The changes in the global environment that take place from the 70s shape a business world in need of new ways of operating. Companies change or must change their organizational systems, adapting to the new situations caused by the current environment.
This reality requires adequate business responses that enable companies to survive in competition, and logistics tries to respond to the needs of this new environment.
This reality reaches the Cuban business society tied in time to a globalized world dominated by economic powers which impose their strategies to the detriment of the poorest countries.
business organizationIt is thus, in these circumstances, where the Cuban business community is obliged to search for superior efficiency and an increase in labor productivity that allow us to advance in an accelerated manner while at the same time approaching the economic and social development that the people deserve. and needs.
For these purposes, the knowledge, implementation, execution and adaptation of all the resources and techniques that logistics has developed in recent times could be, a priori, a "magic" option to which to resort. However, in many cases of our reality it is impractical mainly due to:
- The high cost associated with the implementation of these techniques. The high level of computerization necessary on which these new techniques are based and developed. The high degree of organization required of the company.
An effective alternative to this dilemma could be to combine these new techniques with resources developed by the study of work since the beginning of the last century that allow us to determine efficiently and at a low cost the method reserves and the expenditure of work time that the company has. business.
For this, the techniques of instantaneous measurements or work sampling has been developed in Chapter II, which will allow us to determine the use of the working day of the personnel who work in the job chosen for such purposes, likewise, through the SIMAN software it will be possible to simulate the market purchasing system implemented in the Center. With the statistical techniques of multiple linear regression analysis, the combination of variables that together offer the greatest contribution to the response variable can be determined.
Chapter I is intended to characterize the center where this study is carried out and the job position in the purchase process in place.
Chapter III is destined to the analysis of the results obtained in Chapter II, as well as the determination of the causes that caused it.
The Working Day1
Task-related work time (TTR) 1
It is the one that the worker uses in the preparation, fulfilling direct and necessary assurance of the production or service task, which must be executed in the job that he occupies, according to the Characteristics of the work process and its classification (as established by the job qualifier).
It has three fundamental components, which are:
- Final preparation time (TPC) Operating time (TO) Service time (TS)
Non-task related work time (TTNR) 1
It is the time that the worker invests in tasks not foreseen in their work content, whether caused by fortuitous production needs, deficiencies in work organization or violation of technological discipline.
This work expense for a given operation only when the technical-organizational conditions are optimal.
Regulatory outages time (IRR) 1
It is the time that the worker does not work for reasons foreseen or inherent to the work process itself. It has two fundamental components that are:
- Regulatory interruption time due to technology and established work organization (TIRTO) Rest time and personal needs (TDNP)
Non-regulatory outage time (TINR) 1
It is the time that the worker does not work due to alteration of the normal work process. It has four components that are:
- Time of interruptions due to technical-organizational deficiencies of the process (TITO) Time of interruptions due to violation of labor discipline (TIDO) Time of interruptions due to casual problems (TIC) Time of interruptions for other organizational causes (TIOC)
Instant Observation or Job Sampling Techniques1
It is known that the analysis and study of a certain set of things is possible by observing a part of its elements, determining the characteristics that we seek in our study in the whole set.
For the analysis of the use of the working day, a probabilistic sampling is carried out, since the characteristics of this method are optimal to apply them to this objective, thus achieving the results with a certain degree of reliability and precision.
In general, the method consists of calculating, through certain expressions, the number of observations to be made, then certain hours are randomly taken to begin observation tours in which it will be noted whether the observed equipment or the workers are inactive or active.
If the sample size is large, let's say> 100 observations and the value of p is an intermediate value that does not occupy the extremes of the distribution 55 <p <95%, we can approximate the binomial to the normal distribution. And both conditions are met in our case.
The standard deviation and sample size of said distribution will be given by:
The confidence level is the probability of registering elements that belong to the distribution we are studying.
Precision is the relative error that we must allow ourselves in our work, that is, it is the relative discrepancy between p1
S =
- Determination of the objective of the study Setting the sampling design Setting the values of the level of confidence and precision Calculation of the number of observations Obtaining the random instants Carrying out the observations Recalculation of N. Daily control chart Graph cumulative control. Final precision calculation. Analysis of results.
