TALLER HERRAMIENTAS MEJORAMIENTO DE PROCESOS (Diagrama de

Pareto, Diagrama Espina de Pescado, 5W + 2H, Brainstorming).

CURSO: PROCESOS DE FABRICACIN DE BIENES Y SERVICIOS
ADMINISTRACIN DE EMPRESAS SEMESTRE VII.
1) Una importante comercializadora distribuye grabaciones musicales a domicilio.
Durante los ltimos tres meses se ha recogido informacin acerca de las causas
de las devoluciones y se ha encontrado lo siguiente:

CAUSA DE DEVOLUCIN

FRECUENCIA

Ttulo diferente al solicitado

1.200

Unidades defectuosos

68

Entrega en direccin incorrecta

160

Pedido haba sido cancelado previamente

50

Demasiado retraso en la entrega

1.950

Otras causas

80

La direccin de la empresa contempla entre sus objetivos de calidad para el

presente ao disminuir las quejas de los clientes en un 60%.
a) Basados en un anlisis de Pareto, cul sera la priorizacin ms adecuada
para, emprender el programa de mejoramiento?

2) La compaa EL PEDAL, produce bicicletas de gran calidad y en variados

modelos desde hace ms de cuarenta aos, lo que ha generado un buen
posicionamiento entre las personas de diferentes grupos sociales. Actualmente el
gerente de la Compaa se encuentra preocupado por el creciente nmero de
clientes que reclaman garanta de sus productos ocasionadas por el mal
funcionamiento o desperfecto de algunas de las piezas por lo cual ha solicitado al
departamento de control de calidad coordinar el proceso de recoleccin de
informacin acerca de las devoluciones de los ltimos tres meses. A continuacin
aparecen los datos de las devoluciones dicho periodo.

No.

CAUSAS

UNIDADES DEVUELTAS

$ COSTO UNITARIO
POR REPARACIN

1.

PEDALES

320

8.000

2.

BIELAS

40

12.000

3.

FRENOS

14

10.000

4.

RINES

140

26.000

5.

MANUBRIOS

15.000

6.

MARCO

12

30.000

7.

SILLN

30

22.000

8.

CORAZAS

17

12.000

a) Realizar un anlisis del nmero de devoluciones utilizando un diagrama de

Pareto.
b) El gerente, adems solicita que se haga un anlisis teniendo en cuenta el
costo de las reparaciones de las bicicletas que se reciben en garanta, lo cual se
hace a travs de un contratista (outsourcing) que factura dichos servicios de
acuerdo a la tabla de costos adjunta.
De acuerdo a esta nueva consideracin qu se podra concluir de la situacin?
3) En el departamento de Sistemas existen paralizaciones de trabajo debido a
fallas de ciertas mquinas. Se decide analizar este problema para tomar
decisiones encaminadas a solucionarlo.
El personal del rea enumera las principales causas que pueden estar incidiendo
sobre el problema:

Interrupcin de la energa elctrica.

Manejo incorrecto por parte del operador.
Programa inadecuado.
Falta de mantenimiento.
Virus en el sistema.
Otros.

Para constatar tales apreciaciones, se decide recolectar datos en cualquiera de los

dos turnos (Diurno Nocturno) de forma aleatoria durante 8 horas, en cada uno de
los cuatro das determinados como perodo de recoleccin, obtenindose los
siguientes resultados:

Interrupcin de la energa elctrica ( 92 )

Manejo incorrecto por parte del operador ( 45 )
Programa inadecuado ( 114 )
Falta de mantenimiento ( 202 )
Virus en el sistema ( 19 )
Otros ( 16 )

a) Qu podemos concluir al Respecto?

