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ANGELES - CASTRO, Gerardo. PhD

University of Kent

BUJARI - ALLI, Ali. PhD

Instituto Politécnico Nacional

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Universidad Complutense de Madrid

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Universidad de Santiago de Compostela

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Universidad Real y Pontifica de San Francisco Xavier de Chuquisaca

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University of the Punjab-Pakistan

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Universidad Técnica de Babahoyo

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Universidad Superior Politécnica del Litoral

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Universidad Agraria la Molina

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LUIS - PINEDA, Octavio. PhD


CAICHE - ROSALES, Willian. PhD

Universidad Tecnológica Empresarial de Guayaquil

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Universidad Nacional Autónoma de México

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MORÁN - CHIQUITO, Diana María. PhD

Universidad Autónoma Metropolitana

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Universidad de Guadalajara

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Universidad Michoacana de San Nicolás de Hidalgo

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Universidad Juárez del Estado de Durango

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Universidad Autónoma de Tlaxcala

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Universidad Autónoma de Chapingo

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Universidad Autónoma de Tlaxcala

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El Colegio de Tlaxcala

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Universidad Autónoma del Estado de México

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OLIVO - ESTRADA, José Ramón. PhD

Instituto Pedagógico de Estudios de Posgrado

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Colegio de Postgraduados

SALDAÑA - CARRO, Cesar. PhD

Colegio de Tlaxcala

GARCÍA - ROJAS, Jesús Alberto. PhD

Universidad de Puebla

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Presentation of Content

As a first article we present, Governor Plant: Business Opportunity, by HERNÁNDEZ-

VALENZUELA, Juan Carlos, VILLALOBOS-ROMO, Carlos Dassaevv and MEZA-ARELLANO,

Antonio, with secondment in the Instituto Tecnológico Superior de Mulegé, as the second article we

present, The competitiveness of family businesses in the commerce sector in the South Central Region of

Mexico, by AGUILAR-PÉREZ, Esmeralda, with affiliation in the Instituto Tecnológico Superior de San

Martín Texmelucan, as the third article we present, Establishment of optimal levels of raw material

inventory, by DELGADO- CELIS, Ma. Dolores, CRUZ-RENTERÍA, María Merced, and FÉLIX-

JÁCQUEZ, Rosa Hilda, with affiliation in the Instituto Tecnológico de San Luis Potosí, as fourth article

we present, Qualityplan for the areas of inspected and enameled in the company Amphora Sanitary , by

GONZÁLEZ-NAVA, Jaime, MARTÍNEZ-SOLÍS, Luis, TÉLLEZ-RODRÍGUEZ, Edgar and TORRES-

SALINAS, Lizbeth, with secondment in the Instituto Tecnológico de Pachuca.

Content

Article

Page

Governor Plant: Business Opportunity

HERNÁNDEZ-VALENZUELA, Juan Carlos, VILLALOBOS-ROMO, Carlos

Dassaevv and MEZA-ARELLANO, Antonio

Instituto Tecnológico Superior de Mulegé

1-11

The competitiveness of family businesses in the commerce sector in the South

Central Región of México

AGUILAR-PÉREZ, Esmeralda

Instituto Tecnológico Superior de San Martín Texmelucan

12-19

Establishment of optimal levels of raw material inventory

DELGADO-CELIS, Ma. Dolores, CRUZ-RENTERÍA, María Merced, and FÉLIX-

JÁCQUEZ, Rosa Hilda

Instituto Tecnológico de San Luis Potosí

20-25

Qualityplan for the areas of inspected and enameled in the company Sanitarios

Ánfora

GONZÁLEZ-NAVA, Jaime, MARTÍNEZ-SOLÍS, Luis, TÉLLEZ-RODRÍGUEZ,

Edgar and TORRES-SALINAS, Lizbeth

Instituto Tecnológico de Pachuca

26-41

1

Article Journal-Business Administration-Marketing; Accounting December 2018 Vol.2 No.3 1-11

Governor Plant: Business Opportunity

Planta Gobernadora: Oportunidad de Negocio

HERNÁNDEZ-VALENZUELA, Juan Carlos†*, VILLALOBOS-ROMO, Carlos Dassaevv and MEZA-

ARELLANO, Antonio


ID 1st Author: Juan Carlos, Hernández-Valenzuela / ORC ID: 0000-0003-3523-232, Researcher ID Thomson: P-4344-

2018, CVU CONACYT ID: 278735.

ID 1st Coauthor: Carlos Dassaevv, Villalobos-Romo / ORC ID:0000-0003-4495-9654, Researcher ID Thomson: T-8862-

2018, CVU CONACYT ID: 949284

ID 2st Coauthor: Antonio Meza-Arellano / ORC ID: 0000-0002-6553-8392, Researcher ID Thomson: P-6194-2018, CVU

CONACYT ID: 4049918

Received July 28, 2018; Accepted December 20, 2018

Abstract

The Governadora plant (known as Larrea tridentata) is one

of the characteristic plants of the zones with desert

climates. In Baja California Sur, there is an abundance,

however, in the municipality of Mulegé concentrates the

largest amount of this species, which has extensive

medicinal uses such as: conditions in the urinary tract,

fertility problems, acts as an analgesic, among others.

Now, there is no product in Santa Rosalia created based on

this plant that acts as an analgesic agent to remedy and

disappear muscle problems, this research aims to present a

real situation, on the tastes and preferences of the

consumer, with these data, can make strategic changes to

the product to enter the competitive market setting

guidelines for effective marketing. Where the method used

was deductive and exploitative, 374 surveys and 5

interviews were applied. The results projected that 99.83%

of the population has suffered blows and / or injuries, and

that more than 50% of the surveyed population would buy

the proposed new product as long as it meets certain

aesthetic requirements. That is why the efforts should

focus on the tastes and preferences of the consumer,

transferring their wishes into a tangible product, as well as

publicizing the benefits of consuming it.

Governor Ointment, MediCalidaX Products,

analgesics

Resumen

La planta Gobernadora (conocida como Larrea tridentata)

es una de las plantas características de las zonas con climas

desérticos. En Baja California Sur, existe en abundancia,

sin embargo, en el municipio de Mulegé se concentra la

mayor cantidad de esta especie, la cual tiene amplios usos

medicinales como: afecciones en vías urinarias, problemas

de fertilidad, actúa como analgésico, entre otros. Ahora

bien, no existe en Santa Rosalía un producto creado a base

de esta planta que funja como agente analgésico que

remedie y desaparezca problemas musculares, esta

investigacion tiene como objetivo presentar una situación

real, sobre los gustos y preferencias del consumidor, con

estos datos, se puedan hacer modificaciones estratégicas al

producto para poder entrar en el mercado competitivo

marcando pautas para una comercialización efectiva.

Donde el método utilizado fue deductivo y explotarivo, se

aplicaron 374 encuestas y 5 entrevistas. Los resultados

proyectaron que un 99.83% de la población ha sufrido

golpes y/o lesiones, y que más del 50% de la población

encuestada sí compraría el nuevo producto propuesto

siempre y cuando cumpla con ciertos requisitos estéticos.

Es por ello que los esfuerzos deberán enfocarse en los

gustos y preferencias del consumidor, trasladando sus

deseos en un producto tangible, así como publicitar los

beneficios de consumirla.

Ungüento de Gobernadora, Productos MediCálidaX,

analgésicos

Citation: HERNÁNDEZ-VALENZUELA, Juan Carlos, VILLALOBOS-ROMO, Carlos Dassaevv and MEZA-

ARELLANO, Antonio. Governor Plant: Business Opportunity. Journal-Business administration and business economics;

Marketing; Accounting 2018. 2-3:1-11

* Correspondence to Author (email: [email protected])

† Researcher contributing first author.

© RINOE Journal - Western Sahara www.rinoe.org/westernsahara

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ISSN- 2531-3002

RINOE® All rights reserved

HERNÁNDEZ-VALENZUELA, Juan Carlos, VILLALOBOS-ROMO,

Carlos Dassaevv and MEZA-ARELLANO, Antonio. Governor Plant: Business Opportunity. Journal-Business administration and business

economics; Marketing; Accounting 2018

Introduction

Before there was a wide variety of medicinal

products (patent), people discovered that plants,

for the most part, could have an application for

the care and conservation of health; however,

few people had the sagacity and the decision to

experience a transformation of the flora into an

already processed medicine that had the essential

substances to remedy a health problem.

Among the most common problems that

even today are the order of the day, are the blows

or muscle injuries, whose frequency is very

repetitive both in people of very young age, such

as young people and the elderly. In Baja

California Sur, Mexico; Due to its desert

conditions and uneven terrain, the inhabitants

are more likely to suffer accidents such as:

breakage, simple blows, dislocations among

others. As for Santa Rosalía, starting from the

population sample of the market study that is

exposed below, it was determined that 99.83%

of people have had some type of injury or blows

in some part of their body.

On the other hand, starting from the

premise of complex and diverse markets, an

innovative business project is proposed that

consists of an Ointment of Governor, whose

function is to act as a natural analgesic agent

taking into account the needs and tastes of local

customers. This business proposal will be

introduced in a broad and competitive field,

since dozens of companies direct their efforts to

this sector; However, introducing a 100%

natural product to the market, will generate great

expectations for customers, and is an area of

opportunity for the company MediCálidaX

Products to impact the market, this, in order to

be an organization that has competitive products

and that, in the future, generate jobs in the

locality and, in this way, contribute to the

Mulegina economy.

Strategic information obtained with business

partners

In times past, companies, especially those that

adopted Taylor's organizational model, focused

all their efforts on the products and

manufacturing processes involved in carrying

them out; However, there was no idea that, in the

long term, the sales performance of such entities

could decrease considerably because they were

limited to creating a product, without making

any significant improvements.

Later, with the passing of the years, new

companies and business ideas emerged that in a

short period of time were positioned in the first

places of preference; It is worth mentioning that,

in order to reach the top of preference, they had

to make inventions in the processes and modify

the basic assumptions of "has always been done

in this way" and transform them into "How to do

it in a different and better way?". In order to have

these innovative ideas, they had to listen to

customers, analyze their tastes and preferences

and the product proposals they requested.

Therefore, it is important to mention that

the success of companies in the 21st century is

based on continuous improvement and the

ability to obtain, interpret and put into practice

the information obtained through marketing

tools that allow visualizing the needs of

customers and the areas of opportunity that

companies can take advantage of. According to

Canales (2006), defines the interview as "the

interpersonal communication established

between the researcher and the subject of study,

in order to obtain verbal answers to the questions

raised about the proposed problem".

Based on this, interviews were conducted

with local business partners such as: Farmacias

Similares, Farmacia Casa Ley and Farmacia

Ángeles, where the experts' points of view about

natural products were asked, as well as their

position before a new natural product made with

Governor. One of the first variables that was

determined was to know the consumption

preferences of the population, to interpret

through statistical data which are the types of

products that are consumed the most, as well as

the usefulness of the information obtained

through the application of said tool.

Graphic 1 Consumption preferences: Types of products

Source: Own elaboration, data obtained from interviews

conducted with local business partners

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ISSN- 2531-3002





In relation to the data obtained in graph 1,

Consumption preferences: Types of product., It

can be determined that, in similar Pharmacies,

Casa Ley Pharmacy, and Ángeles Pharmacy, of

Santa Rosalía BCS, the anti-flu drugs are the

most consumed product by the population

having a 49% average consumption of the

population. On the other hand, the products that

are consumed in smaller amounts are

contraceptives, with an average of 21%.

Now, Ungüento d 'Gobernadora is in the

category of analgesics, which obtained the

second place of purchase preferences in

pharmacies, with an average of 30%; It is worth

mentioning that it is a very good figure, since it

is a considerable amount so that the product can

be marketed.

Also, it is considered important to know

the opinion of experts on the introduction of new

products in the market, for which a question was

asked with which qualitative information was

obtained, then the information collected is

shown.

Graphic 2 Stance in front of new products



Figure 2 clearly expresses the positions

that each of the local businesses have on the

introduction of new natural products to the

market. Farmacias Similares, expressed that it is

important to be able to place new natural

products for sale, because, in addition to

remedying health problems, they have no

negative repercussions on the human body.

Also, Farmacia Casa Ley shares the same

position, and also expresses that a natural

product provides greater benefits than even a

normal medication could not have.

On the other hand, the information

obtained at Farmacia Ángeles, determines that

natural products are good, although on the other

hand, they argued that the trust generated by a

patent product has no comparison; However,

they think, in some way, that it will be opportune

to introduce to the market this type of natural

remedies to visualize the reactions of the clients

and break with the paradigms that most people

or pharmacists share with respect to natural

products.. It was also investigated in the

pharmacies, if, based on the benefits of the

Governor plant, they would be willing to

consume the new idea of natural ointment. It is

considered as a very important fact, because its

result can, in some way, generate changes in the

focus of the project to improve it and thereby

find areas of opportunity that increase the

expectations of the client regarding the product.

Graphic 3 Stance in front of new products



Based on Figure 3, it is determined that

67% of pharmacies consider important the

benefits granted by the product, and, with this

expression, they affirm that they would buy the

product. On the other hand, the remaining 33%

prefer the same patent products that are already

on sale; therefore, they would not be willing to

buy Ointment d 'Governor.

Taking into account the results of the

graphs shown above, it is stated that the product

Ungüento d 'Gobernadora is an innovative idea

that can be successful, not only because of its

interesting innovative idea, but also because it

would be introduced into a range of analgesic

products that comprises 30% of purchases made

in local pharmacies; the percentage mentioned

above, expresses an area of opportunity for

"Products MediCálidaX" since practically, a

third of the population consumes analgesics to

counteract muscle or bone problems.