Definition of service
Service: it is something that is produced and consumed simultaneously. A service, therefore, never exists, you can only observe the result after the fact. The service is made up of acts and interactions that are social contacts. The service is more than the production of something intangible, it is social interaction between the producer and the client1
Main Facts about the Center
Center Name: Placental Histotherapy Center.
Downtown Location: Calle 173 and Autopista Novia del Mediodía, Valle Grande La Lisa
Corner 43 calle 18 Playa
Code of the Political-Administrative Division: 300.0.7310
Approximate extension: 25,000 m
Number of workers: 175
Social Mission:
The Placental Histotherapy Center, in Havana, Cuba is an institution dedicated to the search for new medicines and cosmetics from the human placenta. It was created on April 25, 1986.
Currently the center is made up of two areas dedicated to the following activities:
Research and Clinical Services:
- Clinical services for Cuban and foreign patients affected by Vitiligo, Psoriasis and Alopecia. Search for new drugs and cosmetics in the human placenta. Optimization of currently established treatments for Vitiligo, Psoriasis and Alopecia. Post-graduate medical teaching.
- Marketing of products derived from the human placenta Production of medicines, cosmetics, nutrients and diagnostics extracted from the human placenta, Technological scaling of new products.
Values that the Center creates annually:
MN: 1079.84 MMP MLC: 1042.8 MMUSD
Clinical Plant
Production of medicines: Production of medicines:
MN 940.6 MP MN: 139.24 MP
MLC 414.2 MUSD MLC: 440.6 MUSD
Inquiries: 93.2 MUSD
Treatments: 94.8 MUSD
Description of the purchase process in place of the ATM area of the Commercial Sub-Directorate
Process:
- Upon receipt of a purchase request in place, its corresponding purchase order number in place (OCP) is assigned. The details of the purchase request are recorded in register COC-02 "Control of purchase request in place".
2- The ATM technician prepares the original COC-04 “Request for place offers” register and a copy, giving it to the ATM technician responsible for the purchase for the processing of the corresponding offers
- The purchase file is opened with its corresponding record COC-11 "Incident sheet" and a copy of each document is received as appropriate. Once the offer (s) is received, the record COC-07 "TECHNICAL EVALUATION OF OFFERS ", deliver them to the applicant for review and return within 7 business days, this step is recorded in the COC-12 register" Control of purchase documents ". If the applicant's decision regarding the evaluation of the offer is to buy, the registration COC-13 "Purchase Authorization or Purchase Cancellation in Place" is prepared in original and a copy. It is delivered to the Economic Sub-Directorate for approval, it will also be approved by the Directorate for the preparation check and proceed to make the purchase.If the decision regarding the evaluation of the offer is to cancel, it is saved in the purchase file for any consultation and / or review.If the decision regarding the evaluation of the offer is to modify or add, the supplier the pertinent clarification by means of the COC-07 registry and the steps are repeated from point 6. If the decision after the technical evaluations is to CANCEL the purchase request, the COC-13 registry “Purchase authorization or Cancellation of buy in place ”and keep it in the purchase file for any consultation and / or review.The relevant clarification is requested from the supplier through the COC-07 registry and the steps are repeated from point 6. If the decision after the technical evaluations is to CANCEL the purchase request, the COC-13 registry "I authorize of purchase or Cancellation of purchase in place ”and keep it in the purchase file for any consultation and / or review.The relevant clarification is requested from the supplier through the COC-07 registry and the steps are repeated from point 6. If the decision after the technical evaluations is to CANCEL the purchase request, the COC-13 registry "I authorize of purchase or Cancellation of purchase in place ”and keep it in the purchase file for any consultation and / or review.
Definition of the problem
This is demonstrated in the complaints received from other areas of the plant, which are fed by the buyer's work because they depend on supplies and supplies, in general.
To determine the causes that influence the Purchase Time, we worked fundamentally to determine where the largest reserves are or which part of the process is the one that most affects this time. To make decisions to decrease it.
Determination of the mathematical model
If we are talking about the total shopping time, it is because this time is the sum of other times, so the determination of a mathematical model by which the total shopping time can be estimated was sought. Therefore, if the time of each part of the process is taken as an (independent) variable and the total purchase time is taken as a dependent variable, we could estimate this as a linear combination of the others.
