Para realizar en forma adecuada el diagnóstico y la evaluación de los procesos es necesario utilizar las herramientas y técnicas específicas que existen para ese cometido.

Herramientas usuales recomendadas:.

• - Brainstorming.

• - Diagrama de afinidades.

• - Diagrama de interrelaciones.

• - Dinámica de sistemas.

• - Matriz de actividades con problemas.

• - Diagrama de causa y efecto.

• - Gráfico de control.

• - Diagrama de Pareto.

• - Histograma.

• - Benchmarking.

En una primera etapa del diagnóstico es aconsejable utilizar el brainstorming (o tormenta de ideas), el diagrama de procesos (o flujograma), el diagrama de afinidades, de interrelaciones, de causa y efecto y la matriz de actividades (o áreas) con problemas; dado facilitan organizar ideas y conceptos, comunicar y consensuar acerca de lo que sucede y de lo que debería realizarse.

Brainstorming

It is a technique that can be applied both to identify, understand and size problems, and to determine their causes or solutions to them.

It contemplates two stages, the first is the development of ideas and the second is their improvement, using rules such as: eliminating dominant ideas, not criticizing, welcoming every idea, incorporating one idea at a time, but generating many. The main idea is to promote divergent thinking. It is important that the working group formed includes the main person responsible for the process in question and the personnel from the different functional areas involved in its development.

Affinities diagram

It is a graphic and visual representation of reality, whose goal is to better organize the information and find affinities in the ideas presented.

Application method:

• - Group ideas, comments, opinions or problems arising from brainstorming.

• - Detecting affinities according to sector, problem, product that originates them, can be a guide.

• - This information is then contained in sets with specific names, e.g.: set “x”.

• - Those elements that do not find affinity with others are placed in the "mixed" set for subsequent analysis.

Interrelationship diagram

It is used to understand problems that have a cause-effect link*.* The objective of this tool is to find the root of both one and more problems. The aspect that receives a greater number of arrows (key effect), needs to be quickly attacked because it can be a bottleneck.

Matrix of activities with problems

It is used as a means to focus the analysis of the problems that the work team has managed to establish. It also allows focusing on the improvement of specific areas of the process with added value. It is an appropriate instrument to be used once the results of brainstorming, the process diagram and other tools and techniques (interviews, surveys, etc.) have been obtained. One recommendation is to keep it as simple as possible.

Ishikawa or cause and effect diagram

The originality and particularity of this diagram is that it limits the probable causes of the problems in well-defined and differentiated categories, applicable to all types of processes. The usual categories, labor, machines, method, raw materials and environment – ​​can be replaced by any other set of categories depending on the characteristics of the analyzed process.

This method of documenting causes and effects can be useful in helping to identify when something may go wrong, or can be improved. Such a diagram is usually the result of a brainstorming session where problem solvers can offer suggestions, the main goal is represented by the trunk of the diagram, and the primary factors are represented as branches. Secondary factors are added as stems, and so on. (ITIL-SOA AXELOS).

The diagram has two fundamental rules:

1. • Probable cause: everything that generates a certain effect.

2. • Problem: effect that constitutes a measurable element.

The appearance of this diagram relates to the skeleton of a fish, where the location of the problem is in the head and the probable causes are in the bones. The large spines being the primary causes, the medium spines being the secondary causes that affect the primary ones, and the small spines being the tertiary causes that affect the secondary ones.

The ultimate goal of this tool is to organize work by segmenting work areas to improve and change.

control chart

It is used in process analysis in order to quickly detect the imbalances or deficiencies produced and investigate their causes.

The graph is bounded by:.

1. • a higher quality limit (LCS);.

2. • a lower quality limit (LCI).

Among them, a quality limit (QL) defined by the organization is set. The important thing will be to observe which imbalances (problems/errors) are positioned below or above the LC, as the case may be, and to establish their causes.

Pareto diagram

One of Vilfredo Pareto's greatest contributions has been to demonstrate that a large part of the effects arise from few causes. Thus, although the proportion is not met precisely, this method has shown that, in general, 20% of the causes produce 80% of the effects. The main objective of this diagram is to detect frequencies of errors or problems, determine their relative importance in relation to the rest of the problems found in the same process. This diagram shows the problems by incidence, in descending order and at the same time the individual and accumulated percentage participation is indicated. This type of analysis, in addition to being agile and practical, requires little effort, allowing efforts to be concentrated on a few fundamental causes, leaving trivial causes to be attacked later. The use of this type of diagram is only valid in those cases where there is an adequate level of precision and observation time, since if the sampling is superficial and/or partial, the result will not be coherent.

Histogram

It is a graph that makes visible the dispersion of data of a process and defines actions required for its control and monitoring.

