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ETAPA DE LA EFECTIVIDAD
Gianella Muñoz Maldonado
Jose Emilio Lomas Enciso
Anthony Villanueva Saavedra
DE OPERACIONES Lucero Chiara Guardia
NIVEL 1: Internamente neutral: Para este nivel la alta dirección considera que la función de
producción es neutral, es decir, sin influencia en la competitividad de la empresa, aunque
persigue que el sistema sea flexible y con capacidad de reacción en decisiones desacertada.
La producción debe estar bajo control para ejecutar la estrategia y satisfacer objetivos a
corto plazo.
LEVEL 1: Internally neutral: For this level, senior management considers the production
function to be neutral, that is, without influencing the competitiveness of the company,
although it seeks to ensure that the system is flexible and capable of reacting to wrong
decisions. Production must be under control to execute the strategy and meet short-term
objectives.
NIVEL 2: Externamente neutral: La función de producción debe ser tan eficaz como la de
cualquier competidor de la industria. En esta etapa, la inversión en maquinaria es el medio
masa eficaz para conseguir una ventaja competitiva temporal y normalmente tiene un mercado
de carácter defensivo con el objetivo de reducir costos.
LEVEL 2: Externally neutral: The production function must be as effective as that of any
competitor in the industry. At this stage, investing in machinery is the effective mass means of
achieving a temporary competitive advantage and typically has a defensive market with the
objective of reducing costs.
LEVEL 3: Internal support or support: Provide reliable and suitable support for the deal /
business strategy. The production function does not participate in the formulation of the
business strategy, but actively supports its implementation. What's mean is that, the
department management must translate the business strategy in significant terms for the
production personnel, control that the manufacturing decisions are coherent with the business
strategy and with the rest of the functional strategies and also formulate the objectives and
decisions for the factory.
NIVELES / LEVELS
NIVEL 4: Apoyo o soporte externo: Perseguir una ventaja competitiva basada en los recursos
y capacidades de la función de fabricación. La empresa será consciente de las posibilidades
de los nuevos métodos y técnicas de fabricación, además otorga la misma importancia en el
logro de una ventaja competitiva a la actividad estructural como lo son, tecnología,
capacidad, instalaciones e integración vertical, que a las de infraestructura, RRHH, calidad,
planificación y control de producción, organización, desarrollo d nuevos productos y sistema
de medida de resultados.
LEVEL 4: External support or help: Pursuing a competitive advantage based on the resources
and capabilities of the manufacturing function. The company will be aware of the possibilities
of new manufacturing methods and techniques, and also attaches the same importance in
achieving a competitive advantage to structural activity such as technology, capacity,
facilities and vertical integration, as well as infrastructure. , human resources, quality,
planning and production control, organization, development of new products and results
measurement system.
OPERACIONES / OPERATIONS
Un gran problema que surge es como mejorar nuestra A big problem that arises is how to
efectividad de operaciones, que decisiones debemos improve our operational effectiveness,
tomar, como debemos afrontarlos o que estrategia what decisions should we make, how
debemos ejecutar. Para esto, necesitamos hacer un should we face them or what strategy
análisis a fondo para saber lo que realmente está should we execute.For this, we need to
fallando o perjudicando a la
do an depth analysis to
efectividad en el trabajo
know what is really failing or damaging
the effectiveness at work
Ø Apoyo. Help.
Ø Estrategia Strategy
Ø Formulación Formulation
Ø Manufactura Manufacturing
Ø Soporte Support
MARCO TEÓRICO THEORETICAL FRAMEWORK
El funcionamiento en la administración de Functioning in operations management is
operaciones se basa en las etapas de based on the stages of effectiveness, since
efectividad, ya que describen las etapas que se they describe the stages that must be applied
debe aplicar en una organización que opera a in an organization that operates throughout
largo de las jornadas de trabajo. the workday.
RECOMMENDATIONS
Through the information and development of this article, you can make the
following recommendations with the request that you obtain better results:
Make a correct use of the 4 levels of operations execution for this way of
knowing what decisions we should make, how we should face problems or what
strategy we should execute.
Always take into account the point of view of all collaborators, since based on
experience we can improve the solution of operations, technicians can
sometimes contribute great ideas to improve its operation.
CONCLUSIONES
CONCLUSIONS
As a conclusion we will highlight that the results obtained from the production
processes, after applying strategies or methods proposed for the different processes
and improving productivity and productivity, these will be reflected in the results that
we will have in the final period for the evaluation if they are being effective or not.
By determining the evolution of the operations in the company, we will be able to know
in which sectors to improve so that the process is faster and more efficient, such as
obtaining the best result, in that way, we'll make the company more competitive, we'll
also generate a good working environment as it is an important part of teamwork, we'll
generate more profitability and we can bet on the future we have.
BIBLIOGRAFÍA / BIBLIOGRAPHY