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That is why these data are relevant to take

into account the target market to which you want

to impact, It should be noted that the benefits are

exponential and the characteristics thereof, will

provide added value to this new product,

combining its usefulness with the concept of

100% natural, which, in most cases, impacts the

mind of the consumer persuading it to consume

our product and not that of the competition. In

addition, it can be determined that there are, in a

majority way, positive points for the

introduction of natural products to trade; This,

without a doubt, generates solid and

motivational expectations, in such a way that it

increases the confidence of carrying out the

project to the professional level.

Innovation in products

The companies, from their beginnings, were

created thinking about obtaining an economic

utility that would improve the level of life of the

people and allow them to satisfy their basic

needs, including, even more than essential;

However, these economic entities are segmented

into two types: services, products, However it is

important to mention that, over time, the number

of companies increased exponentially in such a

way that a more competitive market arose and

where They offered similar products or services.

Given these circumstances, the managers of the

companies began to generate creative ideas that

could be applied to their business line, in such a

way that they would obtain an advantage over

the rest of the companies. On the other hand,

creating changes in the products, meant great

efforts since the technologies, despite being a

great tool, had limitations and deficiencies.

Later, through R & D (Research and

Development), it was possible to include new

and better tools to the market, with notoriously

greater capacities than those of years ago. This

favored that the new companies and those

already established, could improve the variety of

products and characteristics, which, at a certain

moment, would make the difference with the rest

of the productions of the competition; According

to Ucha (2009) defines innovation as "that

change that introduces some new or several in a

field, a context or product". In other words, the

effort made by the R & D department in

organizations is to innovate in the products to

enhance them and to remain, together with the

company, in the market.

However, at present, there are situations

where companies resist change and do not want

to carry out the term "innovate" in their products;

so, after a short time, they disappear from the

market permanently, or else, until the managerial

area decides to modify the strategic approaches

that will act as a fundamental piece for the

validity of the same in the market.

On the other hand, in the municipality of

Mulegé, Baja California Sur, there is a plant

known as "Governor" (Larrea tridentata), which

is in abundance and has been used, from

generation to generation as a natural remedy.

According to Coville (1893), it is used for

urinary tract conditions such as kidney stones,

also for gynecological problems related to

sterility, as well as for fever, hemorrhoids,

bumps, pimples and trauma.

However, until today there is no

transformation of the plant into a product; that is

why, the innovative idea of creating a governor's

ointment, that allows consumers in the region to

remediate health problems based on widely

known plants in the area where, as well as the

generation of a large business in its stage initial

or early (startup) and with it, the generation of

jobs and business relationships.

Even, any company or entrepreneur can

carry out this project, since its process is easy

and the results are exponentially exceptional;

without a doubt, it's a great business idea. It is

worth mentioning that, in the municipality of

Mulegé, in the towns of San José de Magdalena,

Santa Águeda, Santa Rosalía, San Ignacio and

Vizcaíno, it is possible to find copies of this plant

with greater ease, since it has characteristics that

differentiate it from the rest of the plants, for

example: Evergreen, aromatic shrub with

creosote smell (especially when wet), its size can

reach up to 4 meters high, solitary flowers, to

mention a few.

The reason of being of an innovative

company is the originality of its productions

(product, service); Regarding the ointment of

governor, it is determined that the product label

must contain colors that inspire tranquility, but

at the same time are attractive to the eye, as well

as conjugate sizes and different types of letters

that attract the attention of the consumer. Next,

the label with the aforementioned characteristics

is shown:

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Figure 1 Label design for new product

Source: Prepared by the authors, taken from the market

study conducted in Santa Rosalia, Baja California Sur

Also, increasing the surplus value, it is

decided that the product has a mild citrus

fragrance, that, when applying the product, the

smell produces a sensation of relaxation and an

experience of unparalleled use. It should be

mentioned that the ideal material of the container

where the content of the ointment will be is made

of glass, since the plastic causes a lot of

contamination and takes many years to recycle;

On the contrary, the glass container, in addition

to generating a feeling of quality and a good

price ratio, can be reused in an easier way, this

being the best form of packaging.

Relevant data collected with the population

The tools for data collection are fundamental

pieces to have results that allow generating a

broad panorama of the situation in which a new

product is found that you want to introduce to the

market. In the case of this product, one of the

most important tools with which useful

information was collected for decision making

and areas of opportunity of the product, was the

"survey".

Next, the results obtained during the

application of the market study are shown,

which, apart from gathering information, allows

analyzing the client's attitudes when asked any

question, as well as making a contrast between

their body language and response.

Index of people injured by age and sex in

Santa Rosalía

Since the beginning of time, the science of

medicine has made great advances and

discoveries, because with the passage of time,

new diseases or discomforts arise that lead

scientists to create new methods, tools and

activities to remedy human body affections.

However, there are certain types of

diseases that tend to be common because the

probability that they have is high, such is the

case of bone or muscle disorders in people.

According to Hinrichs (1999), he mentions that

"injury" is applied to all processes that destroy

or alter the integrity of a tissue or organic part ".

Graphic 4 People injured by age and sex Source: Own

preparation, data obtained from surveys conducted in the

town of Santa Rosalía, Baja California Sur

Now, based on the data obtained in graph

4, it is stated that 99.83% of the 374 people in

the population sample who were ever surveyed

would have had an injury or blow, while only

0.17% never I would have had a situation like

this.

It is important to mention that, for

purposes of the ointment of Governor, there is a

very large area of opportunity, since most of the

population on more than one occasion have

suffered an injury, and, with the introduction of

this product to the market, people could use this

great innovation that will undoubtedly improve

wellbeing and counteract muscle or bone pain

that may suffer.

On the other hand, the majority of people

who have ever been hit are men, with a

percentage of 61.59%, and women with 38.24%.

Such people argued that due to unsafe acts at

work, disobedience to the elderly, or due to

ignorance of any activity, this type of situation

happened to them, and without a doubt, what is

practically sought is to eliminate the pain and the

sequelae that leaves a bruise. Due to the

information above it is affirmed that Santa

Rosalia is an area of opportunity to include a new

product that solves muscle and bone pain, since

more than 99% of people have this type of

situation.

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On the other hand, it is considered

necessary to create a thought of need in people,

so that, when they are in a situation mentioned

above, the product Ointment d 'Governor is

considered a viable option to solve the problem.

Relationship by age of people who consume

products to remedy conditions

With the passage of time, new medicines or

products have appeared that seek to remedy any

injury or blow to people; Although, as is

common, new companies are beginning to

emerge that seek to position themselves in the

market by offering new and better products. In

spite of this panorama, the entities look for the

form to innovate and develop products with

more and better characteristics that allow them

to position themselves above their competing

products. According to Kotler, P., Armstrong, G.

(2007), mentions that the product is a "set of

attributes that provide satisfaction of needs or

desires and that is offered in a market".

However, it is very important to know the

public that consumes this type of products to

alleviate injuries; with this, we can determine

how much population could, in the future, be

willing to consume our innovative business idea.

Next, it shows, in an illustrative way, the relation

of people who consume products and their

respective ages.

Graphic 5 People by age who consume products

Source: Own preparation, data obtained from surveys

conducted in the town of Santa Rosalia, Baja California

Sur

According to graph 5, People by age who

consume products, it is stated that 27.27% of

people do not consume any type of products to

relieve muscle pain, while only 14.44%

sometimes buy some ointment.

However, 58.29% do consume products;

with which, there is a probability that more than

half are people who at a certain moment could

buy Ointment d 'governor. On the other hand, it

is important to emphasize that the age in which

these articles are most demanded is in the range

of 41-55 (older adults), followed by that,

secondly, there is the age range of 26-40.

Therefore, based on the above data, it is

clear that the efforts of the company should be

directed to the age ranges 41-55 and 26-40, who

are the people who consume some type of

products and have the ability to purchase . On the

other, it is important to mention that for people

to decide to buy the product, they must take into

account the tastes and preferences of them so

that the introduction to the market is successful

and remains in force.

Preference by clients by income with respect

to direct competition

One of the most important variables that must be

taken into account in order to introduce a novel

product to the market, with great benefits and,

above all, with features that stand out from the

rest of them, is direct competition.

Benchmarking can be applied, that is, analyzing

the company, its forms of work, the inputs they

need, the processes and tools, so that, if there are

suitable characteristics for the organization, they

can be copied and adapted in such a way that the

needs of the same are covered. According to

Palafox (2014) "direct competition are those

companies that sell an equal or almost equal

product";

However, information was also obtained

on the preferences that people have with the

most outstanding products, and through

statistical work, this information could be related

and contrasted with the income of the people, in

order to generate a broader picture and concrete

about the market situation in Santa Rosalia.

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Graphic 6 Customer preferences by revenue


conducted in the town of Santa Rosalía, Baja California

Sur

Taking as a reference the data of the

previous graph, it is visualized, in a fast and easy

way, that "Arnica", is the one that has the lead in

the preferences of the people, and that its

advantage manifests it in the incomes that go

from $ 2600-4500, up to $ 4600-8500. With this,

it is determined that people from the lower

middle class and middle class are the ones who

buy this product the most, which, due to its

characteristics and benefits, is the direct and

strongest competition in the market. On the other

hand, in second place, is IODEX, which is an

ointment with mint aroma that is also in the taste

of people and is a brand established for many

years.

With all the above data, it is objected, that

the product must have a price that is within reach

of the aforementioned income ranges, as well as

a series of benefits that can compete with the

other products of the market, and in the best of

cases, exceed expectations with respect to the

rest of the range of articles; In this way, a

competitive advantage will be obtained and the

opportunity will arise to position itself in the

market as a favorite product in Santa Rosalía.

Disposal for income to consume ointment d

'Governor

However, when you want to introduce an article

to the market, it is necessary to know the benefits

that the innovative product offers, as well as its

characteristics that distinguish it from the rest

and that can give it a competitive advantage over

the rest of the products.

It is important to take into account that the

success of the product will depend basically on

the connection made with the client, and the

degree of persuasion that is achieved. According

to Fisher (2011) "The promotion (P) is to make

the product known to the consumer. Next, a

statistical chart is displayed that contains

essential information for the realization of the

project, and that, undoubtedly, acts as a very

important agent to appreciate the client's position

on a new product:

Graphic 7 Provision for income to be consumed



Sur

With regard to graph 3.4, it is determined

that 73.53% of the population sample would be

willing to consume Ungüento d'Gobernadora,

which represents perhaps the most important

variable to continue with the project; However,

this important figure must be analyzed in greater

depth.

As can be clearly seen in the table, 32.08%

of the people who would consume this product

are income of $ 2600-4500, which is considered

as the middle-low class, while, in the middle

class, with income of $ 4600 -8500, represent a

26.20% acceptance on the product. This, without

doubt, represents the target market on which

efforts should be directed.

On the other hand, only 2.14%, which

corresponds to people with incomes of $ 0-2500,

would buy our products, this figure does not

represent much impact, since, being low income,

many of the people would not have the way to

consume the products.

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Now, 13.11%, corresponding to the

income of More than $ 8500, represent an area

of opportunity, because, although for the

moment they do not play such an important role

in the statistical table, they are people who have

the economic capacity to consume the product

and, just by persuading such a group of people,

the demand for the product can be considerably

increased.

For this reason, based on the

aforementioned data, it is stated that the

company must take into account that the people

who would buy the product are from the middle-

low and middle class; However, Ungüento d

'Gobernadora must have enough features to

stand out from the rest of the products, but

minimizing costs, in such a way that a

considerable price is obtained and that people

accept the price-quality ratio proposed by the

company, and in this way, are really willing to

consume the product.

Customers' preference regarding the

fragrance the product

Another very important point that should be

known, are the tastes and preferences of people

in terms of the characteristics of the product, for

example, the aroma and the type of container in

which the content will be, because, although

they are characteristics that seem minimal and

irrelevant, they play a very important role in

influencing the client's decision. According to

Kotler (2012) "The development of new

products refers to original products, product

improvements, product modifications, and new

brands that the company develops through its

own research and development activities".

Graphic 8 Aroma preferences



Sur

Based on graph 8, it is determined that

people prefer, in greater numbers, the essence of

lemon in the product with 32.62%, since it is an

essence that, being soft in the product, relaxes

and creates a sensation nice. On the other hand,

mint aroma also obtained a good percentage,

ranking 23.26% in second place.

It is worth mentioning that people argued

that the scent of lemon prefer because menthol is

found in almost all products on the market, and

firmly believe that such a minimal change,

generates higher expectations and leads to

innovation in articles. Therefore, Ointment of

the Governor, should have a mild aroma of

lemon to have a strong entry in the market, this,

with the help of the benefits of the product, will

maintain the inclination of the customers for the

ointment.

But, undoubtedly, the menthol fragrance

should not be ruled out, because it is in second

place of preference and is a classic and common

feature of this type of analgesics.

Customer preferences regarding the product

container

The innovations are proposed and applied in

pursuit of continuous improvement, so that, by

means of these modifications, the validity of the

products in the market is maintained, for which

reason one of the very important aspects that

must be taken into account for a new product is

the container where the product will be found,

because, in many of the occasions, the first

impression of the people can start with any of the

five senses, and the touch, which is a primordial

sense.

This could generate a positive or negative

expectation just by having to enclosure with the

material and the texture of it. According to

Cortés (2017) "The correct choice of a container

is important because its main function is to

protect the product to keep its characteristics

intact and avoid any alteration to its properties".

