RAMAS CALIDAD

RAMAS CALIDAD

1. #1 DEMING CYCLE

   • Is a system that seeks the constant optimization of business activities through four stages, once the last stage is reached, the company must start over, thus promoting a continuous self-evaluation that allows it to identify opportunities for improvement in each process.
   • DEMING CYCLE STAGES
     • PLAN
     • DO
     • CHECK
     • ACT
   • KANBAN
     • Is a visual system for managing work as it moves through a process. Kanban visualizes both the process and the actual work going through that process. The goal of kanbanis to identify potential bottlenecks in the process and resolve them so that work can flow through the process cost-effectively and at optimal speed or throughput
       • FUNCTION
         • Kanban boards are mostly virtual boards with columns representing the stages of work (although you can still draw kanban boards on white boards and track work with post-it notes). On board, a kanban card represents a task, and this task card advances through the stages of the work as it is completed.

2. #2 QUALITY METHODOLOGY

   • - Quality circles are a small group of people who meet periodically to detect and analyze solutions to problems in their work area.
     • - The purpose of the quality methodology is to create habits of organization, order and cleanliness in the workplace.
   • STAGES OF THE QUALITY
     • 1- ARTISANAL STAGE
       • 2- INDUSTRIALIZATION STAGE
         • 3- INSPECTION STAGE
           • 4- STATISTICAL PROCESS CONTROL
             • 5- QUALITY ASSURANCE
               • 6- CONTINUOUS IMPROVEMENT
                 • It takes into account the needs of the market and the consumer based on specifications that ensure the quality of the product and the benefits of the consumer; based on the 5s. It allows to get what the customer is looking for, what is programmed, to manufacture the same and to look for the total quality.
               • There were still problems with product life, and it was all due to product design. The specifications were unfeasible as there were no means available to make them. It became necessary to adjust the entire process to the available means to ensure product reliability and shelf life.
             • Thanks to the previous situation, it was necessary to invest less in inspection and more in preventing defects. This would be done by identifying or rejecting products at each stage before reaching the final stage. These variables were controlled to keep them within a tolerance range:Temperatura Temperature Frequency Pressure Humidity
           • At this stage they prioritized meeting customer specifications over the quantity of products manufactured. They increased production with the production line but it caused failures in the process and there were a lot of defects in the products and dissatisfied customers.
         • The concept of quality was replaced by that of production. This refers to doing many things and regardless of the quality of the product. The objective was to satisfy the demand for goods, since in the past products were scarce, as well as to increase profits.
       • It consists in doing things well at any price. The objective of the craftsman was personal satisfaction and that of the buyer. No matter how much time or money it cost.
   • 5S
     • - Seiri- clasification-sorting: Identify and separate unnecessary materials and discard them.
       • - Seition- Order-Order: The necessary materials are located and identified so that they can be easily and quickly found, used and replenished.
         • Seiso- Limpieza-Cleaning: Sources of dirt are identified and eliminated to ensure that they are always in perfect condition.
           • Seiketsu- Estandarización-Standardization: Its objective is to distinguish a normal situation from an abnormal one by means of simple rules that are visible to all.
             • Sheitsuke- Disciplina-Discipline: Consists of working permanently according to the established norms.
     • ADVANTAGES
       • Improved productivity Improved working conditions Increases safety Reduces time losses Improves the quality of products and/or services