Its most common use is to determine the deviations or variations of the data or information that flows through the processes in relation to the specifications and tolerances determined for them. The histogram is represented by a graph made up of vertical rectangles with the same base and a height proportional to the frequency to which it refers.

Steps to create a histogram:

• - The breadth of the data that was collected is defined, where .

• - Class intervals are determined to define the structure and parameters (bars) to be included in the graph.

• - A frequency table is prepared showing the data that was collected and that must serve as the basis for creating the histogram.

• - The histogram is prepared where each bar or vertical rectangle will assume the height in proportion to the number of observations included in each interval.

The essence of this tool is to detect behavior patterns that are difficult to perceive in tables or lists.

Benchmarking

It is about exploring how activities that are the same or similar to the one we are analyzing are carried out in other areas or sectors of the organization itself or a third-party organization. It is useful to compare and evaluate, adopting those elements (technologies, specific types of actions) that allow us to improve our process. Benchmarking is an excellent structured method to measure processes and products in a comparative way, seeking the excellence of best practices, having the user as a starting point. This tool is a powerful guide to the practices that should be adopted, the ideas that can be adapted, and the particular needs that organizations need to meet to meet their objectives. In this sense, benchmarking should provide an agenda for change based on real experiences of best practices.

Review of the organization's mission and strategic objectives

The mission of the business or organization is indicated.

Selection of the processes that should be analyzed

1. • List the main processes.

2. • Determine the limits of the processes.

3. • Evaluate the strategic importance of each process.

4. • Obtain high-level opinions.

5. • Rate the culture and politics of each process.

Methodology and steps involved in description and analysis as specific stages

1. • Determine the owner of the process: The owner is the official or body that has the main responsibility for it. He is the operational manager, the one whose actions allow the success or failure of the process in his charge.

2. • Establish the objective and/or purpose of the process: Describe what you want to achieve with the process activity to meet the set objectives.

3. • Diagram the current process: The diagram graphically shows the start and end point of the process and the inputs and outputs of all the subprocesses, enabling a better understanding of the integral functioning of the process. One of the objectives sought with the diagram is to know the limits of each process.

4. • Make the Macrodiagram of the process: It is a diagram (similar to an infographic) that outlines all the subprocesses and suppliers and recipients (internal and/or external), which allows the limits of the process to be clearly defined, facilitate its analysis and select priorities for improvement.

5. • Determine the Critical Factors of the process: It is about determining the points of the process where favorable results are unfailingly necessary for the successful fulfillment of its objective. They are the subprocesses, activities or tasks that must be carried out correctly, efficiently and coherently, since otherwise the entire process fails.

6. • Determine the key points of the process: It is about identifying the moments and places where decisions are made that affect the entire process as a whole (the if-else), they are the decision nodes.

7. • Define the citizen's vision: Determine and analyze the vision of the final recipient in relation to quantitative variables, eg: delivery time of a good or service, and qualitative variables, eg: personal treatment; It is essential to understand the needs and expectations around a particular process. The requirements are what the citizen needs and/or expects from the product. It serves to establish parameters for improvement and efficiency.

Methodology and steps involved in the diagnosis and evaluation of the process itself

Once the description and analysis of the process is completed, it is necessary to carry out the diagnosis and evaluation of its operation and the states obtained. Based on this diagnosis and evaluation, a qualification of the process must be carried out in order to establish the need for its improvement and the priorities and planning of the work to be carried out.

Tasks.

1. • Identification of the problem: In this step we analyze the flow chart to carry out early detection of problems, defining those activities with and without added value, identifying duplications, lack of control, unnecessary activities, unnoticed recipients, focusing on the possibility of establishing opportunities for improvement or comprehensive operational change.

2. • Measurement of the process: measuring is the only means by which the functioning of the process and its main tasks can be diagnosed and evaluated, in relation to the requirements of the citizen-client. It is essential to know the user's requirements as a basis for establishing what measures to use for the process.

3. • Process qualification: the defining variables for the classification of a process are:

• User satisfaction.

• The effectiveness and efficiency to provide the good or service.

• The operation and application of the resource. The important thing is that the qualification is accompanied by an adequate justification and/or specification of the problems detected.

• - A) Collect reference data on the results of the process.

• - B) Identify deficiencies in the results of the process. To end the deficiencies in the organization's objectives, it is necessary to identify the problems that arise in the main activities and tasks of the processes.

Common problems that are identified in the operation of a process

• - Processes with obsolete technology.

• - Idle or missing resources.

• - Poor quality of resources.

• - Excessive consumption of resources.

• - Leftover and/or duplicate tasks.

• - Missing tasks.

• - Missing resources.

