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dc.creatorCaicedo Garcia, Michelle Andrea
dc.creatorPérez Vargas, Melissa de Jesús
dc.date.accessioned2018-11-03T18:09:48Z
dc.date.available2018-11-03T18:09:48Z
dc.date.issued2017-09-08
dc.identifier.urihttp://hdl.handle.net/11323/341
dc.descriptionIngeniería Industrialen_US
dc.description.abstractDurante el desarrollo de este proyecto se llevó a cabo la creación de un Marco para la aplicación de reingeniería de procesos durante la implementación y certificación de sistema de gestión de la calidad. El desarrollo de este proyecto busca permitir a las organizaciones realizar mejoras radicales en sus operaciones cuando hayan decidido implementar un Sistema de Gestión de Calidad, esto a través de un marco de implementación compuesto por una guía de actividades basada en la metodología de Reingeniería de Procesos (RP) incorporados a un proyecto de certificación ISO 9001. La finalidad establece generar una mejora radical en la forma como se implementa un Sistema de Gestión de la Calidad dentro de cualquier organización. Durante el proyecto se condujo un análisis de alrededor de 30 casos de estudio de literatura científica especializada, libros y plataformas web como base para comprender como la metodología de Reingeniería de Procesos (RP) está siendo implementada en las organizaciones. Este mismo método de análisis se llevó a cabo para comprender como se ejecutan los procesos de implementación y certificación de SGC que incluyeron entrevistas a profesionales que trabajan en SGC dentro del mercado local. Las actividades de mejoras radicales de RP se incorporaron y adaptaron estratégicamente a un modelo de proceso de implementación de SGC, de forma que las organizaciones estandaricen, documenten y ejecuten procesos alineados a las estrategias y necesidades competitivas de la organización. Con lo anterior se busca crear un modelo de implementación de Sistema de Gestión de la Calidad con la inclusión de mejoras radicales profesadas por la Reingeniería de Procesos de manera que el resultado sean procesos dentro del mercado que impulsen el desarrollo de la organización que lo aplique. Adicional al modelo se creó una herramienta de diagnóstico que permite a las partes interesadas de la organización tener una guía para identificar que procesos áreas o departamentos son necesario intervenir con mejoras radicales a través de la Reingeniería de Procesos.es_CO
dc.description.abstractDuring the development of this project the creation of a Framework for the implementation process re-engineering during the implementation and certification of the management system of the quality. The development of this project seeks to enable organizations to make improvements their operations when they have decided to implement a Quality, this through an implementation framework composed of an activity guide based on the Process Reengineering (RP) methodology incorporated into a project of ISO 9001 certification. The purpose is to generate a radical improvement in the way in which implements a Quality Management System within any organization. During the project we conducted an analysis of about 30 cases of literature study books, and web platforms as a basis for Process Reengineering (RP) methodology is being implemented in organizations. This same method of analysis was carried out to understand how the processes are executed implementation and certification of QMS that included interviews with professionals who work in SGC within the local market. RP radical improvement activities were strategically incorporated and adapted to a model of SGC implementation process, so that organizations standardize, document and execute processes aligned to the strategies and competitive needs of the organization. With the above it is sought to create a model of implementation of Quality Management System with the inclusion of radical improvements professed by Process Reengineering so that the result are processes within the market that drive the development of the organization that apply it. In addition to the model, a diagnostic tool was created that allows the parties interested in the organization have a guide to identify which processes areas or departments it is necessary to intervene with radical improvements through Process Reengineering.en_US
dc.language.isospaen_US
dc.publisherUniversidad de la Costa
dc.rightsAtribución – No comercial – Compartir igualen_US
dc.subjectMejoras radicalesen_US
dc.subjectSistema de Gestión de la calidaden_US
dc.subjectReingeniería de procesosen_US