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Graphic 9 Container preferences

Source: own preparation, data obtained from surveys

conducted in the town of Santa Rosalia, Baja California

Sur

Regarding the preferences of container

materials (glass and plastic), people had an

inclination towards glass; They argued that

glass, apart from being more attractive to the

eye, also generates a sense of quality and above

all that affects the environment less because it

can be reused.

The glass got a 40.91% preference, so it is

determined that it is the type of material on

which it should be made Ungüento d 'Governor

to enter the market with features accepted by

customers.

Preferences of the points of distribution by

income of the clients

Through the times, companies look for other

organizations that can serve as an intermediary

between them and the client, thus being able to

distribute their articles in an easier and more

efficient way.

This, undoubtedly, generates a plus to the

company because, even without wearing out on

making direct sales, the products can be sold as

much as can be imaginable; such is the case of

the Kirkland company, which does not sell

directly, but has a set of business partners that

distribute their products and that, through their

income, are strongly positioned in the market..

According to Fisher (2011) "The

distribution or place are exchanges that take

place between wholesalers and retailers so that

the product goes from the manufacturer to the

consumer"

Graphic 10 Preferencias de distribución por ingresos

Source: Own elaboration, data obtained from surveys

conducted in the town of Santa Rosalía, B.C.S.

With regard to graph 3.7, it is noted that

people prefer with a 28.33% find Ointment d

'Governor in Pharmacies, and that figure

corresponds to the lower middle class and

middle class. So "Productos MediCálidaX"

should try to introduce the product in

pharmacies, previously endorsed by COFEPRIS

and Health Sector, who determine and guarantee

the legal legality of a product. On the other hand,

it should be taken into account that less preferred

natural health stores, but represent an area of

opportunity also for people to know the product

and have more distribution points.

Methodology

The research method used was deductive-

exploratory, it was based on an analysis of the

local situation of Santa Rosalia, Baja California

Sur, Mexico, and information was obtained by

neighborhoods in the city. The data used in this

work emanate from a representative sample of

Santa Rosalía consumers, to whom interviews

and surveys were applied, which serve as basic

tools for obtaining qualitative and quantitative

information that determine the tastes and

preferences of the consumer in front of the

introduction of an innovative product named

"Ungüento d 'Gobernadora". The surveys,

consist, of 21 closed questions segmented into:

Study of the competition, position on the new

product and socio-economic data of the

participants.

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On the other hand, the interview was done

to the business partners of the locality, that is,

people (physical or moral) who at a certain

moment could have a business relationship. This

tool consists of 8 open questions, strategically

formulated, so that the participant provides as

much information as possible and useful.

In another order of ideas, the size of the

sample was calculated by applying the formula

of the population sample, the average result was

47 surveys for each of the colonies belonging to

Santa Rosalía, however, from the interviews,

only 5 were made, despite the minimum number

of business partners in the town.

For this, the following formula was carried out

(Aguilar, 2005):

𝑛 =𝑁𝜎2𝑧2

(𝑁−1) ⅇ2+𝜎𝑧2 (1)

𝑛 =(14160)(0.52)(1.962)

(14160−1) (0.052)(1.962 )

n=374

Where n is equal to the size of the sample

that was 374 people; Z confidence level of 95%

value; N is the number of people that make up

the population to study, σ corresponds to the

desired sample error, which is 5%, determining

a high degree of viability of the information

obtained.

Conclusions

Although the Governor plant has great health

benefits, there is no business idea that transforms

the input into an innovative and profit-rich

product; this is due to ignorance about the uses

and properties. However, to launch the product

Ungüento d 'Gobernadora, a market study was

conducted, where it is objected that 73.53% of

people would be willing to consume the

proposed product, while only 26.47% of the

population would not. I would consume. This,

without a doubt, is a great start and a part waters

in terms of knowing if the product, according to

its benefits, will have a positive impact on the

market or not. On the other hand, the aroma that

should have, according to 32.63% of the

population, should be lemon; also, with 40.91%

of preference, it is determined that the container

material should be glass.

Although, the positive figures towards the

product are not perfect, there is a degree of

acceptance above the expected, which

determines that the business opportunity, once

brought to the market, will be successful and will

be within the most popular elections of the

consumer.

Finally, it is concluded that the product

should have lemon aroma, with a glass

container, and a homely design; It is also

important to mention that the product should be

distributed mainly in pharmacies and health food

stores. To make the marketing methods more

efficient, we can resort to informing the

population about the uses and properties of the

plant with which the product is manufactured,

and the importance of consuming 100% natural

products, all in order to be a company committed

to the welfare of the client and potentiate the

reasons why they should consume the product.

Recommendations

It is recommended to perform chemical tests for

the product that is marketed to know the medical

interactions that the product could cause.

In addition, it is important to develop a

business plan that includes the study, technical,

market, financial to know the viability of the

business and know if it will be profitable in the

future.

It is important to look for information with

more specialized experts in the theme of the

governor plant, as well as studies that have been

done on the subject, which will allow you to

strengthen the project to be able to market it in

the future.

Conduct demonstrative tests with some

patients, where the data collection is carried out,

based on the experience of the experts when

using the product.

Carry out a study on the label based on the

perceptions of the people, to improve the

labeling and packaging of the product.

Verify before government agencies the

proper use of the governor plant in the state, with

the aim of not harming the environment and to

make the correct use of this.

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References

Aguilar-Barojas, Saraí, Fórmulas para el

cálculo de la muestra en investigaciones de

salud. Salud en Tabasco (2005). Recuperado de:

http://www.redalyc.org/articulo.oa?id=4871120

6> ISSN 1405-2091

Canales, C. M. (2006). Metodologías de la

investigación social. Santiago, Chile: LOM

Ediciones; p. 163-165.

Cortés, G. (2017, marzo,28). 7 aspectos

esenciales para elegir el envase para tu producto.

InformaBTL. Recuperado de

https://www.informabtl.com/7-aspectos-

esenciales-para-elegir-el-envase-para-tu-

producto/

Coville, F. V. (1893). Larrea tridentata. Contr.

U.S. Natl. Herb, 4(75), 1-6.

Fisher, L. (2011). Mercadotecnia. Ciudad de

México, México: McGraw-Hill

Hinrichs, H. (1999). Lesiones deportivas:

prevención, primeros auxilios, diagnóstico,

rehabilitación. Barcelona, España: HISPANO

EUROPEA

Kotler, P. (2012). Dirección del Marketing.

Ciudad de México, México: PEARSON

EDUCACIÓN

Kotler, P. (2012). Dirección del Marketing.

Estado de México, México: PEARSON

EDUCACIÓN

Palafox, J. (2014, 25 de agosto).

Radiactiva.Frontera.info. Recuperado de

http://www.frontera.info/Columnas/DetalleColu

mnas/925453-Radiactiva-Jousin-Palafox.html

Ucha, K. F. (2009). Innovación. Definición

ABC. Recuperado de

https://www.definicionabc.com/general/innovac

ion.php.

12


The competitiveness of family businesses in the commerce sector in the South

Central Región of México

La competitividad de las empresas familiares del sector comercio en la Región

Centro Sur en México

AGUILAR-PÉREZ, Esmeralda†*

Instituto Tecnológico Superior de San Martín Texmelucan- Doctorado en Planeación Estrateéica y Dirección de Tecnología

PTC.

ID 1st Autor: Esmeralda, Aguilar-Pérez / ORC ID: 0000-0001-6794-9630, Researcher ID Thomson: O-3376-2018, CVU

CONACYT ID: 625314


Abstract

This article is the result of a study carried out with the

objective of characterizing the family businesses of the

commerce sector of the South Central region in Mexico.

This is a cross-sectional and descriptive study, which was

carried out in the months of February and March 2018.

The document concludes that it is necessary to design

strategic planning models that guide family businesses to

achieve competitiveness, since in the analysis carried out,

it is identified that 38% have a strategy to compete as a

common practice, 49% do not have a strategy to compete,

while 13% do not know what a strategy is.

Competitiveness, Strategies, Family Businesses

Resumen

El presente artículo es el resultado de un estudio realizado

con el objetivo de caracterizar a las empresas familiares

del sector comercio de la región Centro Sur en México. Se

trata de un estudio transversal y descriptivo, que se realizó

en los meses de Febrero y Marzo de 2018. El documento

concluye que es necesario diseñar modelos de planeación

estratégica que guíen a las empresas familiares para lograr

la competitividad, ya que en el análisis realizado, se

identifica que el 38 % cuenta con una estrategia para

competir como práctica común, el 49 % no cuenta con una

estrategia para competir, mientras que el 13 % no sabe que

es una estrategia.

Competitividad, Estrategias, Empresas Familiares

Citation: AGUILAR-PÉREZ, Esmeralda. The competitiveness of family businesses in the commerce sector in the South

Central Región of México. Journal-Business administration and business economics; Marketing; Accounting 2018. 2-3:12-

19




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RINOE® All rights reserved AGUILAR-PÉREZ, Esmeralda. The competitiveness of family

businesses in the commerce sector in the South Central Región of

México. Journal-Business administration and business economics;

Marketing; Accounting 2018

Introduction

Studies are being carried out in different

countries to develop models that allow family

businesses to continue operating and contribute

to their competitiveness. Despite previous

studies with respect to family businesses, it is

detected that an area of opportunity for these

companies is to design strategic planning models

(Romero, 2013). In order for family businesses

in the commerce sector to become more

competitive and keep up with the market, family

businesses must support themselves through an

adequate management of their resources (Xi,

Kraus, Filser and Kellermanns, 2015), which is

necessary to expand your opportunities.

Therefore in the first phase of the

investigation will proceed to characterize family

businesses to know the internal capacity they

have to structure, manage and govern their

resources and capabilities in order to improve

their competitiveness, according to the business

environment and conditions that have, it is worth

mentioning that this research will focus

exclusively on family businesses in the

commercial sector belonging to the south central

region of Mexico.

This article has four sections: the first is

the Theoretical Framework where family

businesses and competitiveness are defined and

characterized, the second is the methodology

where the study design, the population, the

material and the procedure used in the study are

known the investigation, in the third section the

results are announced and finalized with a

section of conclusions.

Theoretical framework

Definition of family business

The family business is one whose ownership,

direction and control of operations is in the

hands of a family. Its members make the basic

decisions (strategic and operational) fully

assuming responsibility for their actions (Wach

and Wojciechowski, 2014). A family business is

one in which the capital and, where appropriate,

the management and / or the government are in

the hands of one or more families, who have the

capacity to exercise a sufficient influence over it

to control it, and whose strategic vision includes

the purpose of giving continuity to the next

generation of families (Salgado, 2016).

Pukall y Calabró (2013) mentions that a

family business is characterized because family

members participate directly in the ownership or

operation, in their life and operation. It is also

recognized that the company is a family business

when it passes from one generation to another.

Characteristics of family businesses

Pilling (2014), mentions that the characteristics

of family businesses are: the majority of votes

are owned by the person or persons of the family

that founded or founded the company, or are

owned by the person who has or has acquired the

capital of the company, or are owned by their

wives, parents, son (s) or direct heirs of the child

(ren). Also if at least one representative of the

family or relative participates in the management

or governance of the company.

Competitiveness of family businesses

Botero, Giraldo and Ceballos (2016) determine

the main internal aspects that affect the

competitiveness of family businesses, among

which are the Strategic Planning, Human

Resources among others, considered for the vital

role they play within companies.

Within the literature of the environment of

companies at a general level and in Mexico, they

agree that one of the factors that most influences

their life cycle is competitiveness, this is mainly

affected by internal aspects of companies.

Theoretical studies of competitiveness

This section presents the competitiveness map of

the Inter-American Development Bank (IDB)

that was developed in 2006 and adapted by the

Chamber of Commerce of Medellin and

Antioquia, to be used in the organizational

diagnosis of Small and Medium Enterprises (

SMEs); with this it is possible to obtain a score

of each one of the areas of the company, through

which a diagram is made showing the strengths

and weaknesses of the same and the organization

is visualized as a system composed of nine areas

that when interconnected between they do

improve the performance of the organization

(Martínez and Álvarez, 2016: 14).

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Saavedra (2012: 93) menciona los

aspectos que considera el mapa de

competitividad del BID, los cuales son

planeación estratégica, producción y

operaciones, aseguramiento de la calidad,

comercialización, contabilidad y finanzas,

aspectos bancarios, recursos humanos, gestión

ambiental y sistemas de información como se

muestran en la figure 1.

Areas of

Competitiveness

Indicators

Strategic planning Strategic Planning Process

Strategy Implementation

Production and

operations, procurement, logistics

Planning and production process

production capacity Maintenance

Investigation and development

provisioning Inventory management

Location and infrastructure

Quality assurance General aspect of quality Quality system

commercialization National Market: Marketing and Sales

Services, Distribution

Export market: Exporting Plan, Product, Competition and Marketing,

international physical distribution aspects negotiation, participation in fairs and

missions.