• - Unjustifiable expenses.

• - Delays/delays.

• - Bottlenecks.

• - Excessive documentation.

• - Deficient information system.

• - Excessive times.

La metodología para el rediseño de procesos se puede utilizar para dar respuesta a distintas situaciones:.

• - Corregir las deficiencias del proceso.

• - Reestructurar en respuesta a un cambio externo (nuevas demandas y/o necesidades de los usuarios, reformas administrativas, etc.).

• - Estructurar un proceso enteramente nuevo.

En general un proyecto de reingeniería implica tres etapas: 1 ) plan estratégico, 2 ) análisis de los procesos y propuestas y 3 ) implementación.

1. Strategic plan

The definition of a strategic plan is an unavoidable prerequisite. A key aspect is the verification of the organization's strategy by analyzing the probable advantages and consequences that can be obtained as a result of the redesign. The processes whose redesign is a priority must be defined based on the objectives and goals set in the organization.

2. Analysis of processes and proposals

Process redesign or reengineering only makes sense if it is consistent with the organization's strategy. Redesign is impossible if the effort is not focused taking into account the specific objectives previously established. This stage includes the description and analysis of the processes, the preparation of improvement proposals, and the planning of the changes that should be made.

3. Implementation [1]​

The successful implementation of the redesign or reengineering of processes is largely related to the attitudes of managers and/or managers, the structural and cultural situation of the organization and the predisposition of the staff to commit to the changes and provide decisive support to obtain the desired results. You need management's commitment to this new management model. It is precisely from the implementation that the objectives proposed in the redesign or reengineering will be obtained, so this stage is of vital importance, perhaps the most conflictive and difficult, even in cases where there are brilliant proposals that indicate spectacular possibilities for improvement. Taking into account the diversity of variables at play and the possible unforeseeable contingencies when beginning implementation, the plan must be flexible and with the necessary capacity to adapt to any changes that may occur. This stage includes communicating to staff about the changes to be made, executing the changes, controlling and monitoring, and evaluating their results.

Operationally, these three indicated stages imply the development of the following steps:

1. • Identification of the primary objective of redesign or reengineering.

2. • Selection of fundamental processes.

3. • Selection of the leader and team members.

4. • Team formation and training.

5. • Preparation of the process map (diagram).

6. • Identification of problems.

7. • Analysis of the problems.

8. • Proposal for redesign or reengineering.

9. • Preparation of the diagram of the new process).

10. • Definition of measurement methods.

11. • Presentation of redesign or reengineering proposals, recommendations and planning of the proposed changes.

12. • Implementation of the proposed changes.

The improvement of any process begins, in general, when those responsible for the organization identify a critical problem, a potential or real opportunity for change or a new way of providing the service that has a great impact on the general strategy of the organization and, particularly, on the citizen.[2] When a process does not work as it should, a modification of the process is necessary or even eliminate it if it does not provide any value to the organization. To analyze whether a process is efficient or not, you have to know the processes that make up the organization in depth as well as analyze the input processes that affect it and the output processes that are affected. The objectives of the redesign or reengineering of a process should include the definition of the overall goal to be obtained, specific types of improvements desired, deadlines in which they should be obtained and, where possible, a quantification of the costs and expected economies. All the objectives defined for a process redesign or reengineering project must necessarily derive from the strategic plan.

Once the previous point has been defined, it is necessary to identify the interfunctional processes that must inevitably be redefined to meet the primary objective of redesign or reengineering.

It is very common that to carry out process redesign or reengineering, leadership and team formation are assigned to specialists in management and administration sciences. However, in many cases it is not taken into account that, to achieve the best results, it is necessary to ensure the participation of representatives from each of the areas involved in the selected processes.

This step must be carried out through the action of a trainer external to the team, expert in the use of tools for the analysis and improvement of processes and in guiding the group on how to use them. The process diagnosis and evaluation tools in which the team will be trained are, basically, those developed previously.

This is where the redesign or reengineering process truly begins. To do this, the team prepares a detailed relationship diagram and then prepares the process diagram (flowchart). That is, the flow of activities is graphically described as it is being developed at the time of addressing the improvement task, to facilitate its understanding and analysis by the team members.

While the activity of graphically representing the process is carried out, the work group should focus on detecting deficiencies directly related to the fulfillment of the primary objective of redesign or reengineering. For example, if the primary goal of the redesign is to reduce the cycle time of the process, the work group should focus on primarily identifying the problems that cause time loss: unnecessary steps, inadequate information processing systems, etc.

In this step, all team members together, through meetings coordinated by the leader, must identify the causes of the problems. Diagnostic tools can be used for this stage.