For this, the multiple linear regression technique was used and within it the stepwise method, which gives us the possibility of entering and removing variables to the model until obtaining the combination of variables that make a significant contribution, a in the presence of the others, that is, this model tells us which parts of the process are the determining factors in the total purchasing cycle in which we must continue with the analysis and delve into the causes that cause these times and work to reduce them.
To carry out the experiment, 4 variables were defined:
Tt: Total time of the purchase cycle.
Ts: Check request time, the time between when a purchase request is received and a check request is made to the economic area.
Te: time in the economic area, time between the economic area receives the check request and returns the check to the commercial area.
Tc: Purchase time, is the time between the receipt of the check from the economic area and the purchase of the product is made.
Processing the data by MINITAB, the following result was obtained (see annex 2)
Tt = 16.92 + 4.71 Ts
This is the linear model by which the total shopping time is estimated, where it is observed that it depends on the time in which the check is requested (ts).
The other two variables in the presence of Ts do not make a significant contribution to the total purchase time.
Determination of the use of the working day
Once the part of the process where to work is known, the first question now is to determine the causes that could negatively influence the check request time (ts).
For this, it was decided to determine the use of the workday of colleagues who work in the purchasing area. For this experiment, the techniques of instantaneous observations or work sampling were used, in addition to determining the use of the working day, it will give us an idea of what type of times within the working day the greatest amount of time is lost (VR).
First a 95% NC was set and an accuracy of 10%, later a model was designed (see annex 3) that allows us to record the observations in an efficient way. The model has a first part (summary of the model) where the name of the worker being sampled appears, the number of days to which the model belongs, the number of observations made, the number of successes P and the probability for that worker and that day.
The second part of the model shows the time when the measurement is taken, the activity that is being carried out at this time and the activity is classified as working or not working, in this part the classification given to the activity according to the nomenclature within of the working day, in addition to the observations box you can add any additional annotation that is required.
To establish the time at which the measurements are taken, we started from a table of random numbers (1) in which the first two figures represent hours and the other two represent minutes.
From here, 100 preliminary observations were taken on the first day to determine the initial sample number (see table below).
| DAYS | one | two | 3 | 4 | 5 | 6 | |
| P | 40 | 28 | 55 | 44 | 35 | 41 | |
| Q | 60 | 72 | Four. Five | 56 | 65 | 59 | |
| N | 100 | 100 | 100 | 100 | 100 | 100 | |
| p | 0.4 | 0.28 | 0.55 | 0.44 | 0.35 | 0.41 | |
| pad | 0.4 | 0.34 | 0.41 | 0.4175 | 0.404 | 0.405 |
Ni calculation
Ni = 400Ni = 600
To start, 600 observations are needed, therefore, 100 observations were taken for 5 more days and the necessary N was recalculated.
Nd = 400
Nd = 588
Since the N needed is less than the N, we can continue the process and take 600 observations.
Calculation of control limits
0.049
LSC = 0.41 + 3 (0.049) = 0.552
LIC = 0.41 - 3 (0.049) = 0.258
As shown in the calculation of the LSC and LIC, all the data for the days are within the control limits, which allows us to proceed to the next step.
Calculation of final accuracy
S =
S =
S = 0.098
As the interval accuracy requirement is met, we can conclude that the utilization of the working day is 59% with a 95% confidence level and 10% accuracy.
Analysis of the results
The use of the working day is 59%
Process Simulation
To know how the results of the Use of the Workday influence it, it was decided to simulate the complete purchasing process to obtain more information regarding the factors that determine the total purchasing time. For this, the simulation software SIMAN IV was used, taking from the database the same values as for the linear regression in addition to the times in which the requests are created and the number of requests that are created in a day, these data were processed in the MINITAB in which it was determined if they responded to a normal distribution, as well as calculating with a confidence level of 95%, the mean and the standard deviation (see annex 4) which are the data required by the SIMAN. With this, the program was formulated (see annex 5) and the following results were obtained:
- 20% of the purchase requests before the check is definitively requested need to be reprocessed, that is, they need to look for another offer, supplier changes, clarifications in the presentations, in the quantities, etc. This causes that over time the requests in process increase considerably as they are added to the new requests. This corroborates the result of the use of the Working Day where the longest interruptions are of work time not related to the task. 7% of the requests that reach the economic area return to the commercial area to be reprocessed, this influences mainly the disagreement of prices by the economic area and the non-approval of the purchase by the management of the center, the opinion on the need for the product, etc.It can be said that this happens because of not having a filter where priorities and / or approval of the purchase of the product are established before managing it, that is, everything that is requested from the commercial area is processed and then it is approved or not wasting a large amount of time and resources in which in the end they are not approved both for the amount or for the product itself.When the product is going to be purchased 6% of the requests return to the economy, fundamentally determined by changes in the prices, errors in the preparation of checks, etc. 10% return to the commercial area to make a new request for a check for another amount, for changes in quantities or presentations, or to look for new offers because these are not the ones that comply with the order specifications or due to lack of existence of the product, etc.In 9% of the time, you have to go to look for the goods more than once, mainly because you are not going to look for the indicated day or there is no existence at that time, etc. This is mainly determined by not having the commercial area, with a transport that you can have according to your needs and / or interests, having to request this from the transport area.
