provided Customer compliance
Engineering service
- Contracting of Services Compliance with Procedures for Control of Services in Execution Satisfaction of Investments as a result of DIP Services in the programs and Prioritized Investments Contracted values and scope of Engineering Services Measurable results on the improvement of the quality of the works, reduction of budgets and execution times.
Support processes
IT services
1. Application of computing as a system:
- Automation of the links between the different productive and non-productive segments of the company for their maximum use Use of INTRANET as a means of computerization and transmission of information in the company in an automated way Development and access to databases and scientific - technical information centralized through INTRANET Use of group work techniques in the creation of technical works Use of group work techniques to create written documents Use of messaging systems for the transmission and control of tasks Existence and use of the INTERNET Use of e-mail for the transmission of information between the different internal segments of the company.
2. Installation of a computer network that supports:
- Group work with centralized information Technology with speeds that do not limit group work Safe operating system Cabling technology that allows movements in the entity (premises or areas) with flexibility and a minimum of replacement of the same Appropriate wiring coding and the seasons.
3. Guarantee of organization and evolution of computing:
- Organizational structure that guarantees the introduction of development and feedback with solution of the problems of the different segments of the company (technical - productive, economic - accounting and others) Carrying out the functions of direction / management / CADD / CAE / OFIMATIC. Establishment and implementation of a policy and plans for continuous training of personnel in the use of information technology in the different segments / activities of the company Personnel certified or accredited by recognized entities or firms in information technology issues Existence and use of an information fund computer scientist - technician in computer media (hardware) and programs (software)
4. Level of development of the use of information technology:
- Existence of a comprehensive conception and strategy for the introduction, maintenance and updating of computational media (hardware) Standardization of computational media and its components Existence of a comprehensive policy and platform in computer programs / applications in the different work spheres of the Company Introduction of computer applications / programs in the different spheres of work of the company according to the established policy Use of CADD / CAE / OFIMATICA computer application systems based on their respective compatibility Standardization of the operating system on workstations Establishment coding of files and work folders in all segments of the company. Standardization of the use of graphic and written documents.Establishment of quality assurance and control systems that guarantee efficiency in the creation of files and their maintenance Establishment and application of normative documents and procedures that guarantee the efficient application and evolution of this technology Existence and compliance with symbology regulations, format and others in the development of graphic documentation.
5. Use of computer resources:
- Distribution of computational resources according to their level of use in the different spheres of the company Use of equipment in a way that involves saving materials and time Automation of printing of plans and control of supplies
6. Computer security system:
- Existence of an IT security policy in the company Implementation of the IT security policy in the company in its internal system and in its links with the exterior Existence of a grounding and lightning protection system with the required design and parameters.
Scientific Technical Information Management Process
- Domain of Infosources and infotechnologies Promotion of institutional information sources Selective dissemination of information Design and development of internal databases Optimization of the organization's information flows Information retrieval Use and design of information systems Informational optimization of the process decision-making in the organization Systematic search of information Review of specialized literature Production of indexes, bibliographies and catalogs Use of external databases Management of information resources Prospecting and updating work Production of summaries and reviews.Optimization of informational functions. Design and marketing of information products. Production of commercial databases.
Insurance and transportation process
- Definition of the fundamental support services for Production, Storage Standards, Food, Office supplies, Spare parts for automotive transport, Automotive Park, Technical inspection, Consumption rates, Fuel allocation and control, Automotive transport documentation. Compensated vehicles, construction of homes, legal documentation, compliance with the physical plan and values, electricity consumption, work environment
Human Resources Process
Competition
- Labor Competency of the staff Compliance with training plans Training effectiveness
Management of human resources
- Recruitment of Human Resources Management of Supplies for Recruitment Employee Performance Evaluation Payment Systems
Infrastructure and Work Environment
- Infrastructure Environment Work
Training
- Training Plan Performance evaluation Competence matrix Identification of training needs
Evaluation of the Impact of Training.
Accounting and Finance Process
Planning and Statistics
- File of documents, guidelines, and legal provisions of business planning File of business planning Control over the behavior of the plan Control of the PIGD Control of the investment plan and its execution Housing plan. Files. Execution control. Plan of measures to save energy carriers. Analysis and control of its application Control of energy carriers Informative discipline.
Finance
- Control of issuance of checks, transfers, others Control of advances to justify, expenses of subsistence and minor payments Bank reconciliation Fulfillment of the division of functions Code of conduct of the cashier. Act of establishing responsibilities. Cash security conditions. Updating of records and banking sub-majors. Reconciliations of operations between dependence on monetary means. Preparation and control of cash flows in CUP and CUC Control of accounts receivable and payable in CUP and CUC Customer and supplier files Control of authorized signatures of cash and bank operations Control of magnetic fuel and services cards Control of value documents Control of bills of exchange and bills of exchange and payment.Control of collections and advance payments Accounts receivable in litigation and judicial process. Monitoring and control of its evolution.
