Sistema de gestión de calidad para la Central de Transporte Estación Cúcuta
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Fecha
2021
Autores
Posada Peñaranda, Andrés
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Ediciones Universidad Simón Bolívar
Facultad de Administración y Negocios
Facultad de Administración y Negocios
Resumen
La inexistencia de un sistema de gestión de calidad óptimo documentado, ha permitido que no exista una ruta definida para la realización óptima de un proceso o subproceso, permitiendo el no cumplimiento de los posibles objetivos planteados por la organización a corto o mediano y mucho menos a largo plazo. Los errores que se cometen al no tener definidas unas rutas y unos procedimientos claros y escritos, son múltiples, y pueden llevar a originar serios problemas con los entes de control, al ser la central de transporte una entidad estatal, vigilada por la superintendencia de transporte, y por la contraloría municipal. Los funcionarios permanentemente incurren en errores de procedimiento a través de los años y más aún cuando cada cuatro años algunos de ellos son cambiados por la entrada de un nuevo gobierno, esto permite que los nuevos funcionarios no lean y conozcan los procesos a realizar, que no revisen y verifiquen los procesos que deben ser definidos y establecidos en un manual de procedimientos. Esto ha alcanzado a generar multas, demandas a la empresa, investigaciones a funcionarios por malos procedimientos, destituciones de funcionarios complejidad en la elaboración de los estados financieros al ver incongruencias por malos procedimientos realizados, mal ambiente laboral, mala imagen corporativa, insatisfacción de clientes. Generado La elaboración de un manual de procesos como lo cita la publicación de el articulo Estrategias para la implantación de un sistema de gestión de la calidad en los laboratorios clínicos del Hospital Central de la Defensa Gómez Ulla, (D MARTINEZ CARVAJAL - 2018 - repository.unilibre.edu.co). El objetivo del presente artículo es realizar una revisión, seguimiento y análisis de la certificación de calidad ISO 9001 alcanzada en los Laboratorios Clínicos comparando nuestra experiencia con diversas fuentes documentales. Para ello, esta publicación ambiciona, evaluar la estrategia, analizar los principales retos, reflexionar acerca del conocimiento generado, aportar un documento que estimule su lectura. La implementación de un sistema de gestión de calidad en determinada empresa espera alcanzar ciertos objetivos y obtener beneficios que se deben definir antes de implementar el sistema de gestión, debido a que determina los objetivos importantes para el diseño del sistema y los factores críticos para su éxito, la Asociación Española para la Calidad define los beneficios más comunes: Cumplir los objetivos de la institución, ser competitivos, ser eficaces, cumplir el compromiso que se tiene con los clientes, ser eficientes, hacer las cosas cada vez de una manera más simple, (no necesariamente más barato), evitando mayor trabajo a la gente, simplificar la interacción y la comunicación entre las distintas áreas, y asegurar que todos, en la organización, trabajan para cumplir los requisitos del cliente.
The non-existence of a documented optimal quality management system has allowed that there is no defined route for the optimal performance of a process or sub-process, allowing the non-fulfillment of the possible objectives set by the organization in the short or medium and much less to long term. The errors that are made by not having clear and written routes and procedures defined are multiple, and can lead to serious problems with the control entities, since the transport central is a state entity, supervised by the transport superintendency, and by the municipal comptroller. Officials permanently incur procedural errors over the years and even more so when every four years some of them are changed by the entry of a new government, this allows new officials not to read and know the processes to be carried out, which they do not review and verify the processes that must be defined and established in a procedures manual. This has managed to generate fines, lawsuits against the company, investigations of officials for bad procedures, dismissal of officials, complexity in the preparation of financial statements by seeing inconsistencies due to bad procedures, bad work environment, bad corporate image, customer dissatisfaction. Generated The preparation of a process manual as cited in the publication of the article Strategies for the implementation of a quality management system in the clinical laboratories of the Hospital Central de la Defensa Gómez Ulla, (D MARTINEZ CARVAJAL - 2018 - repository.unilibre.edu.co). The objective of this article is to carry out a review, follow-up and analysis of the ISO 9001 quality certification achieved in the Clinical Laboratories, comparing our experience with various documentary sources. For this, this publication aims to evaluate the strategy, analyze the main challenges, reflect on the knowledge generated, and provide a document that encourages its reading. The implementation of a quality management system in a certain company expects to achieve certain objectives and obtain benefits that must be defined before implementing the management system, because it determines the important objectives for the design of the system and the critical factors for its success. , the Spanish Association for Quality defines the most common benefits: Meet the objectives of the institution, be competitive, be effective, meet the commitment you have with customers, be efficient, do things in a simpler way every time, (not necessarily cheaper), avoiding more work for people, simplifying interaction and communication between different areas, and ensuring that everyone in the organization works to meet customer requirements.
The non-existence of a documented optimal quality management system has allowed that there is no defined route for the optimal performance of a process or sub-process, allowing the non-fulfillment of the possible objectives set by the organization in the short or medium and much less to long term. The errors that are made by not having clear and written routes and procedures defined are multiple, and can lead to serious problems with the control entities, since the transport central is a state entity, supervised by the transport superintendency, and by the municipal comptroller. Officials permanently incur procedural errors over the years and even more so when every four years some of them are changed by the entry of a new government, this allows new officials not to read and know the processes to be carried out, which they do not review and verify the processes that must be defined and established in a procedures manual. This has managed to generate fines, lawsuits against the company, investigations of officials for bad procedures, dismissal of officials, complexity in the preparation of financial statements by seeing inconsistencies due to bad procedures, bad work environment, bad corporate image, customer dissatisfaction. Generated The preparation of a process manual as cited in the publication of the article Strategies for the implementation of a quality management system in the clinical laboratories of the Hospital Central de la Defensa Gómez Ulla, (D MARTINEZ CARVAJAL - 2018 - repository.unilibre.edu.co). The objective of this article is to carry out a review, follow-up and analysis of the ISO 9001 quality certification achieved in the Clinical Laboratories, comparing our experience with various documentary sources. For this, this publication aims to evaluate the strategy, analyze the main challenges, reflect on the knowledge generated, and provide a document that encourages its reading. The implementation of a quality management system in a certain company expects to achieve certain objectives and obtain benefits that must be defined before implementing the management system, because it determines the important objectives for the design of the system and the critical factors for its success. , the Spanish Association for Quality defines the most common benefits: Meet the objectives of the institution, be competitive, be effective, meet the commitment you have with customers, be efficient, do things in a simpler way every time, (not necessarily cheaper), avoiding more work for people, simplifying interaction and communication between different areas, and ensuring that everyone in the organization works to meet customer requirements.
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Palabras clave
Gestión, Calidad, ISO, Normativa, Sistema, Management, Quality, ISO, Normative, System