dc.subjectModelo de aplicaciónen_US
dc.subjectRadical improvements
dc.subjectQuality management system
dc.subjectProcess reengineering
dc.subjectApplication model
dc.subjectUniversidad de la Costa
dc.titleMarco para la aplicación de mejoras radicales en los procesos durante la implementación y certificación de sistemas de gestión de la calidaden_US
dc.typeThesisen_US
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Journal of Medical Systems, 36(2), 893–902. http://doi.org/10.1007/s10916-010-9553-5 Currie, W. L., & Willcocks, L. (1996). The New Branch Columbus project at Royal Bank of Scotland: the implementation of large-scale business process re-engineering. The Journal of Strategic Information Systems, 5(3), 213–236. http://doi.org/10.1016/S0963-8687 (96)80004-7 De Bruyn, B., & Gelders, L. (1997). From TQM to BPR: Two case studies in personnel administration. International Journal of Production Economics, 50(2-3), 169–181. http://doi.org/10.1016/S0925-5273 (97)00032-7 Heard, G., Styple, L., Brown, J., & Skriletz, R. (1994). Strategic Re-engineering at Chubb, 1(4), 29–37. Hill, F. M. (1999). Total quality management and business process re-engineering: A study of incremental and radical approaches to change management at BTNI. Total Quality Management, 10(1), 37–45. http://doi.org/10.1080/0954412998045 Johnson-Cramer, M. E., Cross, R. L., & Yan, A. (2003). Sources of Fidelity in Purposive Organizational Change: Lessons from a Re-engineering Case. Journal of Management Studies, 40(7), 1837–1870. http://doi.org/10.1111/1467-6486.00402 Jorge Gomez Palacios, P. N. Z. (2008). 315 Reingeniería de procesos operativos y administrativos en el área soporte de ventas de unidades nuevas de una concesión río automotriz.pdf. Escuela Superior Politécnica del Litoral. Khan, M. R. R. (2000). Business process reengineering of an air cargo handling process. International Journal of Production Economics, 63(1), 99–108. http://doi.org/10.1016/S0925-5273(99)00003-1 Kumar, A., & Shim, S. J. (2007). Eliminating emergency department wait by BPR implementation. IEEM 2007: 2007 IEEE International Conference on Industrial Engineering and Engineering Management, 1679–1683. http://doi.org/10.1109/IEEM.2007.4419478 Lai, Y. F., Khoong, C. M., & Aw, T. C. (1999). Value innovation through business process reengineering: A&E services at a public hospital. 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M., & Contreras-romeral, M. T. (2009). Aplicación al sector aeronáutico, 84, 485–493. Siong, N. B. (1994). Re-engineering Singapore’s Trade Clearance Process: Organizational Impacts on Sponsor and Traders. Business Change & Re-Engineering, 2(2), 3–9. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=17874563&site=ehostlive Sohail, M. S., Daud, S., & Rajadurai, J. (2006). Restructuring a higher education institution: A case study from a developing country. International Journal of Educational Management, 20(4), 279–290. http://doi.org/10.1108/09513540610665397 Vergara, L. C. (2011). Tecnológico de estudios superiores del oriente del estado de méxico., 1– 47. Williams, C. (1993). Business Process Re-Engineering at Rank Xerox. Yadav, S., & Paliwal, P. (2011). Re-Engineering Service Delivery Process: Case of a Natural Gas Utility. Journal of Services Research, 11(2), 155–173. Retrieved from http://ra.ocls.ca/ra/login.aspx?url=http://search.ebscohost.com/login.aspx?direct=true&db=b th&AN=70139480&site=bsi-live Yong, L. Y. L., & Jian-ping, W. J. W. (2007). The Optimization Design of Measure & Payment Process in Construction by Using the Business Process Reengineering Technology. 2007 International Conference on Management Science and Engineering, 2344–2350. http://doi.org/10.1109/ICMSE.2007.4422188 Akamavi, R. K. (2005). Re-engineering service quality process mapping: e-banking process. International Journal of Bank Marketing, 23(1), 28–53. http://doi.org/10.1108/02652320510577357 Albery. (2001). Para el año 2001 Rutgers.pdf. Angelis, A. A., Pavlopoulos, S. A., & Koutsouris, D. (1998). Reengineering management in Health Organizations (HO). Proceedings of Annual International Conference of the Ieee Engineering in Medicine and Biology Society, 20(6), 3331–3334. Carlos, B. (2005). La reingeniería: herramienta controversial. Visión Gerencial, 4(ISSN: 1317- 8822), 3–10. Retrieved from http://epublica.saber.ula.ve/index.php/visiongerencial/article/viewArticle/922 Choi, C. J. (1995). Samsung: Re-engineering Korean style. Long Range Planning, 28(4). http://doi.org/10.1016/0024-6301(95)00028-H