- Analysis of the results
As we have seen so far, the reprocessing of requests in all phases is the main cause that affects the total purchase time. These reprocesses cause an accumulation that prevents an efficient performance of the specialists in charge of the service, because sometimes the number of requests that are gathered at the same time is almost impossible to follow all of them, that is, some cannot be attended while that others are processed.
Analysis of the causes that cause reprocessing
- How to make requests. 99% of them are carried out verbally and without specifying quality, supplier, quantity and presentation requirements, which means that these data have to be requested during the process. There is no order of priority. This allows resources and time to be spent on requests that at the end of the process are canceled due to economy or by the management or even by the requestor himself, since in many cases products are requested without an analysis of alternatives that when the requested product is found makes unnecessary. Prioritization would lead to a more rational use of resources, as it would go out to look specifically for what is needed. Transportation cannot be counted on in the way it is needed. Transportation is centralized for the entire Plant,A request for it is made weekly, which is impractical for the purchase activity, due to the dynamic nature of this activity, it is impossible to plan all transport at the beginning of the week, in addition, those responsible for assigning it are sometimes oblivious to the priorities and / or needs of the products that are going to be bought or processed and in many cases transport cannot be counted on, in general the allocation of transport is done according to the availability of fuel, orders, etc…In addition, those responsible for assigning it are sometimes oblivious to the priorities and / or needs of the products that are going to be bought or processed and in many cases transport cannot be counted on, in general the allocation of transport is carried out according to to the availability of fuel, orders, etc…In addition, those responsible for assigning it are sometimes oblivious to the priorities and / or needs of the products that are going to be bought or processed and in many cases transport cannot be counted on, in general the allocation of transport is carried out according to to the availability of fuel, orders, etc…
- Solutions
Solution evaluations.
As an efficient solution for the aforementioned problems, it could be the implementation of a needs request model which is shown in annex # (6). In this model, as we can see, it is reflected who makes the request, the position and the Sub-directorate to which it belongs, in addition there is the exact date on which the request was produced, the exact name of the product, the supplier that the applicant wants, the code that The supplier gives the product, the presentation that is desired or in which the product is, and the quantity that is desired. This data previously in most cases could not be carried by the way in which the requests are made (verbal). As you can see, this type of model would lead to eliminating a large number of questions that the specialist faces when buying the requested product,thus eliminating a high probability that the application will be reprocessed due to ignorance of these requirements. Another important aspect of the model is that there is a written record of the request and it is the primary document by which the purchase file is initiated, thus complying with ISO 9000, which up to now has not been complied with, that is, the files are born without the document primary to initiate them. The implementation of this model is estimated to reduce in the first stage of the process between 50% and 60% of the reprocesses.Another important aspect of the model is that there is a written record of the request and it is the primary document by which the purchase file is initiated, thus complying with ISO 9000, which up to now has not been complied with, that is, the files are born without the document primary to initiate them. The implementation of this model is estimated to reduce in the first stage of the process between 50% and 60% of the reprocesses.Another important aspect of the model is that there is a written record of the request and it is the primary document by which the purchase file is initiated, thus complying with ISO 9000, which up to now has not been complied with, that is, the files are born without the document primary to initiate them. The implementation of this model is estimated to reduce in the first stage of the process between 50% and 60% of the reprocesses.