The end of the problem analysis process by the work team must result in a proposal for changes, modifications or adjustments, clearly explaining the objectives and goals to be achieved in the processes as a result of the redesign or reengineering. These proposals for changes or modifications must also be reflected in a specific action plan with times, objectives, people responsible, management indicators, etc., which will be presented in accordance with what is required by the organization for this type of reports or official presentations. It is of utmost importance for the definitive preparation of the proposal for changes, modifications or adjustments to the process, that an exhaustive analysis be carried out on two central aspects: the regulatory issue and information and communication technologies.

The regulatory analysis: consists of analyzing and/or verifying whether the proposals for change, modifications or adjustments do not conflict with legal regulations (laws, decrees, resolutions and provisions) and audit regulations that govern the operation of the process.

The analysis of information technology: To prepare the definitive redesign or reengineering proposal, it is necessary to carry out an adequate survey and analysis of the existing information technology in the market and how it can be used to produce new and/or better products (goods and services) and/or develop new ways of working. In summary, the key message from this analysis is that once the process design has been generated and appropriate staffing solutions considered, it is important to examine the information requirements. What information is required, by whom and where? What form should it take? How much information is necessary and how much is available? In addition to information requirements, it is also advisable to examine other technological needs. These could take the form of buildings, machines, vehicles and other facilities and tools. They should be included in the process chart, along with the information requirements, so that a more complete picture can be generated.

After the task of analyzing the disconnections and incorporating the proposals for change, a new "simulated photograph" must be taken of what the process would look like. This new diagram must clearly and transparently indicate which points of the process underwent changes or adjustments and the new points or activities incorporated (if this were the case). It is also important to accompany this new diagram with a description of the possible results of this redesign in terms of improvement (times, reduced steps, number of control points, etc.).

The measurement is carried out with the objective of evaluating the results of the redesign or reengineering process and must be carried out in two moments:

1. • During the implementation of the changes.

2. • Once the process is standardized.

For the first phase of measurements, indicators must be developed to determine whether the changes introduced in the process have reduced or eliminated the root causes of the identified problems, and whether the objectives and goals set for the process are being met within the framework of the primary objective of redesign or reengineering.

The indicators to continuously measure the standardized process are of two types: process management indicators and result indicators (quality, quantity, coverage and impact of the product and citizen satisfaction).

Una vez elaboradas las propuestas de rediseño o reingeniería se deberá presentar las mismas al responsable del proceso y a las autoridades del organismo. Como estructura de la propuesta de rediseño o reingeniería del proceso se sugiere que contenga:.

Diagnosis

Where the problems and/or main elements that configure the current process are characterized. To summarize this objective, it may be convenient to use diagrams and/or flow charts that facilitate the visualization of the issues you wish to highlight.

Proposal

This section of the proposal must describe in detail:

• - The fundamental aspects of the proposed change.

• - The advantages and/or benefits of the "proposed improvement" on the existing process.

Whenever possible, it is advisable to illustrate with diagrams and/or flow charts how the process works with the "proposed improvement."

Regulations affected

It is of utmost importance that the process redesign or reengineering proposal folder lists the regulations that affect:

• - To the current process.

• - To the proposed improvements.

This section of the folder will facilitate:

• - Decide on the legal feasibility of implementing the proposed changes.

• - Adopt measures to make the necessary regulatory changes to implement improvements.

• - Estimate implementation deadlines.

Recommendations and change planning

This space should include recommendations regarding the implementation of the proposals (whether it is convenient to cover all the operations of the process from the beginning or only some, etc.) and the requirements and forms of instrumentation to ensure the provision of the human, material and information resources necessary for the implementation of the redesign or reengineering proposal.

Básicamente, este paso implica la planificación y ejecución del plan de modificaciones propuesto en el punto anterior. Teniendo en cuenta la diversidad de variables en juego y las posibles contingencias imprevisibles al comenzar la implementación, el plan debe ser flexible y con la necesaria capacidad para adaptarse a los eventuales cambios que se produzcan.

En general, los pasos a desarrollar para la implementación de los cambios, son los siguientes:.

Mobilize

• - Integrate the team.

• - Prepare the detailed program (methods, means, dates, etc.).

Communicate

• - Locate the changes in the context.

• - Disseminate the implementation workflow.

• - Explain in detail the changes and their probable consequences.

Carry out

• - Execute tasks.

• - Control execution according to the plan.

• - Disseminate progress reports.

Assess

• - Measure execution in relation to specifications.

Continue

• - Manage change.

• - Control key activities.

• - Verify key activities.

• - Business Process Management.

• - Total quality").

• - Electronic commerce.

• - Empowerment.

• - Business engineering.

• - Key performance indicators.

• - Continuous improvement.

• - Process modeling.

• - Business process.