Accounting and Prices
- Has up-to-date finances and accounting consultant
Legal process
- Economic contracting Contracting committee Real estate Legal disclosure Application of disciplinary measures Basic legal file
Frame Process
- Improvement of the Board Bodies of State and Government Entities. Designation Functions, Powers and General Structure Movements (Leader and Officials) Implementation of measures to Strengthen the Work of Reserves Preparation and Improvement of Staff, Leader, Officials and their Reserves Code of Ethics Disciplinary Measures Comprehensive Program of Attention to Women Family Relationships in the Entity Attention and Stimulation Information
Management review
The Management Review will become the fundamental tool of the Management at the different levels to coordinate, direct and control the quality management system of the Organization's units. The vital issues that characterize the operation of the system must be addressed both in the EUB and in the Central Office of the Company and will have a semester cycle as the closing of the analysis of the operation of the periods.
The topics to be discussed will be the following:
- Results of audits carried out Compliance with the Quality Policy and Objectives Customer feedback Process performance and product compliance Status of corrective and preventive actions Follow-up actions from previous management reviews Training plan Changes that could affect the quality management system Recommendations for improvement Resource needs
Product realization process
As a key process of the organization, a homogeneous flow chart will be adopted for the entire structure of the organization that contains the fundamental stages to be completed in order to carry out a design process in which the corresponding verifications and validations will be carried out at each stage.
Product realization process
Implementation of the certificate of conformity of services
In order to achieve greater responsibility of the parties involved in the process of making the product, the final issuance of a certificate of conformity is proposed for each of the services performed by the organization, for which the following application-based registration is proposed of NC ISO 17 050 -1: 2005 and NC ISO 17 050 - 2: 2004:
Implementation of the certificate of conformity of services
Schedule of actions of the Business Quality Management System
With a view to achieving a continuous cycle of the system based on the systematic and complementary nature of each of the actions of both the UEB and the Central Office of the Company, the following schedule is proposed.
| Actions | Jan | Feb | Sea | Apr | may | Jun | Jul | Aug | Sep | Oct | Nov | Dec |
| UEB internal audits | x | x | x | |||||||||
| Central Office Comprehensive Control Audits | x | x | ||||||||||
| UEB process evaluations and Central Office | x | x | ||||||||||
| Reviews by the UEB Directorate and Central Office | x | x | x |
- The internal audits of both the UEB and the Integral Control of the Central Office will start from the analysis of the results of the audits and previous actions of the system. The process evaluations will take into account the results of all the audits carried out in the period.
The Reviews by the Management will be carried out at the end of each semester and will take into account the results of all the actions that occurred in the period with a cause and effect analysis to achieve the closure of non-conformities and the achievement of continuous improvement of the system.
Bibliography
- Statistical Yearbook of Cuba year 2010, (2011) National Statistics Office Berry Thomas (1993): How to manage the transformation towards total quality Mc graw Hill México Crosby P., (1979), Quality is free, Mc Graw Hill, USA Deming WE, (1982), Quality, productivity and competitive position, Cambridge University, USA Deming WE, (1986), Out of the crisis, Mit Center for Advance Engineering Studies, USA..De la Nuez Hernández, Diana., (2003), Quality management model for Cuban project companies, Faculty of Economics, University Center of Pinar del Río. Decree Law No. 252 (2007) “On continuity and the strengthening of the Cuban Business Management and Direction System ”, Council of State of the Republic of Cuba Decree No.281 (2007) "Regulations for the Implementation and Consolidation of the State Business Management and Direction System", Executive Committee of the Council of Ministers. Report of the Business Improvement Commission of the Project Front (2001). López Díaz, Novilio (2003): Management in the Villa Clara Agricultural Projects Company, ISO 9000: 2008 standard. (2009) Quality management systems - fundamentals and vocabulary. (2009) National Standardization Office, NC / ISO 9001: 2008 standard. (2009) National Standardization Office, Ordóñez Acosta, J., (1989): Quality circles and their influence on the company. Senior Management, nº 146 pp. 285-292. Prado Prado Jose Carlos and Fernández González, Arturo José (1999): "Documentation and implementation of the quality system: A methodology for SMEs." Senior Management 1999 Year XXXV nº 206 Jul-Aug.Shewhart, Walter A (1939):. "Statistical Method from the viewpoint of quality control" New York.