Accounting and Finance Cost Monitoring and Accounting

Financial Administration Legal and Tax rules

Recursos humanos General features

Training and Staff Development Organizational culture

Health and Safety

Environmental

management

Company Environmental Policy

Strategy to Protect the Environment Awareness and staff training on

environmental issues

Waste Management

Information system Planning System

Tickets

Processes Departures

Figure 1 Competitiveness Map (areas of analysis and

Indicators)

Source: Saavedra, (2012)

Methodology

Study design

It is a cross-sectional and descriptive study,

which was carried out in the months of February

and March 2018 in the family businesses of the

commercial sector of the south-central region of

Mexico, therefore the methodology used in the

development of this research work outlined

below:

a. Search for bibliographic information

regarding family businesses,

characteristics and management of their

governing bodies.

b. Consultation and advice with specialists

and experts on the subject.

c. The questionnaire to be used in the

research was designed.

d. The instrument was piloted and then tuned

and adapted.

e. The instrument was applied to commercial

companies registered in the Mexican

Business Information System (SIEM).

f. The database with the information

gathered was elaborated.

g. Analysis of the data obtained with the

statistical program SPSS.

h. Elaboration of the factor analysis to

determine the competitiveness of family

businesses taking into account the

variables of production, quality of

products and services and environmental

management.

Population

In this research the participants studied were the

family businesses of the commercial sector of

the south central region of Mexico, according to

SIEM there are 123,338 registered companies

that were taken as a base, of which 45% are

commercial, 30% of services and the rest are

industrial. Table 2 shows the distribution by state

of the companies, the% of companies by State

and the number of surveys applied to each state.

State Total

Establishm

ents

Industri

al

Sector

25%

Services

Sector

30%

Commer

cial

Sector

45%

% of

Compani

es by

State

Number

of

compani

es

surveyed

by State

Michoacán 55,228 13807 16568 24853 45% 74

Puebla 22,767 5692 6830 10245 18% 30

Querétaro 17,881 4470 5364 8046 14% 24

Tlaxcala 10,756 2689 3227 4840 9% 14

Hidalgo 10,710 2678 3213 4820 9% 14

Guerrero 3,978 995 1193 1790 3% 5

Morelos 2,018 505 605 908 2% 3

Totals 123,338 30835 37001 55502 100% 165

Table 2 Matrix of composition of companies and

representativeness of the South Central Region of Mexico

Source: Own elaboration with data obtained from the

electronic portal of the Mexican Business Information

System (SIEM) March 2018

The sample was determined with the

statistical equation for population proportions

considering 55502 as the size of the population,

which as seen in table 1 are the commercial

companies of the south central region, with a

confidence level of 99%, showing a sample of

165 that is apportioned based on the percentage

of companies per State. The SIEM, is a business

register that is carried out by the business

chambers of the country and administered by the

Ministry of Economy which has Industrial,

Commercial and Services of Mexico.

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The purpose of the Portal is to make

available to SMEs, means of consulting the

corporate register itself which contains a

directory of more than 650,000 companies

across the country with their contact

information, activity, products and supplies that

offer and demand.

Material

The measuring instrument developed for the

present investigation was constructed with the

questions of the Competitiveness Map that the

Inter-American Development Bank (IDB)

handles, which measures each one of the

company's areas, showing the strengths and

weaknesses of the same, improving the

performance of the organization and with it its

competitiveness. The questionnaire is made up

of 25 questions with a scale of attitude type

Lickert self administered through electronic

means.

Process

The way to obtain the data in this investigation

was applying the questionnaires directly in the

companies. Once the information was collected,

a database was developed in SPSS, which

contains each of the questions in the

questionnaire and their respective answers,

obtaining the data statistics of all the study

subjects, which for purposes of this investigation

were 165. It is worth mentioning that this study

is part of a research that is being carried out for

a doctoral thesis.

Results

165 surveys were applied, yielding the following

results: Graphic 1 shows that of the total number

of family businesses, 38% do have a strategy to

compete as a common practice, 49% do not have

a strategy to compete, while 13% do not know

what a strategy is.

Graphic 1 Companies in the South Central Mexico region

that have some administrative strategy

Source: Own elaboration with survey data

Regarding the identification of the

advantages that companies have, 60% of

companies consider that their main advantage is

competitiveness, 29% emphasize that it is the

commitment with which they carry out their

activities and 11% state that humanism has

allowed them to position themselves as a good

company, as seen in graphic 2.

Graphic 2 Main advantages of companies in the South

Central Region of Mexico


Graphic 3 shows the level of

competitiveness in which they are currently in

the market, 66 of the surveyed companies

consider that the level of competitiveness is

regular, 63 considers that good, 24 of the

companies responded that bad and only 12%

considered your level of competitiveness as

excellent.

64%12%

24%

Does the company have any administrative

strategy?

good

Excellent

bad

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Graphic 3 Level of competitiveness of companies in the

South Central region of Mexico


Another question that was asked to

employers was if they prefer to continue with the

family tradition or be innovative for the sale of a

new product, to which they responded that 42%

if they prefer to continue with the same tradition

because it has worked, however 35% if it is

willing to innovate to improve its positioning

and continuity in the market and 24% have not

thought about it yet, as can be seen in graphic 4.

Graphic 4 Number of companies in the South Central

Mexico region that prefers family tradition to innovation

Source: Own elaboration with survey data.

As part of identifying the strategies of

family businesses in the commercial sector of

the South Central region of Mexico, to improve

their competitiveness, entrepreneurs were

questioned if they had carried out a strategic

planning process in the last two years, the results

show that only the 18% have made a strategic

planning process in the last two years, while 82%

have not done it, as shown in graphic 5.

Graphic 5 Number of companies in the South Central

Mexico region with strategic planning


Determining the competitiveness of family

businesses

Taking into account the competitiveness map

developed by the IDB, an analysis was made of

the variables of production, quality of products

and services and environmental management in

each of the 165 companies surveyed to

determine the level of competitiveness of these

considering a total of 25 reagents, the results of

the initial diagnosis are shown in table 3 and

those corresponding to the final diagnosis are

shown in table 4.

Initial diagnostic

State Number

of

compani

es

surveye

d by

State

Producti

on

(10

items)

Qualit

y of

produc

ts and

service

s

(8

items)

Environme

ntal

manageme

nt (7

reagents)

Sum of

reagen

ts

Level of

competitive

ness (25

items)

10 8 7 25

Michoac

án

74 518 462 259 1239 17

Puebla 30 210 144 105 459 15

Querétar

o

23 150 129 97 375 16

Tlaxcala 15 102 94 42 238 16

Hidalgo 15 35 70 53 157 10

Guerrero 5 30 31 19 80 16

Morelos 3 24 19 13 55 18

Totals 165 1067 948 587 2601 109

Table 3 Level of competitiveness of family businesses

surveyed by State. (Initial diagnostic)

Source: Own elaboration with data collected from the

surveys

As can be seen in table 3 corresponding to

the initial diagnosis, the level of competitiveness

of family businesses in the trade sector of the

South Central Region shows competitiveness

levels of 16 items on average.

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Final diagnosisl State Number

of

compani

es

surveye

d by

State

Producti

on (10

items)

Qualit

y of

produc

ts and

service

s (8

items)

Environme

ntal

manageme

nt (7

reagents)

Sum of

reagen

ts

Level of

competitive

ness (25

items)

10 8 7 25

Michoac

án

74 555 503 285 1343 18

Puebla 30 240 204 189 633 21

Querétar

o

23 196 166 129 490 21

Tlaxcala 15 108 84 74 266 18

Hidalgo 15 84 78 74 236 16

Guerrero 5 30 34 25 89 18

Morelos 3 24 20 15 59 20

Totals 165 1237 1089 789 3115 131

Table 4 Nivel de competitividad de las empresas

familiares encuestadas por Estado. (Diagnóstico final)


surveys

The competitiveness levels of the

companies studied are on average 19 reactive

when making a final diagnosis due to the

implementation of strategic planning in the areas

of production, quality of products and services

and environmental management as shown in

table 4.

Table 5 determines the difference between

the initial diagnosis and the final diagnosis and

the percentage increase that occurs in family

businesses, highlighting that the States of

Puebla, Queretaro and Hidalgo are those with a

percentage increase of 23%, 20 % and 21%

respectively and since these entities represent

18, 14 and 9% of companies studied by State, it

is determined that 41% of family businesses

showed an increase of more than 20% in their

competitiveness.

Initial

diagnostic

Final

Diagnosis

State Number

of

compani

es

surveye

d by

State

Level of

competitive

ness (25

items)

Level of

competitive

ness (25

items)

Differen

ce

Porcentu

al

increme

nt

% of

Compani

es by

State

25 25

Michoac

án

74 17 18 1 6% 45%

Puebla 30 15 21 6 23% 18%

Querétar

o

23 16 21 5 20% 14%

Tlaxcala 15 16 18 2 7% 9%

Hidalgo 15 10 16 5 21% 9%

Guerrero 5 16 18 2 7% 3%

Morelos 3 18 20 1 5% 2%

Totals 165 109 131 100%

Table 5 Percentage increase in the level of

competitiveness of Family businesses surveyed by State


surveys

Factorial analysis

The variables of production, quality of products

and services and environmental management are

considered in each of the 165 companies

surveyed to determine the level of

competitiveness of these. Table 6 contains the

communalities initially assigned to the variables

(initial) and the communalities reproduced by

the factorial solution (extraction).

Initial Extraction

production 1000 .901

Quality of products 1000 .997

Environmental management 1000 .994

Table 6 Communalities

Extraction method: Principal Components Analysis

In the tablet 7 the explained variance

percentages are shown, where it is observed that

the stacked eigenvalues are greater than 1.

Component Initial eigenvalue Sum of the saturations to the

square of the extraction

Total % Of the

variance

%

accumulated

Total %

of the

variance

%

accumulated

1 3,257 43242 43242 3,257 43242 43242

2 1,654 25,628 72689 1,654 25,628 72689

3 1,035 14,465 87,254 1,035 14,465 87,254

Table 7 Percentages of variance explained

Extraction method: Principal Components Analysis

Table 8 contains the factorial solution,

which contains the correlations between the

original variables (or saturations) and each one

of the factors. Comparing the relative saturations

of each variable in each of the three factors, it

can be seen that the first factor is constituted by

the variables of planning and production

process, production capacity and inventory

management. All these variables saturate the

single factor because they constitute a

differentiated group of variables within the

correlation matrix. The second factor includes

the group of variables of general aspects of

quality and quality system.

Finally, the third factor is made up of the

environmental policy variables of the company

and strategy to protect the environment

themselves that are independent of each other

and the variable does not saturate in the other

two factors.

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Component

1 2 3

Planning and production process .806 -.172 .047

production capacity .843 .260 -.061

Inventory management .944 .089 .041

General aspects of quality -.077 .910 .232

Quality system .043 .996 .053

Environmental police of the Company -.179 -.041 .927

Strategy to Protect the Environment -.232 .026 .914

Table 8 Matrix of components (matrix of the factorial

structure) Extraction method: Principal Components

Analysis

Conclusion

With the development of this work, the initial

objectives were met, observing the following:

first, 123,338 establishments registered in the

Mexican Business Information System (SIEM)

belonging to the south central region integrated

by the states of Michoacán, Puebla were

identified , Queretaro, Tlaxcala, Hidalgo,

Guerrero and Morelos of which 45% correspond

to the commercial sector, which is the case study

of this work, with the states of Michoacán,

Puebla and Queretaro the entities that host 77%

of the companies Registered.

As a second point, it is concluded that of

the identified family businesses, 38% have a

strategy to compete as a common practice, 49%

do not have a strategy to compete, while 13% do

not know what a strategy is.

And third with respect to the identification

of the strategies that companies have, 60% of

companies consider that their main advantage is

competitiveness, 29% emphasize that it is the

commitment with which they carry out their

activities and 11% state that humanism has

allowed them to position themselves as a good

company, 42% of employers prefer to continue

with the family tradition, only 35% are willing

to innovate to improve their positioning and

continuity in the market and 24% have doubts

about this topic.

Likewise it is observed that only 18% of

the companies have carried out a strategic

planning process in the last two years, while 82%

have not done it.

In addition, it is concluded that 41% of the

companies analyzed show a 20% increase in

their competitiveness when implementing

strategic planning in their operations.

Based on the results obtained in the survey

and the analysis carried out, it is concluded that

the strategic planning applied to the dimensions

of production and operations, quality and

environmental management, improves the

competitiveness of family businesses in the trade

sector of the South Central Region of Mexico.

References

Banco Interamericano de Desarrollo (2014)

Orientaciones para la evaluación de proyectos de

integración productiva.

Botero, J., Giraldo, M. y Ceballos, O. (2016).

Nivel de productividad y competitividad de

empresas del sector comercio que realizan

actividades relacionadas con la construcción.

Sinapsis (8), 2, 77-98

INEGI Censos Económicos (2016). Micro,

pequeña, mediana y gran empresa:

estratificación de los establecimientos: Censos

Económicos 2016 / Instituto Nacional de

Estadística y Geografía. México: INEGI

INEGI (2017) Indicador Trimestral de la

Actividad Económica estatal durante el tercer

trimestre de 2017 consultado el 10 de enero de

2018 de

http://www.inegi.org.mx/saladeprensa/boletines

/2018/itaee/itaee2018_01.pdf

MARTÍNEZ, J. Y ÁLVAREZ, E. (2016).

“Grandes familias empresarias en Chile. Sus

características y aportes al país (1830-2012)”

Ese Business School, Universidad de los Andes

Santiago, Chile.

Pilling, D. (2014). Has GDP outgrown its use?

Financial Times 4 de julio de 2014.

Pukall, T. J., & Calabrò, A. (2013). The

internationalization of family firms: A critical

review and integrative model. Family Business

Review, 27(2), 103-125.

Romero, L. E. (2013). Competitividad y

productividad en empresas familiares pymes

Una aproximación desde la interacción familia-

empresa. Revista EAN, (57), 131-142.