Para realizar en forma adecuada el diagnóstico y la evaluación de los procesos es necesario utilizar las herramientas y técnicas específicas que existen para ese cometido.

Herramientas usuales recomendadas:.

• - Brainstorming.

• - Diagrama de afinidades.

• - Diagrama de interrelaciones.

• - Dinámica de sistemas.

• - Matriz de actividades con problemas.

• - Diagrama de causa y efecto.

• - Gráfico de control.

• - Diagrama de Pareto.

• - Histograma.

• - Benchmarking.

En una primera etapa del diagnóstico es aconsejable utilizar el brainstorming (o tormenta de ideas), el diagrama de procesos (o flujograma), el diagrama de afinidades, de interrelaciones, de causa y efecto y la matriz de actividades (o áreas) con problemas; dado facilitan organizar ideas y conceptos, comunicar y consensuar acerca de lo que sucede y de lo que debería realizarse.

Brainstorming

It is a technique that can be applied both to identify, understand and size problems, and to determine their causes or solutions to them.

It contemplates two stages, the first is the development of ideas and the second is their improvement, using rules such as: eliminating dominant ideas, not criticizing, welcoming every idea, incorporating one idea at a time, but generating many. The main idea is to promote divergent thinking. It is important that the working group formed includes the main person responsible for the process in question and the personnel from the different functional areas involved in its development.

Affinities diagram

It is a graphic and visual representation of reality, whose goal is to better organize the information and find affinities in the ideas presented.

Application method:

• - Group ideas, comments, opinions or problems arising from brainstorming.

• - Detecting affinities according to sector, problem, product that originates them, can be a guide.

• - This information is then contained in sets with specific names, e.g.: set “x”.

• - Those elements that do not find affinity with others are placed in the "mixed" set for subsequent analysis.

Interrelationship diagram

It is used to understand problems that have a cause-effect link*.* The objective of this tool is to find the root of both one and more problems. The aspect that receives a greater number of arrows (key effect), needs to be quickly attacked because it can be a bottleneck.

Matrix of activities with problems

It is used as a means to focus the analysis of the problems that the work team has managed to establish. It also allows focusing on the improvement of specific areas of the process with added value. It is an appropriate instrument to be used once the results of brainstorming, the process diagram and other tools and techniques (interviews, surveys, etc.) have been obtained. One recommendation is to keep it as simple as possible.

Ishikawa or cause and effect diagram

The originality and particularity of this diagram is that it limits the probable causes of the problems in well-defined and differentiated categories, applicable to all types of processes. The usual categories, labor, machines, method, raw materials and environment – ​​can be replaced by any other set of categories depending on the characteristics of the analyzed process.

This method of documenting causes and effects can be useful in helping to identify when something may go wrong, or can be improved. Such a diagram is usually the result of a brainstorming session where problem solvers can offer suggestions, the main goal is represented by the trunk of the diagram, and the primary factors are represented as branches. Secondary factors are added as stems, and so on. (ITIL-SOA AXELOS).

The diagram has two fundamental rules:

1. • Probable cause: everything that generates a certain effect.

2. • Problem: effect that constitutes a measurable element.

The appearance of this diagram relates to the skeleton of a fish, where the location of the problem is in the head and the probable causes are in the bones. The large spines being the primary causes, the medium spines being the secondary causes that affect the primary ones, and the small spines being the tertiary causes that affect the secondary ones.

The ultimate goal of this tool is to organize work by segmenting work areas to improve and change.

control chart

It is used in process analysis in order to quickly detect the imbalances or deficiencies produced and investigate their causes.

The graph is bounded by:.

1. • a higher quality limit (LCS);.

2. • a lower quality limit (LCI).

Among them, a quality limit (QL) defined by the organization is set. The important thing will be to observe which imbalances (problems/errors) are positioned below or above the LC, as the case may be, and to establish their causes.

Pareto diagram

One of Vilfredo Pareto's greatest contributions has been to demonstrate that a large part of the effects arise from few causes. Thus, although the proportion is not met precisely, this method has shown that, in general, 20% of the causes produce 80% of the effects. The main objective of this diagram is to detect frequencies of errors or problems, determine their relative importance in relation to the rest of the problems found in the same process. This diagram shows the problems by incidence, in descending order and at the same time the individual and accumulated percentage participation is indicated. This type of analysis, in addition to being agile and practical, requires little effort, allowing efforts to be concentrated on a few fundamental causes, leaving trivial causes to be attacked later. The use of this type of diagram is only valid in those cases where there is an adequate level of precision and observation time, since if the sampling is superficial and/or partial, the result will not be coherent.

Histogram

It is a graph that makes visible the dispersion of data of a process and defines actions required for its control and monitoring.