Chou, Y. C., Chen, B. Y., Tang, Y. Y., Qiu, Z. J., Wu, M. F., Wang, S. C., … Chuang, W. C. (2012). Prescription-Filling Process Reengineering of an Outpatient Pharmacy. Journal of Medical Systems, 36(2), 893–902. http://doi.org/10.1007/s10916-010-9553-5 Currie, W. L., & Willcocks, L. (1996). The New Branch Columbus project at Royal Bank of Scotland: the implementation of large-scale business process re-engineering. The Journal of Strategic Information Systems, 5(3), 213–236. http://doi.org/10.1016/S0963- 8687(96)80004-7 De Bruyn, B., & Gelders, L. (1997). From TQM to BPR: Two case studies in personnel administration. International Journal of Production Economics, 50(2-3), 169–181. http://doi.org/10.1016/S0925-5273(97)00032-7 Heard, G., Styple, L., Brown, J., & Skriletz, R. (1994). Strategic Re-engineering at Chubb, 1(4), 29–37. Hill, F. M. (1999). Total quality management and business process re-engineering: A study of incremental and radical approaches to change management at BTNI. Total Quality Management, 10(1), 37–45. http://doi.org/10.1080/0954412998045 Johnson-Cramer, M. E., Cross, R. L., & Yan, A. (2003). Sources of Fidelity in Purposive Organizational Change: Lessons from a Re-engineering Case. Journal of Management Studies, 40(7), 1837–1870. http://doi.org/10.1111/1467-6486.00402 Jorge Gomez Palacios, P. N. Z. (2008). 315 Reingeniería de procesos operativos y administrativos en el área soporte de ventas de unidades nuevas de un concesionarío automotriz.pdf. Escuela Superior Politécnica del Litoral. Khan, M. R. R. (2000). Business process reengineering of an air cargo handling process. International Journal of Production Economics, 63(1), 99–108. http://doi.org/10.1016/S0925-5273(99)00003-1 Kumar, A., & Shim, S. J. (2007). Eliminating emergency department wait by BPR implementation. IEEM 2007: 2007 IEEE International Conference on Industrial Engineering and Engineering Management, 1679–1683. http://doi.org/10.1109/IEEM.2007.4419478 Lai, Y. F., Khoong, C. M., & Aw, T. C. (1999). Value innovation through business process reengineering: A&E services at a public hospital. Knowledge & Process Management, 6(3), 139–145. http://doi.org/10.1002/(SICI)1099-1441(199909)6:33.0.CO;2-R Larsen, M. A., & Myers, M. D. (1999). When success turns into failure: a package-driven business process re-engineering project in the financial services industry. The Journal of Strategic Information Systems, 8(4), 395–417. http://doi.org/10.1016/S0963- 8687(00)00025-1 Leung, G. (2013). Reengineering Primary Health Care for Information and Communication Technology by Master of Science Engineering Management Department of Mechanical Engineering. Leverment, Y., Ackers, P., & Preston, D. (1998). Professionals in the NHS - A Case Study of Business Process Re-engineering. New Technology, Work and Employment, 13(2), 129– 139. http://doi.org/10.1111/1468-005X.00046 Loebbecke, C., & Jelassi, T. (1997). Business process redesign at CompuNet—standardizing top-quality service through IT. The Journal of Strategic Information Systems, 6(4), 339– 359. http://doi.org/10.1016/S0963-8687(96)01043-8 Lynch, T., Bag, L., & Bc, P. (1999). Reengineering of the Patient Flow Process at the Western Sydney Area Health Service University of Western Sydney, 00(c), 1–10. Moreno-Garcia, R. (2013). La reingeniería de procesos, una opción viable para las empresas cubanas. Aplicación en la empresa Cereales ―Santiago‖. The reengineering processes, a viable option for Cuban enterprises. Its application at the crop plant ―Santiago‖. Ing. Roberto René Mor, 19(1), 1–12. Navarro, E. (2003). Gestión y reingeniería de procesos, 4–7. Pellicelli, M., Meo, C. C., & Cioffi, A. (2012). Organizational change: Business process reengineering or outsourcing. Annals of the University of Oradea, Economic Science Series, 21(2), 277–293. Retrieved from http://ra.ocls.ca/ra/login.aspx?url=http://search.ebscohost.com/login.aspx?direct=true&db=b th&AN=85948944&site=bsi-live Río-belver, R. M., & Contreras-romeral, M. T. (2009). Aplicación al sector aeronáutico, 84, 485–493. Siong, N. B. (1994). Re-engineering Singapore’s Trade Clearance Process: Organizational Impacts on Sponsor and Traders. Business Change & Re-Engineering, 2(2), 3–9. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=17874563&site=ehostlive Sohail, M. S., Daud, S., & Rajadurai, J. (2006). Restructuring a higher education institution: A case study from a developing country. 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dc.contributor.tutorSánchez Comas, Andrés
dc.contributor.tutorNeira Rodado, Dionisio


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