Salgado, V. H. J. (2016, September). Las

empresas familiares frente a la implementación

de Sistemas de Control de Gestión. In Forum

Empresarial (Vol. 7, No. 2, pp. 56-81).

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SAAVEDRA GARCÍA, M. L. (2012). “Una

propuesta para la determinación de la

competitividad en la pyme latinoamericana.

Pensamiento y gestión”, pags. 93-124.

SIEM (2018) Número de establecimientos en la

región Centro Sur. Consultado de 12 de febrero

de 2018 de

https://www.siem.gob.mx/siem/portal/consultas

/respuesta.asp?estado=21&municipio=132&var

=0&&var=0&max_pag=73&pag=&ir=3

Wach, K., & Wojciechowski, L. (2014). The size

and the strategic international orientation: the

use of eprg model among Polish family and non-

family firms. Przedsiębiorczość i Zarządzanie,

15(7, cz. 1 Firmy Rodzinne-współczesne nurty

badań i praktyki zarządzania), 143-156.

Xi, J. M., Kraus, S., Filser, M., & Kellermanns,

F. W. (2015). Mapping the field of family

business research: past trends and future

directions. International Entrepreneurship and

Management Journal, 11(1), 113-132.

20


Establishment of optimal levels of raw material inventory

Establecimiento de niveles óptimos de inventario de materia prima

DELGADO-CELIS, Ma. Dolores†*, CRUZ-RENTERÍA, María Merced, and FÉLIX-JÁCQUEZ, Rosa

Hilda

Tecnológico Nacional de México/I.T. San Luis Potosí

ID 1st Author: Ma. Dolores, Delgado-Celis / ORC ID: 0000-0003-0141-497X, Researcher ID Thomson: M-1649-2018,

arXiv Author ID: ma.dolores

ID 1st Coauthor: María Merced, Cruz-Rentería / ORC ID: 0000-0001-7498-0484, Researcher ID Thomson: N-4046-2018,

arXiv Author ID: MECHE

ID 2nd Coauthor: Rosa Hilda, Félix-Jácquez / ORC ID: 0000-0001-6961-341X, Researcher ID Thomson: E-9292-2018,

arXiv Author ID: rhfélix


Abstract

The objective of this project was to establish optimal

levels of raw material inventory of an automotive

manufacturing company, to reduce additional costs of

purchasing, storing, handling and preparation of inputs of

some items not justified in production orders. These costs

are wastes that do not add value to the final product.

Considering the demand for finished products, production

times, raw material, lead-time and scrap percentages

associated with the processes, an analysis was made using

the material classification method ABC, based on the

Pareto principle, the step that determines the cost-volume

relation of the inputs. As a result of this, three critical items

were identified in the cost. Subsequently, the economic

order quantity model was used to determine the quantity

of raw material classified “A” and the number of orders to

be placed per month, as a measure of replenishment to

ensure the production of a week and a half. It is concluded

that, when establishing the optimal level of inventory of

raw material, waste is eliminated and the total cost of

inventory decreases. The main contribution was a 33%

reduction in costs of maintaining inventory.

Economic order quantity, Inventory costs, ABC

Classification

Resumen

El objetivo de este proyecto fue establecer niveles óptimos

de inventario de materia prima de una empresa

manufacturera automotriz, para disminuir costos

adicionales de compra, almacenamiento, manejo y

preparación de insumos de algunos ítems no justificados

en las órdenes de producción. Estos costos son

desperdicios que no aportan valor al producto final.

Considerando la demanda de producto terminado, los

tiempos de producción, los tiempos de entrega de materia

prima y los porcentajes de desperdicio asociados a los

procesos, se realizó un análisis utilizando el método de

clasificación de materiales ABC, basado en el principio de

Pareto, paso que determina la relación costo-volumen de

los insumos. Como resultado de éste, se identificaron tres

ítems críticos en costo. Posteriormente se utilizó el modelo

de la Cantidad Económica de Pedido para determinar la

cantidad de materia prima clasificada “A” y el número de

órdenes a colocar por mes, como medida de

reabastecimiento para asegurar la producción de una

semana y media. Se concluye que al establecer el nivel

óptimo de inventario de materia prima se eliminan

desperdicios y disminuye el costo total de inventario. La

principal contribución fue una reducción del 33% en los

costos de mantener inventario.

Cantidad económica de pedido, Costos de inventario,

Clasificación ABC

Citation: DELGADO-CELIS, Ma. Dolores, CRUZ-RENTERÍA, María Merced, and FÉLIX-JÁCQUEZ, Rosa Hilda.

Establishment of optimal levels of raw material inventory. Journal-Business administration and business economics;

Marketing; Accounting. 2018. 2-3:20-25.




2


DELGADO-CELIS, Ma. Dolores, CRUZ-RENTERÍA, María Merced, and FÉLIX-JÁCQUEZ, Rosa Hilda. Establishment of optimal levels of

raw material inventory. Journal-Business administration and business

economics; Marketing; Accounting. 2018

ISSN- 2531-3002


Introduction

Traditionally, inventories have been seen, within

the business management as a necessary evil to

ensure the continuity of production. However,

currently it is necessary to have an adequate

management and control of the inventories,

where the criterion of maintaining the minimum

quantities necessary to guarantee the continuity

of the entire flow in the logistics chain must be

prioritized, and that they allow absorbing the

impact of the variability and uncertainty

associated with the operation, ensuring

maximum customer satisfaction and efficiency

in the company, reflected in an increase in

profitability.

An effective strategy answers the questions

of how much inventory to order and when to

order it. The purpose of this paper is to present

the fundamental aspects that were taken into

account for the control of inventories of raw

materials of a manufacturing company in the

automotive sector, dedicated to the production of

headlights, which has an external warehouse.

The scope of this project covers the supply chain

of the raw material.

The company presents the problem of a high

level of inventory of raw material, derived from

the decision based on obtaining the best price per

purchase volume, which generated on inventory,

which at the beginning of the project was three

months on average, a situation that represents a

high investment that does not generate value to

the company and involves paying more space for

storage.

The proposal to give a solution, is the

application of criteria and inventory models

appropriate to the situation, which suppose a

better planning of the supply, a greater rotation

of the inventory of resins, less storage space and

a reduction of costs.

Enterprise Resource Planning or ERP

(Enterprise Resource Planning) is a system of

resource planning and information management,

which, in a structured way, meets the demand for

business management needs (Muñiz, 2004). The

company under study uses an ERP called Prones,

which through the Planning of Material

Requirements or MRP (Material Requirements

Planning), plans and manages the inputs, and its

main purpose is to have the material at the right

time.

The MRP comprises the information

obtained from at least three main sources of

information: the production master plan, the

inventory status and the bill of materials. The

production master plan or MPS (Master

Production Schedule) is the plan for the

production of final articles with a short-term

projection that usually covers a few weeks or

months. This is done according to the client's

orders and the forecasts of a demand (Yasuhiro,

1993).

As a policy, the purchasing department

sometimes purchases the raw material in

quantities greater than the needs of the company

to obtain discounts for price and quantity.

However, this benefit causes the costs of

maintaining excess amounts to rise; similarly,

transportation costs can often be reduced by

sending larger quantities, which require less

handling per unit (Ballou, 2005). This impacts

more, when the storage involves the payment of

an external space, which is paid in dollars per use

of square meter.

The raw material is basically composed of

resins used in the manufacture of headlights.

Considering that these are a product derived

from petroleum, their cost fluctuates with the

parity of the dollar, which ends up affecting the

profitability of the company.

Applied techniques

To achieve the objective of this project, the

model of the economic order quantity (CEP) was

selected. According to Colin (2008), the main

characteristic of the Economic Quantity of Order

is that the administration is presented with a

series of opposite costs, that is, if the investment

in inventories increases, the total costs of

maintaining and also decreasing the Total costs

to order and lack. In the particular case, you want

to incur lower storage costs (Izar and Méndez,

2017).

In the management of inventories, policies

based on the ABC analysis take advantage of the

sales imbalance delineated by the Pareto

principle (Castro, Vélez and Castro, 2011). This

implies that each article should receive a

weighted treatment that corresponds to its class.

Category A items are the most valuable, while

those that belong to category C are the least.

3





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The reorder point of articles C occurs less

frequently, only if the actual consumption has

been verified. As for articles B, they enjoy the

benefit of an intermediate condition between A

and C. Items A should be subject to strict

inventory control, better secured storage areas

and better sales forecasts. Reorders should be

frequent ie weekly reorders. In articles A, it is a

priority to avoid situations of lack of stock

(Cuatrecasas, 2012). In addition, it turns out to

be a useful, practical and simple tool to manage

in order to improve the profitability of the

organization (Olivos y Penagos, 2013).

This classification is a very useful tool for

the administration of inventories, because with it

you can focus attention on the management and

control of the items in a balanced way.

Development

Based on the total value criterion equal to cost

per volume (Guerrero, 2017), a Pareto diagram

was used to identify the resins that belong to the

A classification and that for its monetary value

has priority. The total number of items

considered in the analysis was 26, as shown in

Graphic 1 (the complete data can be better seen

in the Annex).

Graphic 1 Pareto diagram of the use of raw material.

Source: Self Made

From the analysis of the 26 resins, the first

three were selected, with code kanban 0035,

0058 and 0004 that represent the largest

economic amount in inventory inventory, see

Table 1.

Provider Kanban C.U. Monthly

use in Kg

Total

amount

in USD

TTM 0035 3.000 116,250 $348,750

MDM 0058 3.169 111,000 $351,759

WAP 0004 1.721 46,051 $ 79,254

Table 1 Result of the ABC analysis of category A items

Source: Self Made

The costs involved in purchasing goods for

the replenishment of inventory often determine

the quantities of reorder. When a replenishment

order is placed, a number of costs are incurred

related to the processing, execution,

transmission, handling and purchase of the

pertinent orders (Ballou, 2005). The cost of

ordering described by Colin (2008) includes all

expenses necessary to issue a purchase order,

which includes, procedures with supplier,

receipt of materials, analysis and inspection of

materials, payment of corresponding invoices

and the record of control of inventories,

purchases, warehouse, quality control and

accounting costs.

The costs of maintaining inventory are the

result of saving, or keeping items for a period

and are quite proportional to the number of items

available (Caused, 2015). Ballou (2005) states

that these costs can be considered in four classes:

space costs, capital costs, inventory service costs

and inventory risk costs.

To carry out this, it was necessary to know

the demand of the resins by units, that is to say

according to the total amount of sacks to be

bought monthly and the cost per unit (see Table

2).

Provider Standard

pack

Kan

Ban

C.U. Demand

in kg

Demand

in units

TTM 750 0035 $3.000 81,581 109

MDM 850 0058 $3.169 23,529 27

WAP 816 0004 $1.721 38,665 52

Table 2 Monthly demand for bags and / or resin boxes.

Source: Self Made

For the calculation of the Economic

Quantity of Order (CEP), the cost to order

included the logistical and administrative costs

involved in the acquisition of the material

amounting to $ 1.52 dollars. (see Table 3). The

cost of maintaining a unit (CMU) was

determined considering the payment made to the

external warehouse, which includes storage of

material, handling of material and for the special

case of resins, the preparation of the same is

charged, in this case is 0.13 dollars per unit.

0%

20%

40%

60%

80%

100%

120%

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

35 4

105

135

87

56

86

57

140

36

62

269

24

Raw

mate

rial

usa

ge

(US

D)

Kanban Code

Pareto analysis

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Provider Is it

so

give

pack

Kan

ban

CU Demand

units

CMU CEP

TTM 750 0035 3.000 109 0.13 21

MDM 850 0058 3.407 27 0.13 14

WAP 750 0004 1.721 52 0.13 18

Table 3 Economic Quantity of Order (CEP) of resins.

Source: Self Made

Finally, it was determined how many

purchase orders should be placed per month,

dividing the demand by the economic amount of

the loan, as shown in Table 4.

Provider Standard

pack

Kan

ban

C.U. Demand

in units

CEP Orders

per month

TTM 750 0035 3.000 109 21 5

MDM 850 0058 3.407 27 14 2

WAP 816 0004 1.721 52 18 3

Table 4 Number of orders per month.

Source: Self Made

It can be seen, by way of example, in

Graphic 2, the point at which the total cost of

inventory for Kanban 0035 resin is minimized,

which is reached by making 5 purchase orders

per month.

Graphic 2 Economical Quantity of Kanban resin order 35

Source: Self Made

Results

The results of this project reflected notable

changes in the external warehouse of the

automotive company. Through the analysis of

ABC materials, it was possible to identify the

three resins (raw material) that, due to volume

and costs, should be given priority, since these

generated significant costs.

On the one hand, based on the analysis of

the information system, the cause was detected

that caused such a high inventory to exist, being

the incorrect theoretical information about the

consumption of this material (ignorance of a

method for calculating orders). Once it was

determined that this was the cause, an action plan

was developed, considering the techniques of

inventory management and control, to solve the

problem. In addition to the ABC analysis, the

technique of the Economic Quantity of Order

(CEP) was applied, achieving a better

management of the materials until maintaining a

level of inventory that allowed the supply to

production during a week and a half.

In the case of the storage cost, which is

external, it is charged per square meter in flat;

the area occupied by a sack or resin box is

2.76m2, it was possible to stow at three more

levels within the area, this means that in the same

area it was possible to store four sacks or boxes

of resin for the same rate. The resin where the

inventory was most noticeable was the one

identified with the code kanban 0035, as this is

the largest volume.