Another solution that would lead to eliminating a large part of the reprocessing, is the establishment of priorities. The establishment of priorities leads to a more efficient work, since the resources of time and fuel are invested with a high probability that the purchase will be made, the establishment of priorities that we propose should be done in the following way.
After receiving the model of the request for needs, the specialist in charge of the purchase must present it to the management of the center and the economic subdirectorate, among these three factors the priority is decided, confronting it with the financial availability as well as it is readjusted or approved the quantities ordered. This prioritization should reduce rework requests by 60%.
To eliminate repetition in the search for products, a solution could be to decentralize transport. We propose to distribute the transport among the subdirectorates, as follows:
- The van for commercial and service because they are the areas that need to transport loads frequently. The Girón bus for the maintenance and production areas. The Gray side for the Quality Control and Economy areas. Well, they are the ones that require the efforts of one or two people, they do not need to transport cargo etc.
Other considerations:
- The transportation area remains responsible for maintenance. The transportation area will assign a weekly or monthly fuel quota. In all three cases, both sub-directorates will use transportation by mutual agreement, prior coordination, in order to optimize resources. If necessary, the sub-directorates will arrange, after coordination, to make use of the transport destined for another area.
It is estimated that this decentralization should reduce by 80 percent the number of times purchases are reprocessed because the commercial subdirectorate can arrange transportation according to its needs, which brings about fuel savings. And very fundamentally of time.
Solutions
- Preparation and implementation of the needs request model. (Attachment # 6) Establish weekly and monthly priorities Transport decentralization
- Economic valuation
When economically evaluating the solutions proposed, it can be said that they do not incur any type of investment, which is feasible for their implementation.
The first solution is equivalent to reducing reprocesses between 50% and 60%, this means a 20% reduction in fuel due to the reduction of trips between the plant and the supplier companies, likewise, the implementation of the second is He expects them to reduce reprocesses to 60% at that stage, which means a considerable reduction in trips, which would lead to a 10% fuel saving. The fuel used mainly in this stage is special gasoline since these steps are carried out in a Jawa engine, therefore if the daily quota is 5 L, that is 150L per month, the reduction of 30% of the fuel means 50L of gasoline per month. which is equivalent to a savings of $ 37.50 per month
The implementation of the third solution as seen at work, it is estimated that it can reduce 80% of reprocesses in purchases, this converted into travel is equivalent to a reduction of 30% of the fuel used in this first stage, mainly oil therefore, this solution should reduce approximately 20L per month equivalent to $ 8.00 per month.
| Reduction | ||
| Liters | Value ($) | |
| Gasoline | fifty | 37.50 |
| Petroleum | twenty | 8.00 |
| Total | 45.5 |
The most important economic evaluation in this regard is related to time. It would take too long and difficult work to determine how much is gained or lost when a purchase cycle is extended one day or how much a rework costs or what is the real price of the product after it is purchased under these circumstances.
- Conclusions
1.- The causes that influence the duration of the purchase time were determined:
- The total purchase time can be estimated using the mathematical model Tt = 16.92 + 4.71 Ts 20% of purchase requests require rework at this stage due to lack of information on presentations, products, and suppliers, of the quantities to be purchased, etc. 7% of the requests that reach the economic area return to the commercial area When the product is going to be purchased 6% of the requests return to the economy. 10% return to the commercial area. 9% of the time they have to go more than once to look for the goods
2.- Three solutions were proposed aimed at reducing the total purchase cycle
- Needs request model Establish priorities Transport decentralization
- Bibliography
- Marsán Castellanos, Juan and others, The Organization of Work. ISPJAE Edition. Volume I Havana City, 1987. Collective of Authors, Introduction to the Study of Work. Third Edition (revised) Acevedo Suárez, José A, Projects of Organization of Industrial Companies. ISPJAE Edition, Havana City 1986. Collective of Authors, Operations Administration, Volume I Standard Operation Procedure CO.16.005.02 PROCEDURE FOR THE PURCHASE OF PRODUCTS IN PLAZA
1 Juan Marzán C and others "The organization of work", volume 2, ISPJAE editorial, 1987
1 Juan Marzán C and others "The organization of work", volume 2, ISPJAE editorial, 1987
1 Collective of Authors, Operations Administration, Volume I
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