Its most common use is to determine the deviations or variations of the data or information that flows through the processes in relation to the specifications and tolerances determined for them. The histogram is represented by a graph made up of vertical rectangles with the same base and a height proportional to the frequency to which it refers.

Steps to create a histogram:

• - The breadth of the data that was collected is defined, where .

• - Class intervals are determined to define the structure and parameters (bars) to be included in the graph.

• - A frequency table is prepared showing the data that was collected and that must serve as the basis for creating the histogram.

• - The histogram is prepared where each bar or vertical rectangle will assume the height in proportion to the number of observations included in each interval.

The essence of this tool is to detect behavior patterns that are difficult to perceive in tables or lists.

Benchmarking

It is about exploring how activities that are the same or similar to the one we are analyzing are carried out in other areas or sectors of the organization itself or a third-party organization. It is useful to compare and evaluate, adopting those elements (technologies, specific types of actions) that allow us to improve our process. Benchmarking is an excellent structured method to measure processes and products in a comparative way, seeking the excellence of best practices, having the user as a starting point. This tool is a powerful guide to the practices that should be adopted, the ideas that can be adapted, and the particular needs that organizations need to meet to meet their objectives. In this sense, benchmarking should provide an agenda for change based on real experiences of best practices.

Review of the organization's mission and strategic objectives

The mission of the business or organization is indicated.

Selection of the processes that should be analyzed

1. • List the main processes.

2. • Determine the limits of the processes.

3. • Evaluate the strategic importance of each process.

4. • Obtain high-level opinions.

5. • Rate the culture and politics of each process.

Methodology and steps involved in description and analysis as specific stages

1. • Determine the owner of the process: The owner is the official or body that has the main responsibility for it. He is the operational manager, the one whose actions allow the success or failure of the process in his charge.

2. • Establish the objective and/or purpose of the process: Describe what you want to achieve with the process activity to meet the set objectives.

3. • Diagram the current process: The diagram graphically shows the start and end point of the process and the inputs and outputs of all the subprocesses, enabling a better understanding of the integral functioning of the process. One of the objectives sought with the diagram is to know the limits of each process.

4. • Make the Macrodiagram of the process: It is a diagram (similar to an infographic) that outlines all the subprocesses and suppliers and recipients (internal and/or external), which allows the limits of the process to be clearly defined, facilitate its analysis and select priorities for improvement.

5. • Determine the Critical Factors of the process: It is about determining the points of the process where favorable results are unfailingly necessary for the successful fulfillment of its objective. They are the subprocesses, activities or tasks that must be carried out correctly, efficiently and coherently, since otherwise the entire process fails.

6. • Determine the key points of the process: It is about identifying the moments and places where decisions are made that affect the entire process as a whole (the if-else), they are the decision nodes.

7. • Define the citizen's vision: Determine and analyze the vision of the final recipient in relation to quantitative variables, eg: delivery time of a good or service, and qualitative variables, eg: personal treatment; It is essential to understand the needs and expectations around a particular process. The requirements are what the citizen needs and/or expects from the product. It serves to establish parameters for improvement and efficiency.

Methodology and steps involved in the diagnosis and evaluation of the process itself

Once the description and analysis of the process is completed, it is necessary to carry out the diagnosis and evaluation of its operation and the states obtained. Based on this diagnosis and evaluation, a qualification of the process must be carried out in order to establish the need for its improvement and the priorities and planning of the work to be carried out.

Tasks.

1. • Identification of the problem: In this step we analyze the flow chart to carry out early detection of problems, defining those activities with and without added value, identifying duplications, lack of control, unnecessary activities, unnoticed recipients, focusing on the possibility of establishing opportunities for improvement or comprehensive operational change.

2. • Measurement of the process: measuring is the only means by which the functioning of the process and its main tasks can be diagnosed and evaluated, in relation to the requirements of the citizen-client. It is essential to know the user's requirements as a basis for establishing what measures to use for the process.

3. • Process qualification: the defining variables for the classification of a process are:

• User satisfaction.

• The effectiveness and efficiency to provide the good or service.

• The operation and application of the resource. The important thing is that the qualification is accompanied by an adequate justification and/or specification of the problems detected.

• - A) Collect reference data on the results of the process.

• - B) Identify deficiencies in the results of the process. To end the deficiencies in the organization's objectives, it is necessary to identify the problems that arise in the main activities and tasks of the processes.

Common problems that are identified in the operation of a process

• - Processes with obsolete technology.

• - Idle or missing resources.

• - Poor quality of resources.

• - Excessive consumption of resources.

• - Leftover and/or duplicate tasks.

• - Missing tasks.

• - Missing resources.