The storage costs decreased significantly in

the resins of greater consumption, for example,

of the supplier of the resin kanban 0035, to be

billed by day 74.52 USD was able to decrease to

the amount of 46.92 USD; of kanban resin 0058,

decreased from 16.56 USD to 11.04 USD and

from Kanban resin 0004, decreased from 8.28

USD to 5.52 USD. As shown in Graphic 3, the

monthly cost of storage decreased considerably

as a result of the application of this methodology,

allowing less material to store.

Graphic 3 Reduction of monthly storage cost per square

meter

Source: Self Made

1.52

3.04

4.56

6.08

7.6

10.64

12.16

13.6814.17

11.44

8.715.98

3.25

0.52 0.39 0.13

15.6914.48

13.2712.06 10.85

11.1612.55

13.81

0

2

4

6

8

10

12

14

16

18

1 2 3 4 5 6 7 8

Un

it c

ost

(U

SD

)

Number of orders

EOQ Kanban 0035

Order cost Storage cost Total cost

$8,309.73

$1,846.71

$923.30

$5,232.05

$1,231.07 $615.54 0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

0035 0058 0004

US

D

Kanban code

Monthly storage per square meter cost (USD)

Before After

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Regarding the monthly cost for material

handling, this also decreased in a similar way

(see Graphic 4), because having less inventory

online, the material that was entering directly

entered the consumption.

Graphic 4 Reduction of monthly cost for handling

material

Source: Self Made

Regarding the monthly cost of resin

preparation, when handling less volume of

material, it also decreased, as can be seen in

Graphic 5.

Graphic 5 Reducción de costo mensual de preparación de

material por unidad

Source: Self Made

En la Table 5 se muestra el porcentaje de la

reducción del costo por almacenamiento, manejo

y preparación de materia prima que se logró por

mes, para el Kanban 0035 fue del 37%, para el

Kanban 0058 ascendió al 34% y para el Kanban

0004 sumó un 33 %.

Costos mensuales (USD)

Kanban Antes Después Porcentaje

reducción de costos

0035 $ 13,680.06 $ 8,594.78 37%

0058 $ 3,101.36 $ 2,034.11 34%

0004 $ 1,525.58 $ 1,017.06 33%

Table 5 Reduction of total costs in raw material inventory

Source: Self Made

La resina que más impactó en la

disminución de los costos fue el Kanban 0035,

seguida del Kanban 0058 y por último el Kanban

0004, ver Graphic 6.

Graphic 6 Comparison of the monthly cost before and

after the implementation.

Source: Self Made

In general terms, a saving of just over 33%

was achieved, on the amount that was being

spent on storage, handling and preparation of

raw material. In addition, the impact was

physically visible in the warehouse. Figure 1

shows the original state of the warehouse.

Figure 1 View of the external warehouse before the

improvement

Source: Self Made

While Figure 2 shows how the area was

after the improvement.

Figure 2 View of the external warehouse after the

improvement

Source: Self Made

$1,168.44

$273.00 $131.04

$731.64

$174.72 $87.36 0

200

400

600

800

1,000

1,200

1,400

0035 0058 0004

US

D

Kanban code

Monthly material handling cost (USD)

Before After

$4,201.89

$981.75 $471.24

$2,631.09

$628.32 $314.16 0

1,000

2,000

3,000

4,000

5,000

0035 0058 0004

US

D

Kanban code

Monthly material preparation per unit cost

(USD)

Before After

$13,680.06

$3,101.36 $1,525.58

$8,594.78

$2,034.11 $1,017.06 0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

0035 0058 0004

Mon

thly

cost

in

US

D

Kanban code

Comparative before/after implementation

Before After

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Annexes

ABC analysis based on monthly use in

kilograms.

Kanban Cost Demand Use %

Use

% Use

Accumulated

35 3.000 81,581 116,250 21.02 21.02

58 3.169 23,529 111,000 20.07 41.10

4 1.721 38,665 46,051 8.33 49.42

29 4.346 30,792 40,000 7.23 56.66

105 3.820 30,486 35,107 6.35 63.01

335 1.856 27,834 34,272 6.20 69.21

135 3.700 14,179 30,840 5.58 74.78

55 3.300 30,524 30,750 5.56 80.34

87 3.480 23,240 26,000 4.70 85.05

54 3.820 21,023 19,600 3.54 88.59

56 2.920 7,522 15,000 2.71 91.30

104 3.820 11,202 8,000 1.45 92.75

86 3.920 5,455 8,000 1.45 94.20

126 2.326 3,693 6,902 1.25 95.44

57 11.680 4,401 5,000 0.90 96.35

186 11.020 3,622 3,618 0.65 97.00

140 3.380 3,592 3,500 0.63 97.64

85 3.940 2,981 3,200 0.58 98.21

36 4.800 10,870 2,720 0.49 98.71

111 12.770 2,429 2,720 0.49 99.20

62 2.880 1,634 1,487 0.27 99.47

181 7.310 1,211 1,190 0.22 99.68

269 4.080 863 680 0.12 99.81

155 5.500 182 500 0.09 99.90

24 4.500 3,899 375 0.07 99.96

268 4.250 71 203 0.04 100.00

Acknowledgment

This project was financed by the National

Technological Institute of Mexico / I.T. San Luis

Potosi. We are particularly grateful for the

support provided by the company where the

project was applied.

Conclusions

The main objective of the project, which was to

establish optimal inventory levels, was achieved.

The implementation of the CEP model was

fundamental to achieve the reduction of the costs

of storage, handling and preparation of material

mainly.

It was possible to identify relevant

information about suppliers, part numbers,

delivery times, monthly consumption, customer

demand, occupied area, cost per square meter,

cost of placing an order, among others. The

successful management in the purchases and the

application of tools for the management and the

administration of inventories allows to assure the

normal flow of insumos and materials to the

areas that transform them in the products or

services that the company commercializes.

Once it has been demonstrated that the CEP

model works for the reduction of inventory

costs, it is recommended to apply the same

criterion to the next level of classification

derived from the ABC analysis. Finally, it is

important to keep the information system

updated, to have a reliable monthly forecast and

to support decision making.

References

Castro Zuluaga, C., Vélez Gallego, M. y Castro

Urrego, J. (2011). Clasificación ABC

multicriterio: tipos de criterios y efectos en la

asignación de pesos. ITECKNE, 8(2), 163-170.

doi:http://dx.doi.org/10.15332/iteckne.v8i2.35

Causado Rodríguez, E. (2015). Modelo de

inventarios para control económico de pedidos

en empresa comercializadora de alimentos.

Revista Ingenierías Universidad de Medellín,

14(27), 163-177.

doi:https://doi.org/10.22395/rium.v14n27a10

Cuatrecasas, A. L. (2012). Procesos en flujo

Pull y gestión Lean. Sistema Kanban. En

Organización de la producción y dirección de

operaciones. (pp.199-213). Madrid: Ediciones

Díaz de Santos.

Ballou, R. H. (2004). Logística: Administración

de la cadena de suministros. 5a ed. México:

Pearson.

Colin, J. G. (2008). Contabilidad de costos.

México D.F: McGrawHill.

Guerrero, H. (2017). Inventarios manejo y

control. Bogotá, Colombia: ECOE Ediciones.

Izar, J. y Méndez, H. (2013). Estudio

comparativo de la aplicación de 6 modelos de

inventarios para decidir la cantidad y el punto de

reorden de un artículo. Ciencia y Tecnología,

13, pp. 217-232 ISSN 1850-0870.

Muñiz, L. (2004). ERP Guía práctica para la

selección e implementación. España: Gestión

2000.

Olivos Aarón, S. y Penagos Vargas, J. (2013).

Modelo de Gestión de Inventarios: Conteo

Cíclico por Análisis ABC. Ingeniare, (14), 107-

111.https://doi.org/10.18041/1909-

2458/ingeniare.14.617

Yasuhiro, M. (1993). El sistema de producción

Toyota”. Ediciones Macchi.

http://dx.doi.org/10.15332/iteckne.v8i2.35

https://doi.org/10.22395/rium.v14n27a10

https://doi.org/10.18041/1909-2458/ingeniare.14.617

https://doi.org/10.18041/1909-2458/ingeniare.14.617

26


Qualityplan for the areas of inspected and enameled in the company Sanitarios

Ánfora

Plan de calidad para las áreas de revisado y esmaltado en la empresa Sanitarios

Ánfora

GONZÁLEZ-NAVA, Jaime†, MARTÍNEZ-SOLÍS, Luis, TÉLLEZ-RODRÍGUEZ, Edgar and

TORRES-SALINAS, Lizbeth

Instituto Tecnológico de Pachuca, Tecnológico Nacional De México

ID 1st Author: Jaime, González-Nava / ORC ID: 0000-0002-2901-0363, CVU CONACYT ID: 407001

ID 1st Coauthor: Luis, Martínez-Solís / ORC ID: 0000-0002-0917-714X, Researcher ID Thomson: P-1238-2018, CVU

CONACYT-ID: 929575

ID 2nd Coauthor: Edgar, Téllez-Rodríguez / ORC ID: 0000-0002-0289-1922, Researcher ID Thomson: P-1296-2018, arXiv

Author ID: 0000-0002-0289-1922, CVU CONACYT-ID: 929962

ID 3rd Coauthor: Lizbeth, Torres-Salinas / ORC ID: 0000-0002-0774-7794, Researcher ID Thomson: P-1317-2018, arXiv

Author ID: 0000-0002-0774-7794, CVU CONACYT-ID: 929987


Abstract

In today´s competing business world it is of utmost importance

to keep a customer happy and returning. One way to achieve this

is based onthe quality of the products the company produces by

optimizing resources. This work shows the makeup of a quality

control and enhancement plan for the areas of final inspecting

and enamelingin the company Sanitarios Ánfora S. de R.L. of

C.V, based on the ISO 10005: 2005 standard. The above

mentioned work was compromised of five stages using the

DMAIC methodology. A Pareto diagram was the tool of choice

which allowed for the proper identification of 3 vital defects;

verifying checklists allowed to give thorough following to 20

equal size production lots in order to measure each defective unit;

actual operating diagrams based on each chekher´s procedure of

revision and esmalting led us to the implementing of an

analytical prodecure which allowed us to find the main cause

behind each defect; the result of this work was the controlling the

sequence through new updated operations mannuals properly

revised, authorized and disseminated throughout the company

reaching the hands of key personnal. A 40% and 45.3%

betterment was achieved in the areas of quality control and

esmalting respectively by diministing the number of lost units.

Statistical control, Standardizing procedure, DMAIC

methodology

Resumen

En la actualidad para las empresas es fundamental mantener

clientes satisfechos. Una manera de lograrlo está basada en la

calidad de los productos que produce optimizando recursos. Este

trabajo muestra la elaboración de un plan de calidad para las

áreas de revisado y esmaltado en la empresa Sanitarios Ánfora S.

de R. L. de C.V., basado en la norma ISO 10005:2005. El trabajo

se desarrolló en cinco etapas aplicando la metodología DMAIC.

De forma explícita se utilizó un diagrama de Pareto que permitió

definir 3 defectos críticos; mediante listas de verificación se dió

seguimiento a 20 lotes de igual tamaño para medir el número de

unidades defectuosas; diagramas de operaciones basados en el

procedimiento de cada revisor y esmaltador, facilitaron el

análisis para encontrar la causa raíz de cada defecto. El resultado

fue la estandarización de los procedimientos de trabajo,

controlando la secuencia mediante los nuevos diagramas de

operaciones revisados, autorizados y difundidos. También se

obtuvo una mejora del 40% y 45.3% en el área de revisado y

esmaltado respectivamente al disminuir el número de unidades

en reproceso aprovechando el recurso humano y económico.

Control estadístico, Estandarización de procesos,

metodología DMAIC

Citation: GONZÁLEZ-NAVA, Jaime, MARTÍNEZ-SOLÍS, Luis, TÉLLEZ-RODRÍGUEZ, Edgar and TORRES-SALINAS,

Lizbeth. Qualityplan for the areas of inspected and enameled in the company Sanitarios Ánfora. Journal-Business

administration and business economics; Marketing; Accounting. 2018. 2-3:26-41.



2


GONZÁLEZ-NAVA, Jaime, MARTÍNEZ-SOLÍS, Luis, TÉLLEZ-

RODRÍGUEZ, Edgar and TORRES-SALINAS, Lizbeth. Qualityplan for the areas of inspected and enameled in the company Sanitarios Ánfora.

Journal-Business administration and business economics; Marketing;

Accounting. 2018.

ISSN- 2531-3002


Introduction

Quality is the set of characteristics inherent to an

object that meets the requirements (ISO 9000:

2015) established by the client, a quality plan

allows companies to specify the processes,

procedures and resources to apply to obtain it

and reduce the amount of nonconforming

product and everything that this triggers. The

satisfactory value received by the client in the

order increases the confidence that future

requirements will be rigorously met.

The current quality requirements in the

products make companies want to be recognized

for complying with the broadest possible

characteristics, however, quality problems are

always present, but knowing the root causes that

generate them is the critical factor to redirect to

the production process.

A quality plan aims to meet the

requirements of a good or service, aided by the

use of methodologies, tools and statistical

techniques to implement improvements in the

areas involved and obtain benefits such as

increased productivity, sales, profits, as well as

as a greater competitiveness and presence in the

market, to mention a few. The ISO 10005: 2005

standard establishes guidelines to follow to

design, review and apply a quality plan.