b) Qu recomendaciones hara usted al Departamento de Sistemas?
4) Servirpido es una Empresa de mensajera especializada en transporte y
logstica a nivel nacional e internacional.
Actualmente la Compaa ha presentado Retrasos en las entregas de paquetes
de una Empresa de Mensajera. Por sta razn se le ha contratado a usted para:
a) Realizar una lluvia de ideas Brainstorming (al menos 10 15 ideas) para
identificar el mayor nmero posible de causas que puedan estar contribuyendo en
la generacin del problema, preguntando Por qu est sucediendo?
b) Construya un Diagrama de Causa y Efecto Agrupando las causas en
categoras. Una forma muy utilizada de agrupamiento es la conocida como 6M:
Maquinaria, Mano de Obra, Mtodo, Materiales, Mediciones y Medio ambiente.
Para comprender mejor el problema, busque las subcausas (hasta tercer grado de
desagregacin).
c) Desarrollar el rbol de Problemas y Objetivos correspondiente a la No
Conformidad de la Empresa.
5) Case Study - Welz Business Machines
Welz Business Machines sells and services a variety of copiers, computers, and
other office equipment. The company receives many calls daily for service, sales,
accounting, and other departments. All calls are handled centrally by customer
service representatives and routed to other individuals as appropriate. A number of
customers had complained about long waits when calling for service. A market
research study found that customers became irritated it the call was not answered
within five rings. Scott Welz, the company president, authorized the customer

service department manager, Tim, to study this problem and find a method to
shorten the callwaiting time. Tim met with the service representatives who
answered the calls to attempt to determine the reasons for long waiting times. The
following conversation ensued.
Tim: This is a serious problem. How a customer phone inquiry is answered to the
first impression the customer receives from us. As you know, this company was
founded on efficient and friendly service to all our customers. Its obvious why
customer have to wait: Youre on the phone with another customer. Can you think
of any reasons that might keep you on the phone for an unnecessarily long time?
Robin: Ive noticed quite often that the person to whom I need to route the call is
not present. It takes time to transfer the call and to see if it is answered. If the
person is not there, I end up apologizing and transferring the call to another
extension.
Tim: Youre right, Robin. Sales personnel often are out of the office on sales calls,
away on trips to preview new products, or away from their desks for a variety of
reasons. What else might cause this problem?
Ravi: I get irritated at customers who spend a great deal of time complaining about
a problem that I cannot do anything about except refer to someone else. Of course,
I listen and sympathize with them, but this eats up a lot of time.
Lamarr: Some customers calls so often, they think were long-lost friends and
strike up a personal conversation.
Tim: Thats not always a bad thing, you realize.
Lamarr: Sure, but it delays my answering other calls.
Nancy: Its not always the customers fault. During lunch, were not all available to
answer the phone.
Ravi: Right after we open at 9 A.M., we get a rush of calls. I think that many of the
delays are caused by these peak periods.
Robin: Ive noticed the same thing between 4 and 5 p.m.
Tim: Ive had a few comments from department managers who received calls that
didnt fall in their areas of responsibility and had to be transferred again.
Mark: But that doesnt cause delays at our end.
Nancy: Thats right, Mark, but I just realized that sometimes I simply dont
understand what the customers problem really is. I spend a lot of time trying to get

him or her to explain it better. Often, I have to route it to someone because other
calls are waiting.
Ravi: Perhaps we need to have more knowledge of our products.
Tim: Well, I think weve covered most of the major reasons why many customers
have to wait. It seems to me that we have four major reasons: the phones are
short-staffed, the receiving party is not present, the customer dominates the
conversation, and you may not understand the customers problem. Next we need
to collect some information about these possible causes. I will set up a data
collection sheet that you use to track some of these things. Mark, would you help
me on this?
Over the next two weeks the staff collected data on the frequency of reasons why
some callers had to wait. The results are summarized as follows:
Reason Total / Number
A. Operators short-staffed / 172
B. Receiving party not present / 73
C. Customer dominates conversation / 19
D. Lack of operator understanding / 61
E. Other reasons / 10
Questions
1. From the conversation between Tim and his staff, draw a cause-and-effect
diagram.
2. Perform a Pareto analysis of the data collected.
3. What actions might the company take to improve the situation? (Constructed 5W
+ 2 H for the Problems Analyze and Solutions Planification)