• - Unjustifiable expenses.

• - Delays/delays.

• - Bottlenecks.

• - Excessive documentation.

• - Deficient information system.

• - Excessive times.

La metodología para el rediseño de procesos se puede utilizar para dar respuesta a distintas situaciones:.

• - Corregir las deficiencias del proceso.

• - Reestructurar en respuesta a un cambio externo (nuevas demandas y/o necesidades de los usuarios, reformas administrativas, etc.).

• - Estructurar un proceso enteramente nuevo.

En general un proyecto de reingeniería implica tres etapas: 1 ) plan estratégico, 2 ) análisis de los procesos y propuestas y 3 ) implementación.

1. Strategic plan

The definition of a strategic plan is an unavoidable prerequisite. A key aspect is the verification of the organization's strategy by analyzing the probable advantages and consequences that can be obtained as a result of the redesign. The processes whose redesign is a priority must be defined based on the objectives and goals set in the organization.

2. Analysis of processes and proposals

Process redesign or reengineering only makes sense if it is consistent with the organization's strategy. Redesign is impossible if the effort is not focused taking into account the specific objectives previously established. This stage includes the description and analysis of the processes, the preparation of improvement proposals, and the planning of the changes that should be made.

3. Implementation [1]​

The successful implementation of the redesign or reengineering of processes is largely related to the attitudes of managers and/or managers, the structural and cultural situation of the organization and the predisposition of the staff to commit to the changes and provide decisive support to obtain the desired results. You need management's commitment to this new management model. It is precisely from the implementation that the objectives proposed in the redesign or reengineering will be obtained, so this stage is of vital importance, perhaps the most conflictive and difficult, even in cases where there are brilliant proposals that indicate spectacular possibilities for improvement. Taking into account the diversity of variables at play and the possible unforeseeable contingencies when beginning implementation, the plan must be flexible and with the necessary capacity to adapt to any changes that may occur. This stage includes communicating to staff about the changes to be made, executing the changes, controlling and monitoring, and evaluating their results.

Operationally, these three indicated stages imply the development of the following steps:

1. • Identification of the primary objective of redesign or reengineering.

2. • Selection of fundamental processes.

3. • Selection of the leader and team members.

4. • Team formation and training.

5. • Preparation of the process map (diagram).

6. • Identification of problems.

7. • Analysis of the problems.

8. • Proposal for redesign or reengineering.

9. • Preparation of the diagram of the new process).

10. • Definition of measurement methods.

11. • Presentation of redesign or reengineering proposals, recommendations and planning of the proposed changes.

12. • Implementation of the proposed changes.

The improvement of any process begins, in general, when those responsible for the organization identify a critical problem, a potential or real opportunity for change or a new way of providing the service that has a great impact on the general strategy of the organization and, particularly, on the citizen.[2] When a process does not work as it should, a modification of the process is necessary or even eliminate it if it does not provide any value to the organization. To analyze whether a process is efficient or not, you have to know the processes that make up the organization in depth as well as analyze the input processes that affect it and the output processes that are affected. The objectives of the redesign or reengineering of a process should include the definition of the overall goal to be obtained, specific types of improvements desired, deadlines in which they should be obtained and, where possible, a quantification of the costs and expected economies. All the objectives defined for a process redesign or reengineering project must necessarily derive from the strategic plan.

Once the previous point has been defined, it is necessary to identify the interfunctional processes that must inevitably be redefined to meet the primary objective of redesign or reengineering.

It is very common that to carry out process redesign or reengineering, leadership and team formation are assigned to specialists in management and administration sciences. However, in many cases it is not taken into account that, to achieve the best results, it is necessary to ensure the participation of representatives from each of the areas involved in the selected processes.

This step must be carried out through the action of a trainer external to the team, expert in the use of tools for the analysis and improvement of processes and in guiding the group on how to use them. The process diagnosis and evaluation tools in which the team will be trained are, basically, those developed previously.

This is where the redesign or reengineering process truly begins. To do this, the team prepares a detailed relationship diagram and then prepares the process diagram (flowchart). That is, the flow of activities is graphically described as it is being developed at the time of addressing the improvement task, to facilitate its understanding and analysis by the team members.

While the activity of graphically representing the process is carried out, the work group should focus on detecting deficiencies directly related to the fulfillment of the primary objective of redesign or reengineering. For example, if the primary goal of the redesign is to reduce the cycle time of the process, the work group should focus on primarily identifying the problems that cause time loss: unnecessary steps, inadequate information processing systems, etc.

In this step, all team members together, through meetings coordinated by the leader, must identify the causes of the problems. Diagnostic tools can be used for this stage.

