Propuesta de reingeniería de procesos para la lavadora-lubricadora “chaquiñán” de la ciudad de Cuenca

Importance of Process Reengineering Process Reengineering allows us to improve both time and economically, always making progress to improve the business situation. The main problems arise; occur in family businesses, these businesses directly affected all kinds of change which can be caused by globalization, financial problems, but especially the lack of entrepreneurial vision and knowledge bases. The "Process Reengineering PROPOSAL FOR THE WASHER- lubricator "Chaquiñán" CITY OF CUENCA" develops within a family business whose purpose is to reduce process times and effective organization. The general objective is to propose a process reengineering Washer-lubricator "Chaquiñán". Specific objectives: Situational Analysis, external and temporary factors factors, analysis of existing processes, propose the improvement of processes, propose and explain a process map. Methodological processes used: Historical Method: to investigate past events relevant to human societies, Statistical Method: for handling qualitative and quantitative research data, Analytical Method: is the dismemberment of a whole, to observe the causes, nature and effects, Deductive Method: considers that the conclusion is implicit within the premises, Inductive Method: General conclusions are obtained from particular premises. Techniques used: observation: Used to know in detail the processes of the company Survey: is widely used as investigation procedure because it allows to obtain and process data quickly and efficiently. Literature Review: We used to gather information for the development of the project. Washer-lubricator Chaquiñán has drawbacks due to lack of organization, based on the observed and studied, empirical administration is followed, no specific positions are delegated to employees, within the company there is a disorder in activities and lack of knowledge of product distribution and sale of the same, no inventory or product or raw material, is not established within the company a mission or vision, not stand values or goals, there is an accounting system firmly established for able to take clear accounts, maintenance of the machines are made by the owner, however it needs to train employees on the proper use of them, time is wasted radically to provide service within the company. The processes leading the company today are: Purchases of goods and raw materials, reception of vehicle-customer, washing - drying production process, change oil -selling products or services, billing. In the plan of improvements it suggested naming leaders for the production area specific and creating new processes a head for human resources also creates and develops an improvement plan each process where your goal, strategy and goal is planted to improve whereas there is in the procurement process of raw materials reduced 145 minutes which is divided for the creation of the manufacturing process of the raw material which has the duration of 90 minutes, in buying product decreases with 60 minutes in the production process, to be carried out 10 different types of service which makes a reduction of 952 minutes apart, in the billing process suggested decreased 116 minutes and two additional processes are created which He did not the company, the Human Resources process that takes time of 135 minutes keeping the machines that have a delay of 95 minutes. Development of new processes: Process human resources staff recruitment, training and inclusion in the work process maintenance computer process the proper use of machines, costs and services, the development process of the raw material. Determining the costs of implementing new processes: With the aforementioned proposal, spending perform the same will be minimal in the implementation of the new processes it will be $ 1040.00 in which basic expenses reflected: Accounting System, a printer, the posters of values, mission and vision, a poster for the correct use of machines and folders needed to maintain order in the processes of the company as a backup. Conclusions: thirteen processes within the company are identified, the study showed deficiency in all processes, the proposed creation of three processes than is the Human Resources, developing was carried out the restructuring of existing processes, and the premium and maintenance process, in the above processes that existed in the company matter took time 21,387 minutes out each process in the production process, the company provides 10 types of different services, reengineering taken 1,184 minutes and including new processes are recommended. New responsibilities staff is delimited and delegated responsibility in key areas of the company, operating manuals is performed, a manual for the proper use and maintenance of machinery for the new process is done, it also suggests the inventory of both products and materials to be used in the business, using a functional accounting system is recommended. Finally the due recommendations made such as the implementation of the reengineered processes are established, apply new processes, not deviate from the operating manuals assume responsibly every commitment made.

• Autor Principal: Trelles Sarmiento, Priscila Alexandra (author)
• Formato: bachelorThesis
• Idioma: spa
• Publicado: 2016
• Subjects: INGENIERA COMERCIAL; REINGENIERÌA PROCESOS; LAVADORA LUBRICADORA
• Acceso en liña: http://dspace.unl.edu.ec/jspui/handle/123456789/17356