3. #3 Customer Service Fundamentals

   • NATURE AND QUALITY OF SERVICES
     • First you have to know that it is a service. A service is a set of activities that seek to respond to the needs of the client, are intangible, are obtained through interaction between the consumer and worker in order to satisfy a need. The consumer judges what he perceives and how he perceives it, these two influence the opinion that the consumer will have.
     • SERVICE AND ITS FEATURES
       • A service is an activity or a series of activities carried out by a provider with the purpose of satisfying a certain customer need, its basic characteristics are intangibility, heterogeneity, inseparability and perishability.
         • Characteristics
           • The services are defined as heterogeneous since the services provided can never be identical by various variables, also as intangible since the user can not touch them They must provide the services is the good treatment to their clients, satisfy the needs of the same, provide the possibility of gratitude or complaint, usually in writing. Service providers must comply with the agreement, which is usually determined by a contract. In them, the conditions of the services to be provided by the company or the state must be clearly stated.
       • DIMENSIONS OF THE QUALITY OF SERVICE
         • It establishes that the satisfaction (or dissatisfaction) of a customer is determined by the impression that he experiences after a purchase, as a result of the disagreement, positive or negative, between the expectations of the customer and the feelings derived from his experience.
         • POKA YOKE
           • The poka-yoke method is a Japanese technique used to avoid mistakes in a company's operations. Its translation means "error-proof" or "avoid inadvertent errors". The 3 principles of poka-yoke The principles of the methodology include:  Mistakes are inevitable; The defects are not. The error must be detected before it becomes a defect. The best tool to prevent a defect is the one that manages to isolate the source of the problem.
             • What is the poka-yoke method for?
               • The poka-yoke method was devised to prevent human error. Within the lean manufacturing vision, it is considered as a quality tool that, therefore, seeks to increase the quality of the products produced and increase their level of efficiency.

4. #4 CUSTOMER SERVICE

   • FLEXIBILITY IN DISTRIBUTION
     • Flexibility in manufacturing is a complex and multidimensional concept that represents the ability or ability of a production system to successfully adapt to changing environmental conditions
     • CUSTOMER INFORMATION SYSTEM
       • INFORMING THE CUSTOMER ABOUT THE COMPANY IS A PRIMARY FUNCTION OF THE CUSTOMER SERVICE AREA. THIS DEPARTMENT FUNCTIONS AS THE FACE OF THE COMPANY, AND THIS IS HOW IT IS PERCEIVED BY USERS
       • TECHNICAL SUPPORT
         • The objetives of technical support lead us to a need that provides many advantages for the company, regardless of the type, service and requirements of this, such as: optimize and improvide the performance of your technological products or services.
         • EVALUATION OF CUSTOMER SATISFACTION
           • The evaluation of a customer satisfaction study is supported by a descriptive analysis. Mean values and frequencies are calculated and the distribution of responses is described by variance and standard deviation. by analizing the data, it is also possible to redivide respondents into groups/
           • KAIZEN METHOD
             • This tool is based on making gradual improvements, that is, instead of making a radical change, small actions are made that are carried out in an orderly manner every day and that allow you to leave the comfort zone.
               • The kaizen method is very popular at the enterprise level, as all members of the organization are involved in the development process, which translates into increased performance and productivity.