The end of the problem analysis process by the work team must result in a proposal for changes, modifications or adjustments, clearly explaining the objectives and goals to be achieved in the processes as a result of the redesign or reengineering. These proposals for changes or modifications must also be reflected in a specific action plan with times, objectives, people responsible, management indicators, etc., which will be presented in accordance with what is required by the organization for this type of reports or official presentations. It is of utmost importance for the definitive preparation of the proposal for changes, modifications or adjustments to the process, that an exhaustive analysis be carried out on two central aspects: the regulatory issue and information and communication technologies.

The regulatory analysis: consists of analyzing and/or verifying whether the proposals for change, modifications or adjustments do not conflict with legal regulations (laws, decrees, resolutions and provisions) and audit regulations that govern the operation of the process.

The analysis of information technology: To prepare the definitive redesign or reengineering proposal, it is necessary to carry out an adequate survey and analysis of the existing information technology in the market and how it can be used to produce new and/or better products (goods and services) and/or develop new ways of working. In summary, the key message from this analysis is that once the process design has been generated and appropriate staffing solutions considered, it is important to examine the information requirements. What information is required, by whom and where? What form should it take? How much information is necessary and how much is available? In addition to information requirements, it is also advisable to examine other technological needs. These could take the form of buildings, machines, vehicles and other facilities and tools. They should be included in the process chart, along with the information requirements, so that a more complete picture can be generated.

After the task of analyzing the disconnections and incorporating the proposals for change, a new "simulated photograph" must be taken of what the process would look like. This new diagram must clearly and transparently indicate which points of the process underwent changes or adjustments and the new points or activities incorporated (if this were the case). It is also important to accompany this new diagram with a description of the possible results of this redesign in terms of improvement (times, reduced steps, number of control points, etc.).

The measurement is carried out with the objective of evaluating the results of the redesign or reengineering process and must be carried out in two moments:

1. • During the implementation of the changes.

2. • Once the process is standardized.

For the first phase of measurements, indicators must be developed to determine whether the changes introduced in the process have reduced or eliminated the root causes of the identified problems, and whether the objectives and goals set for the process are being met within the framework of the primary objective of redesign or reengineering.

The indicators to continuously measure the standardized process are of two types: process management indicators and result indicators (quality, quantity, coverage and impact of the product and citizen satisfaction).

Una vez elaboradas las propuestas de rediseño o reingeniería se deberá presentar las mismas al responsable del proceso y a las autoridades del organismo. Como estructura de la propuesta de rediseño o reingeniería del proceso se sugiere que contenga:.

Diagnosis

Where the problems and/or main elements that configure the current process are characterized. To summarize this objective, it may be convenient to use diagrams and/or flow charts that facilitate the visualization of the issues you wish to highlight.

Proposal

This section of the proposal must describe in detail:

• - The fundamental aspects of the proposed change.

• - The advantages and/or benefits of the "proposed improvement" on the existing process.

Whenever possible, it is advisable to illustrate with diagrams and/or flow charts how the process works with the "proposed improvement."

Regulations affected

It is of utmost importance that the process redesign or reengineering proposal folder lists the regulations that affect:

• - To the current process.

• - To the proposed improvements.

This section of the folder will facilitate:

• - Decide on the legal feasibility of implementing the proposed changes.

• - Adopt measures to make the necessary regulatory changes to implement improvements.

• - Estimate implementation deadlines.

Recommendations and change planning

This space should include recommendations regarding the implementation of the proposals (whether it is convenient to cover all the operations of the process from the beginning or only some, etc.) and the requirements and forms of instrumentation to ensure the provision of the human, material and information resources necessary for the implementation of the redesign or reengineering proposal.

Básicamente, este paso implica la planificación y ejecución del plan de modificaciones propuesto en el punto anterior. Teniendo en cuenta la diversidad de variables en juego y las posibles contingencias imprevisibles al comenzar la implementación, el plan debe ser flexible y con la necesaria capacidad para adaptarse a los eventuales cambios que se produzcan.

En general, los pasos a desarrollar para la implementación de los cambios, son los siguientes:.

Mobilize

• - Integrate the team.

• - Prepare the detailed program (methods, means, dates, etc.).

Communicate

• - Locate the changes in the context.

• - Disseminate the implementation workflow.

• - Explain in detail the changes and their probable consequences.

Carry out

• - Execute tasks.

• - Control execution according to the plan.

• - Disseminate progress reports.

Assess

• - Measure execution in relation to specifications.

Continue

• - Manage change.

• - Control key activities.

• - Verify key activities.

• - Business Process Management.

• - Total quality").

• - Electronic commerce.

• - Empowerment.

• - Business engineering.

• - Key performance indicators.

• - Continuous improvement.

• - Process modeling.

• - Business process.