In order for the improvements established

in the quality plan to guarantee the reduction of

the non-conforming product, the intervention of

the Six Sigma DMAIC methodology is

necessary since it is applicable to existing

processes that do not fully comply with the

client's requirements (Gutiérrez and De la Vara,

2013), the various statistical tools contribute to

identify the sources of variability, by monitoring

critical variables and keeping the process

controlled. In addition, the results of the process

performance are described quantitatively.

In addition to the above, the aesthetic

details in the products are taking great boom as

part of the quality because it is the first thing that

the user observes and the impact generated in it.

This work exposes the development of a quality

plan in the company Sanitarios Ánfora to reduce

the high percentage of nonconforming product

caused by three main defects originated in the

areas of revision and enameling standardizing

the procedures in these areas establishing strict

maintenance periods in the equipment used

during the two work shifts.

Based on the above, it was established that

with the implementation and execution of the

quality plan it was possible to increase the

percentage of compliant product and the

efficiencies of each inspector and enameler, the

assertive communication between the

production manager, supervisors and immediate

workers was improved.

Throughout this work is shown the

development of the DMAIC methodology and

the improvements obtained for the development

of the quality plan, the results achieved and the

conclusions of this work.

Theoretical fundament

In some MSMEs, the favorable income of profits

can be presented over time, which leads to

forgetting to implement controls and concentrate

only on selling. However, the time comes when

the volume of operations exceeds them, there are

high numbers of nonconforming product and the

source or cause that originates it due to the

diversity of applied procedures is unknown. It is

then when they discover that they had to

standardize their processes, even before starting

up the company.

Having a standardized process is a tool that

gives competitive advantages to entrepreneurs

and companies of all sizes. Not only allows you

to know the business thoroughly but also

establish indicators that will guide all your

activities (Feher&Feher, 2015).

The objective is to increase the efficiency

of the process and fulfill the purpose of

eliminating all superfluous operations and look

for the most logical and simple sequence

possible. By having this control the analysis of

the relationship between causes (actions) and

effects (results) is reliable, which allows us to

provide specific means to prevent the recurrence

of errors and minimize variation.

A process that maintains the same

conditions produces the same results, therefore,

if you want to obtain consistent results it is

necessary to standardize the working conditions

including: materials, machinery, equipment;

Method and procedures of the job; knowledge

and skill of the people (CMIC, Fondo PyME y

SE, 2018).

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The document that can integrate the

elements mentioned in the previous paragraph is

a quality plan. According to ISO 10005: 2005 it

is a document that specifies the processes,

procedures and associated resources that will be

applied, by whom and when, to comply with the

requirements of a specific project, product,

process or contract. The requirements to

elaborate it are the following:

4 Development of a Quality Plan

4.1 Identification of the need for a quality plan

4.2 Input elements for the quality plan

4.3 Scope of the quality plan

4.4 Preparation of the quality plan

5 Contents of the Quality Plan

5.1 General

5.2 Scope

5.3 Input elements of the quality plan

5.4 Quality objectives

5.5 Responsibilities of management

5.6 Control of documents and data

5.7 Control of records

5.8 Resources

5.9 Requirements

5.10 Communication with the client

5.11 Design and development

5.12 Shopping

5.13 Production and service provision

5.14 Identification and traceability

5.15 Client property

5.16 Preservation of the product

5.17 Control of nonconforming product

5.18 Monitoring and measurement

5.19 Audits

6 Review, Acceptance, Implementation and

Review of the Quality Plan

6.1 Review and acceptance of the quality plan

6.2 Implementation of the quality plan

6.3 Review of the quality plan

6.4 Feedback and improvement (ISO 10005:

2005).

For Gutiérrez and De la Vara (2013), Six

Sigma is an indicator of dispersion of products

produced in a process. The objective is to reduce

the existing variability in the process and with it,

the defects present in the products in order to be

within the limits established by the client's

requirements.

Six Sigma promotes a cultural change

between the departments of a company, by

eliminating barriers and improving the work

environment to achieve the desired results. The

principles of Six Sigma are:

Focus on the client: the voice of the client

(VOC) is the foundation of the

methodology.

Administration based on facts and facts.

Focus on the process, administration and

improvement.

Proactive management.

Eliminate barriers that limit teamwork and

the results of the process, among the

members of the organization.

Focus to perfection - tolerance to failure.

Six Sigma has four methodologies for

problem solving:

DMAIC / DMAMC (Define: Define,

Measure: Measure, Analyze: Analyze,

Improve: Improve and Control: Control)

DMADV (Define: Define, Measure:

Measure, Analyze: Analyze, Design:

Design and Verify: Verify)

DPC (Design for reliability)

Read Six Sigma (Slender Process)

The Six Sigma DMAIC methodology

helps to detect non-compliance with the

requirements within the processes and improves

the improvements by following its five stages

(Gutiérrez and De la Vara, 2013):

Define: stage that identifies what is

important for the client, focuses and

delimits the project, specifying why it is

done, the expected benefits and the metrics

with which it will measure its success.

Measure: the magnitude of the problem is

better understood and quantified. In

addition, evidence must be shown that

there is an adequate measurement system.

Analyze: causes are identified and

confirmed, and it is understood how they

generate the problem.

Improve: Solutions that address the root

causes of the problem are proposed,

implemented and evaluated.

Control: a system is designed to maintain

the improvements achieved (control the

vital X) and the project is closed.

Unlike the better known cycle of

improvement: PDCA (plan - do --check -act) or

cycle of DEMING, in DMAIC the "how" is

specified.

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Accounting. 2018.

ISSN- 2531-3002


The work team should know that:

No process can be addressed if it is not

defined.

No process can be improved if it is not

measurable (with respect to standards).

No process is improved if its behavior is

not analyzed.

No process is maintained if it is not

controlled.

When the working group addresses a

problem to improve a process, it needs tools,

clear and orderly methods, to lead them to

achieve the desired improvement (Ikor, 2014).

Statistics is the most used tool to obtain

conclusions and make decisions about

populations based on information extracted from

a part of them, called a sample (Carot Alonso,

2001). The statistic is divided into the following

three branches.

1. Descriptive statistics: uses numbers to

describe facts, consists in organizing,

summarizing and simplifying, in general

terms, information.

2. Probability: it is very useful to analyze

situations in which chance intervenes.

3. Inferential statistics: it consists in the

analysis and interpretation of a data

sample; Sampling consists of measuring a

small, but typical, proportion of a

population, and then using that

information to infer (intelligently

conjecture) what characteristics the total

population has.

Statistical methods contribute to making

scientific judgments in the face of uncertainty

and variation, as well as detecting the direction

in which to make improvements to the quality of

the process. The following tools are used:

Critical tree for quality (CPC): is an

internal quality parameter that is related to

the requirements and needs of the client

(can be internal or external), serves to

produce a storm of ideas and validate the

needs and requirements of the customer of

the process that has been chosen to

improve (Eckes, 2004). All the detached

branches must be a detailed requirement of

the previous one.

Diagram of process of route: it shows the

trajectory of a product, procedure or

process that indicates all the facts subject

to examination by means of the symbol

that corresponds to it and implies the

registration of the operations and / or

activities of how the material is handled

and treated. The symbology used is shown

in Table 1.

Operations diagram: shows the

chronological sequence of all the

operations of workshop or machines,

inspections, time margins and materials to

be used in a manufacturing or

administrative process; signals the entry of

all the components and subassemblies to

the assembly with the main set of symbols

aided as shown in Table 1. Like a drawing

or workshop drawing. Presents together

design details such as settings, tolerance

and specifications.

Name Symbol Description

Operation

Indicates when the piece,

material or product

undergoes a change.

Inspection

Verification of quality,

quantity or both.

Operation

Inspection

Operation that must be

inspected while running.

Table 1 Symbology for operations diagrams

Source: Self Made

Pareto diagram: bar chart ordered from

highest to lowest weight that contains each

factor that is analyzed. Its objective is to

present information in a way that

facilitates the rapid visualization of the

factors with greater weight to reduce its

influence in the first place (Escalante,

2008). It is also known as the law of 80-20

or few vitals, many trivial, in which it is

recognized that few elements generate

most of the defect and the rest of the

elements cause very little of the total

effect.

Checklist (verification sheet): generic

name given to documents, lists or formats,

it is vital in the collection and storage of

information and an effective method so

that important data are always available

and classified (Marcelino and Ramírez,

2014).

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Why-why: analyze the root cause of the

existing variations in the current process,

each defect or problem to be analyzed

responds in sequence to five whys,

however, the amount of whys to question

depends on the level at which the cause can

be found root.

Tree diagram: allows to appreciate the

relationship between the causes and effects

of a problem, combining the "five why"

and the generated ideas of problem, causes

and effects (Lean Six Sigma Institute,

2016).

The control systems are for the operator

one of the main sources of input data that reflect

the state of the industrial process. Therefore, it is

essential that the presentation of the information

allows the operator to know and understand

perfectly the current situation in front of the

desired situation to correct procedures,

commitments and attitudes (Pretlove & Skourup,

2017).

Methodology

This section shows the development of the five

stages of the DMAIC methodology of Six Sigma

that according to Kumar, Verma and Dhillon

(2014) who used it in a textile industry to

identify critical factors that generated defects in

the process of manufacturing. In the same sense,

Katar, Sonawane and Badve (2015), used this

methodology for the detection of defects, of the

engine in the assembly and testing department,

to know its root cause as well as the reduction or

elimination of these.

Define

Based on the export product to E.U.A. (Dometic

Cup 320) for installation in caravans and mobile

homes, the real needs demanded by the client

were examined and represented in a critical tree

of quality in figures 1 and 2. Customer

satisfaction is the main measure of success

(Evans and Lindsay, 2008).

Figure 1CTQ Need 1

Source: Self Made

Figure 2CTQ Need 2

Source: Self Made

Subsequently we proceeded to understand

the manufacturing process, which begins with

the emptying of the paste in the plaster mold and

ends in the classification and packaging of

Dometic 320 Cup, through the areas of

emptying, drying, oven, revised, glazed and

classified.

Given the above information and

incorporating a historical record of the defects

presented in the production of this sanitary

during the semester January-June 2017, the

defects were prioritized for the selection of study

area (s) that originate them in a Pareto diagram

(Figure 3).

Figure 3 Pareto Diagram - Defects

Source: Self Made

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According to the 80-20 law (recognizing

that 80% of the effects are generated by 20% of

the causes), the dotted dark line represents 14

defects that must be analyzed, however due to

the time constraint, it was changed the

proportion of this law and it was determined to

analyze 30% of the defects (dotted green line)

that correspond to:

1. Burr of internal paste: refers to the burr

that can remain inside the water flow

channel or in some obstructed perforation

in the shower.

2. Metals: indicates the presence of metal

particles on the surface of the piece

manifesting as black spots after cooking

the toilet.

3. Crack base: cracks are identified in any of

the 4 fixing holes located in the sanitary

base.

Table 2 summarizes the 14 defects

resulting from Law 80-20 highlighting the first 3

defects to be analyzed and the areas causing each

of them, being: drained, revised, enameled and

furnace.

Position Defect Area

1 Internal pasta

burlap

Drained and revised

2 Metals Glazed and oven

3 Crack base Drained, revised and furnace

4 Body discovered Revised and oven

5 Scraped varnish Oven

6 Skinned Drained and revised

7 Pollution Drained, revised, enameled

and oven

8 Poros Mold, pasta and emptying

9 Crack fountain

basin

Emptying

10 Stained Glazed and oven

11 Blisters Emptying

12 Side crack Drained, revised and furnace

13 Mirror crack Emptying and drying

14 Rear crack Emptying

Table 2 Defects summary

Source: Self Made

Of the resulting areas were selected only

reviewed and enameled, to develop the quality

plan, since the results of these areas comprise the

three defects besides being the filter for the

release of parts that must comply with the

specifications and avoid the generation of other

defects in the contiguous process.

Measure

The observation period was ten days from 2:00

p.m. to 5:00 p.m., which allowed registering the

procedures of 5 reviewers (an idiom used by the

company for inspectors), 4 of the first shift and

1 of the second, as well as the number of

defective units in 20 lots of size 12 during the

second revision by the supervisor of the second

shift. For the revised area that includes the

internal paste burst defect and base crack

(defects 1 and 3, respectively), two checklists

were used: one for the inspection process before

baking (to account for both defects) and another

for the process of classified (to account only for

the internal pulp burst defect) as shown in Figure

4 and 5.

Verification Sheet Cup Dometic 320

Process: Baking income Start date: 26/10/2017

Instructions: Record the number of toilets that

contain the following defects

End date: 04/11/2017

LOT Internal Pasta Burlap. Crack base

1 0 0

2 1 0

3 1 1

4 0 0

5 1 2

6 0 3

7 1 2

8 2 3

9 2 1

10 1 1

11 0 1

12 0 0

13 1 0

14 1 1

15 0 2

16 0 0

17 0 2

18 1 1

19 1 0

20 1 1

Figure 4 Back verification sheet defect 1 and 3

Source: Self Made


Process: Classified Start date: 27/10/2017



End date: 05/11/2017

LOT Internal Pasta Burlap.