5. #5 Effect Diagram

   • The Cause and Effect Diagram is used to identify the possible causes of a specific problem. The graphical nature of the diagram allows groups to organize large amounts of information about the problem and determine exactly the possible causes. Finally, it increases the likelihood of identifying the main causes
     • It is built following the following steps:
       • 1. Develop a clear statement of the problems.
         • 2. Draw the fish skeleton diagram by placing the problem in the box on the right.
           • 3. Identify the categories, contributing factors or main causes (the most common used are: equipment, method, personnel, user, although you can place other categories according to the problem that is being worked such as: management and environment among others) and graph the large oblique spines to the central arrow or skeleton.
             • 4. Plot the main causes in obliques to the center arrow.
               • 5. When it is possible to determine the causes of 2nd and 3rd level according to each element analyzed, they are plotted as oblique to the categories.
   • FLOW CHART
     • The flowchart or flowchart or activity diagram is the graphical representation of an algorithm or process. It is used in disciplines such as programming, economics, industrial processes and cognitive psychology.
       • ADVANTAGES
         • They help illustrate models and connect ideas to increase our productivity in the professional environment and encourage our creativity. 8  They favor the understanding of the process by showing it as a drawing. The human brain very easily recognizes the drawings. A good flowchart replaces several pages of text. They allow to identify problems and opportunities for process improvement. Steps, rework flows, authority conflicts, responsibilities, bottlenecks, and decision points are identified. They show the client-supplier interfaces and the transactions that are carried out in them, making it easier for employees to analyze them. They are an excellent tool to train new employees and also those who develop the task, when improvements are made in the process.
     • JUST IN TIME
       • It has its origin in Japan in the 50s, when the Toyota car company began using its own production system "Toyota Production System" that over the years was perfected until defining the current Just in Time method. The objective with which this system emerged was simple, to eliminate or reduce any element that did not add value from the production process. The "Just in time" system applied to logistics directly affects the stock management process, order preparation, transport management and customer and after-sales service
         • ADVANTAGES
           • Reduction of the stock level of stocks. Only the necessary quantity requested by the next phase in the chain is produced Expiration or deterioration of products stored for excessive time is avoided Loading and unloading times of merchandise are reduced. Reduction of storage and inventory costs and therefore improvement of the competitiveness of companies.
           • DISADVANTAGES
             • An erroneous implementation of the Just in Time system can lead to delays or lack of stock Requires great coordination and communication between customers and suppliers The Just in Time philosophy must be adopted by the entire company Purchasing in smaller quantities is likely to result in higher purchase prices from the supplier.
   • PARETO CHART
     • The Pareto chart is a graph that shows defects in the products of an industrial process, with their frequency and the degree to which they affect customer satisfaction. It was proposed by the Italian economist Vilfredo Pareto in the early twentieth century, and is governed by a rule found in a variety of situations: the 80/20 rule.
       • Characteristics of a Pareto Chart.
         • It is a technique of simple calculations. Analyze the characteristics of a group and recognize the most important points within it to give them priority. Look at the elements and focus efforts on a single goal. It allows you to make objective decisions that are based on data and not on personal opinions. Analyze the elements and how often each of the data happens.
         • How to create a Pareto Chart?
           • Research what the problem is, collect the data, and select what will be analyzed. Prioritize information from highest to lowest. Structure the data in a table from highest to lowest and calculate the percentage of each. Plot the graph. First the vertical and horizontal axes, then draw the left vertical line for frequency. Draw one for each group from highest to lowest. Draw the right line that represents the cumulative percentage. 7. Draw a curve that joins the points in order to represent the total of d each group. 8. Give the diagram the corresponding data: title, date, period covered, d the source of information, etc. 9. Analyze the graph and establish which are the vital points and that need to be addressed with priority.
     • What is the Pareto system?
       • The first thing to keep in mind is that it is a system that works with an established rule, that is, an 80/20 ratio, starting from this point the experiment developed by its creator begins to make sense. What does this mean? When talking about this distribution it is that in most situations that can be seen as 80% are generated due to 20% of the actions that are developed.

6. ELEMENTS OF CUSTOMER SERVICE

   • AVAILABILITY OF PRODUCT AND SERVICE
     • Contrary to common belief, product availability does not require companies to keep all items on hand at all times in all locations. Instead, product availability refers to having access to inventory whenever the customer needs it. Product availability includes the cost of designing, manufacturing, stocking, and delivering different item variations. With high product availability, customers can visit a business knowing that all of their purchasing needs can be met. Alternatively, low availability can lead to lost sales and low customer retention
     • DELIVERY
       • The delivery to the client is the moment of dispatch of the order. In other words, it is the moment in which the client or consumer receives their order, which has gone through the entire prior logistics process that has allowed it to arrive from the factory or point of production to the client's hands
       • ORDER CYCLE
         • The total order cycle time takes into account all the steps and processes an order must go through to process it. If the processes are efficient, the total order cycle time will be shorter and therefore there will be cost savings. Understanding total order cycle time is extremely important, as longer order cycles have been shown to have a negative impact on a business's ability to attract and retain customers
         • DELIVERY FREQUENCY
           • The shorter the delivery time, the more positive feedback the company receives (but of course we must not forget the quality of the work done), as this is a clear indicator that the company can react quickly to any changes. However, short delivery times are not always favorable for the customer, as they can lead to higher delivery costs. Thus, shorter delivery times do not always translate into higher profits, but they almost always increase customer satisfaction
           • CUSTOMER DELIVERY
             • The delivery to the client is the moment of dispatch of the order. In other words, it is the moment in which the client or consumer receives their order, which has gone through the entire prior logistics process that has allowed it to arrive from the factory or point of production to the client's hands.
             • TAGUCHI'S METHOD
               • The Taguchi method is exposed as an efficient tool for the design and optimization of processes and products, because it focuses on the identification and evaluation of the variables with the greatest influence on the output of the process, on the reduction of the effects of the factors uncontrollable and in reducing process performance variatioN