Production Process Management

"To strengthen the heart, there is no better exercise to bend down to lift up those who are down." Competitiveness increasingly requires management present, to offer products which not only guarantees satisfaction to the needs demanded by consumers, are guaranteed with good quality, highly competitive, guaranteed competitive advantages that favor it. Management should pay close attention to all matters concerning the operation productive of good management processes that ensure positive results in their participation in markets that has established a goal to conquer. He has written, the world moves and changes very rapidly, with increasing acceleration. So that countries, companies and individuals who are unable to accommodate the changes will be hopelessly out of the race and context. Many professions, industries, jobs, products and services that existed twenty years ago no longer exist. Every five years the knowledge was outdated and are replaced by new concepts. Sleep, awakening means to reach a world that is not going to recognize. The mind has the ability and duty to update and adapt to constantly changing times.

It is the rule of evolution transferred to the psychological and social field. A society that does not evolve and adapt with sufficient flexibility and speed are only destined to perish, at least to suffer the serious consequences of reducing their quality of life. Faced with ever-increasing population, and the pressure of new and more sophisticated needs, not evolving societies tend to increase every day their poor majorities. In the individual field implies no change in time simply be left out of the race for progress and survival. The fact that we are subjected to daily changes, new demands, challenges must be faced and companies can not avoid them. Very interesting what brings serbi.luz.edu.ve, which must not be overlooked that the whole production process manufacturing organization are vehicles that allow marketing to meet the requirements of users and their needs are because, as Bufa and Sarin (1992:22), "the means for transforming inputs into useful products and services have as a result?. But these means must be structured in a manner adequate to obtain the resource efficiency and effectiveness in the results.

How to manage the production process in the strategic context has been rapid steps, compared to traditional management, therefore, it was "based on the stability of the product design, where it was to introduce an industry standard on which production process was developed that, once stabilized, seeking economies of scale that reduce costs and allow to gain market share in a virtuous circle is particularly interested in process innovations, reducing product innovations or incremental changes simple? (Lopez, 2001:49). This approach emphasizes the short term, while strategic management is based on a flat organization, flexible, speed of technical change, innovation, short life cycle of products, the complexity of organizations, multiplicity of products offered to meet the needs of consumers, the ongoing search for the personalized customer satisfaction, the value of products as opposed to their cost, for what is necessary to study the critical factors that allow management to ensure sustainable success potential, making the changes necessary and appropriate, establishing strategies to search for synergy in relations between suppliers, processes, products and customers, and thereby achieve organizational objectives, ie emphasis on the long term.

Management must be very vigilant about how they have established production processes, the operability, functionality, what is really expected of them. Take into account also, as indicated by Vazquez Jose Calderon, that the process is designed to perform a single global product or service, a client has external or internal to the organization that is any person who receives the product or service within or outside the workplace . Therefore, the process consists of inputs or imputs, or of inputs, and outputs, results achieved by the standards of quality expected for the process, along with a control system that evaluates the performance of the process and the degree of customer satisfaction (Lopez Toro and Nebro Mellado, 1998). Fernandez de Velasco (1996) indicates that a process is a set of activities whose product creates an intrinsic value to the user or customer, defining where the idea of ​​value creation appears to be dominant. Calderón added that so-called "management by processes? The question focuses on the management of activities that generate added value to the product or service to the customer, the basic difference between traditional management techniques is that these respond to how things are done within a particular business organization is that the definition of models or patterns of operation directed towards the interior of the business organization, defining a series of specialized tasks and activities, while process management part of the consideration of for whom things are done and what are made.

For Fernandez de Velasco (1996), the basic purpose of process management is simply to increase corporate profitability through the achievement of higher levels of customer satisfaction. It also calls for reducing internal costs by identifying unnecessary activities and processes that create customer value and are unnecessary for the company as well as the nationalization of those that do not add value to the customer if necessary for the company. Also of interest is the emphasis on improving the quality of services or products offered and the value perceived by the customer, reducing the time duration of the processes and the delivery of the product or service, together with the incorporation of service activities that increase the value perceived by the client (López Toro and Nebro Mellado, 1998) We added that in process management, focuses attention on the result of processes not tasks or activities. There is information on the outcome and everyone knows how individual work contributes to the overall process, which translates into a responsibility to the whole process and not his personal duty (duty).

Process management is based on the assignment of an officer of the responsibility of each company's processes. In its most radical, replacing departmental organization. In other ways, perhaps transitional, departmental structure is maintained, but the charge of a process has the responsibility for it, and at least as far as that process is concerned, can have authority over functional managers (matrix). Gedstiopolis.com brings us to respect that process management has the following features: · Analyze the limitations of vertical functional organization to improve the competitiveness of the Company. Recognize the existence of internal processes (relevant): - Identify the processes related to the factors critical to the success of the Company or provide competitive advantage. - Measure their performance (quality, cost and time) and put in relation with the added value perceived by the client. • Identify external customer needs and guide the company towards its satisfaction. * Notes process management professor, graduate program quality and productivity management, Faces, UC