1 0

2 0

3 0

4 0

5 1

6 1

7 1

8 2

9 0

10 1

11 0

12 1

13 0

14 0

15 1

16 2

17 2

18 2

19 1

20 1

Figure 5 Check sheet classified defect 1

Source: Self Made

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The total of defective toilets as shown in

Tables 3 and 4 corresponds to the result of the

following equation:

𝑇𝑜𝑡𝑎𝑙 𝑑𝑒𝑓𝑒𝑐𝑡𝑖𝑣𝑒 𝑡𝑜𝑖𝑙𝑒𝑡𝑠 = 𝐷1 + 𝐷3 + 𝐷𝑟ⅇ𝑣.1,2,..,7 (1)

Where identified by units (health) was

identified:

𝐷1 = 𝐼𝑛𝑡𝑒𝑟𝑛𝑎𝑙 𝑝𝑢𝑙𝑝 𝑏𝑢𝑟𝑠𝑡 𝑑𝑒𝑓𝑒𝑐𝑡 𝐷3 = 𝐵𝑎𝑠𝑒 𝑐𝑟𝑎𝑐𝑘 𝑑𝑒𝑓𝑒𝑐𝑡

𝐷𝑟ⅇ𝑣.1,2,..,7 = 𝑂𝑡ℎ𝑒𝑟 7 𝑝𝑜𝑠𝑠𝑖𝑏𝑙𝑒 𝑑𝑒𝑓𝑒𝑐𝑡𝑠 𝑡ℎ𝑎𝑡

𝑡ℎ𝑒 𝑟𝑒𝑣𝑖𝑒𝑤 𝑝𝑟𝑜𝑐𝑒𝑠𝑠 𝑔𝑒𝑛𝑒𝑟𝑎𝑡𝑒𝑠 Date Hour Revisor Lot Size Number of

defective units

Total

From - to Burr of

internal

paste

Crack

base

25/10/2017 14:10 - 16:00 A 1 12 0 0 3

16:10 - 17:25 A 2 12 1 0 4

26/10/2017 14:00 - 15:45 K 3 12 1 1 5

15:50 - 17:18 K 4 12 0 0 3

27/10/2017 14:00 - 15:21 Q 5 12 2 2 4

15:30 - 16:50 Q 6 12 1 3 4

28/10/2017 14:03 - 15:30 H 7 12 2 2 4

15:35 - 16:57 H 8 12 4 3 5

29/10/2017 14:03 - 15:37 F 9 12 2 1 4

15:50 - 17:25 F 10 12 2 1 3 ∑: 120 15 13 39

%Defectuso: 13% 11% 32.5%

Table 3 Registro revisado semana 1

Source: Self Made

Date Hour Reviso

r

Lot Size Number of

defective units

Total

From - to Burr of

interna

l paste

Burr of

interna

l paste

30/10/2017 14:10 - 16:05 A 11 12 0 1 6

16:13 - 17:39 A 12 12 1 0 3

31/10/2017 14:13 - 15:42 K 13 12 1 0 2

15:52 - 17:10 K 14 12 1 1 5

01/11/2017 14:08 - 15:35 Q 15 12 1 2 4

15:45 - 17:00 Q 16 12 2 0 2

02/11/2017 14:15 - 15:47 H 17 12 2 2 4

15:55 - 17:10 H 18 12 3 1 5

03/11/2017 14:00 - 16:38 F 19 12 2 0 4

16:53 - 17:28 F 20 12 2 1 6 ∑: 120 15 8 41 %Defectuoso: 13% 7% 34.2%

Table 4 Registro revisado semana 2

Source: Self Made

The performance of each reviewer is

shown in figures 6, 7, 8, 9 and 10

%defective units = 33.3%

Figure 6 Revisor A

Source: Self Made


Figure 7 Revisor K

Source: Self Made


Figure 8 Revisor Q

Source: Self Made


Figure 9 Revisor H

Source: Self Made


Figure 10 Revisor F

Source: Self Made

34

6

3

0

2

4

6

8

10

12

1 2 3 4

Def

ault

Unit

s

Lote

Defective Units per Lot: Reviewer A

NUMBER OF DEFECTIVE UNITS

5

32

5

0

2

4

6

8

10

12

1 2 3 4

DE

FA

UL

T U

NIT

S

BATCH PER REVISER

Defective Units per Lot: Reviewer K


4 4 4

2

0

2

4

6

8

10

12

1 2 3 4

DE

FA

UL

T U

NIT

S

BATCH PER REVISER

Defective Units per Lot: Reviewer Q


45

45

0

2

4

6

8

10

12

1 2 3 4

DE

FE

CT

IVE

UN

ITS

BATCH PER REVISER

Defective Units per Lot: Reviewer H


43

4

6

0

2

4

6

8

10

12

1 2 3 4

DE

FA

UL

T U

NIT

S

BATCH PER REVISER

Defective Units per Lot: Reviewer F


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As it can be seen who delivers the lowest

average defective product per lot is the Q

inspector with 29.2%, on the contrary, the

highest percentage corresponds to the H

inspector with 37.5%. Continuing with the 20

lots, a checklist (Figure 11) was used for the

classification process and the metal defect was

recorded (defect 2) because they are only

displayed in the toilet after being vitrified in the

oven. It is important to mention that during the

observation period the management of this

sanitary was identified by 2 enamelers.


Process: Classified Start date: 28/10/2017



End date: 06/11/2017

LOT Internal Pasta Burlap.

1 0

2 2

3 2

4 1

5 1

6 3

7 1

8 2

9 1

10 2

11 1

12 1

13 1

14 2

15 2

16 3

17 2

18 1

19 1

20 2

Figure 11 Check sheet classified defect 2

Source: Self Made

The total of defective toilets as shown in

Tables 5 and 6 corresponds to the following

equation:

𝑇𝑜𝑡𝑎𝑙 𝑑𝑒𝑓𝑒𝑐𝑡𝑖𝑣𝑒 𝑡𝑜𝑖𝑙𝑒𝑡𝑠 = 𝐷2 + 𝐷ⅇ𝑠𝑚.1,2,..,4 (2)

Where identified by units (health) was

identified:

𝐷2 = 𝑀𝑒𝑡𝑎𝑙 𝑑𝑒𝑓𝑒𝑐𝑡

𝐷𝑟ⅇ𝑣.1,2,..,7 = 𝑂4 𝑝𝑜𝑠𝑠𝑖𝑏𝑙𝑒 𝑑𝑒𝑓𝑒𝑐𝑡𝑠 𝑡ℎ𝑎𝑡

𝑡ℎ𝑒 𝑒𝑛𝑎𝑚𝑒𝑙𝑖𝑛𝑔 𝑝𝑟𝑜𝑐𝑒𝑠𝑠 𝑔𝑒𝑛𝑒𝑟𝑎𝑡𝑒𝑠

Date Hour Enamant Lot Size Metals Total

From - To

26/10/2017 14:10 - 16:00 1 1 12 0 3

16:10 - 17:25 2 2 12 2 4

27/10/2017 14:00 - 15:45 1 3 12 2 3

15:50 - 17:18 2 4 12 1 4

28/10/2017 14:00 - 15:21 1 5 12 1 2

15:30 - 16:50 2 6 12 3 4

29/10/2017 14:03 - 15:30 1 7 12 1 2

15:35 - 16:57 2 8 12 2 5

30/10/2017 14:03 - 15:37 1 9 12 1 1

15:50 - 17:25 2 10 12 2 4 ∑: 120 15 32

%Def: 12.5% 26.7%

Table 5 Registration enameled week 1

Source: Self Made

Date Hour Enamant Lot Size Metals Total

From - To

31/10/2017 14:10 - 16:00 1 1 12 1 2

16:10 - 17:25 2 2 12 1 3

01/11/2017 14:00 - 15:45 1 3 12 1 4

15:50 - 17:18 2 4 12 2 4

02/11/2017 14:00 - 15:21 1 5 12 2 3

15:30 - 16:50 2 6 12 3 5

03/11/2017 14:03 - 15:30 1 7 12 2 3

15:35 - 16:57 2 8 12 1 1

04/11/2017 14:03 - 15:37 1 9 12 1 2

15:50 - 17:25 2 10 12 2 5 ∑: 120 16 32

%Def: 13.3% 26.7%

Table 6 Registration enameled week 2

Source: Self Made

The performance of each enameler is

shown in Figures 12 and 13.

%defective units= 2.5%

Figure 12 Enamel 1

Source: Self Made


Figure 13 Enamel 2

Source: Self Made

As shown in the previous figures, who

performs operations with fewer errors is the

enameler 1 with 2.5% average defective

deliveries for each batch of 12 units, while 3.9%

of average defective deliveries correspond to the

enameler 2.

Analyze

With the help of the supervisors and using the

"five why" tool, the possible causes of each

defect were analyzed until finding the root of the

problem.

0

21 1 1 1 1

2 21

0

2

4

6

8

10

12

1 2 3 4 5 6 7 8 9 10

DE

FA

UL

T U

NIT

S

LOT

Defective units per batch: Enameler 1

TOTAL

21

32 2

12

3

12

0

2

4

6

8

10

12

1 2 3 4 5 6 7 8 9 10

DE

FA

UL

T U

NIT

S

LOT


TOTAL

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Burr of internal paste (Figure 14): during

handling, transportation and storage, the burr is

detached when not completely removed from the

cup, falling in any part of the same piece or

affecting others after having been enameled.

Figure 14 Burrs internal paste

Source: Self Made

By observing, recording and analyzing the

procedure of the 5 reviewers (Annex procedures

reviewed area) allowed to recognize the

difference in them and using the "five why", was

obtained as a root cause that the revision

methodology is used differently by each

reviewer in the same piece, resulting in no

detailed revision of it to leave it free of defects

and imperfections.

Metals (Figure 15): its impact is totally

negative by affecting the aesthetics of the

product.

Figure 15 Metals

Source: Self Made

To identify the root cause of the metal

defect, it was found that most of the pressure

cookers (prepared enamel containers) do not

have an antioxidant coating. Before the enamel

varnishes the toilet it goes through a basket

magnet that traps the possible metals; the

cleaning of these magnets is done once per shift

(there are currently 2 to enamel).

The procedure was recorded in an

operation diagram (Annex procedures enameled

area), which is carried out in a uniform manner

between the two enamelers.

Analyzing the information and procedures,

the aforementioned was verified, together with

the tiny possibility that the enamel is

contaminated since its preparation.

Base crack defect (Figure 16): originated

by the rough handling of the piece when placing

it in the cars or lathes, or by not removing the

edge of the base.

Figure 16 Crack base

Source: Self Made

The analysis determined that the lack of

commitment by the reviewers to do things right

and first time every day in their corresponding

tasks cause it, most of them verify the departure

time of their work shift to calculate the time they

will take if they detail a lot or what is necessary

to the piece, if it is estimated that it will end after

that hour they do the work procedures very fast

to leave on time, because after achieving their

goal of units to check they have to leave their

inspection booth clean.

During the second review, who does the

supervisory of the area of review of the second

shift, defects are reported that were not

eliminated in the first revision, depending on the

severity, some are repaired by the same

supervisor and others must be rectified by them

inspectors, which consumes even more time

available for the delivery of parts in satisfactory

conditions.

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The relationship between these defects

present in the Dometic 320 Cup, as shown in

Figure 17, generates unnecessary investments in

second revisions, reprocesses and breaks that

continue to occur and even increase, will prevent

compliance in time, quantity and quality with

orders the client's.

Figure 17 Tree diagram - flaws

Source: Self Made

To improve

Methodologies are proposed for the process of

checking and cleaning basket magnets.

The methodology proposed for the area of

revision is presented in Figure 18, unlike the

previous methodologies, it is pointed out to

perform a cleaning with water and sponge before

inserting air into the piece in the parts worked to

avoid that the residues of paste are housed in the

water flow channel and drip holes in the shower.

The standardized method is applicable to

all the reviewers, together with the greater

caution that must be exercised when treating the

piece, leading to the reduction of defects of

internal paste and crack base.

Figure 18 Diagram of the proposed methodology for the

revised area

Source: Self Made

Table 7 describes in detail the actions that

the reviewers must take when situations arise in

which the decision is entirely the responsibility

of the area supervisor, in the corresponding shift.

Sequence of

stages Activity

Sand the base of the toilet on the car using a board

with sandpaper.

Place the toilet down on the lathe with caution.

Inspect with white gasoline for possible cracks in

the following areas: base (discharge and fixing holes), rear, pegazón and exterior basin.

If it detects cracks that do not pass through the body,

repair with a bone. Otherwise, mark the area,

separate from the lot and report to the area supervisor.

Detail the discharge hole using a can, continue with

the 4 fixing holes, feed and 2 of the rear, use a knife.

Detail the toilet to improve the finish of the areas: back, pegazón and outside basin, use a can and

fibers.

Clean all areas worked with water and sponge to remove the dust generated and give a uniform finish.

Blow the toilet on the areas worked, including the

feeding hole.

Turn the toilet over and inspect the following areas with white gasoline: seat, ring, inner basin, mirror

and discharge.

If it detects cracks that do not pass through the body, repair with a bone. Otherwise, mark the area,

separate from the lot and report to the area

supervisor.

Detail the toilet to improve the finish of the areas: seat (2 perforations), pegazón, inner basin and

mirror, use a razor, can and fibers.

Manufacturing: Sanitario DOMETIC 320

Área: Reviewed Proposed method

Téllez Rodríguez Edgar Dionicio

Torres Salinas Lizbeth

Dometic 320 cup

PROCESS OPERATIONS DIAGRAM

Elaboration:

Ins.1

0-2

0-3

0-5

0-6

0-7

0-4

Clean the areas worked with water and sponge

Blow out the worked areas, including the feed hole.

Turn the toilet over and inspect with white gasoline for possible cracks in the areas: seat, ring, interior basin, mirror and load

Use a bone to repair cracks that do not cross the body, otherwise, separate from the batch

0-8

Detail the sanitary to improve the finish of the areas inspected using razor, can and fibers

0-9

Detail the sanitary to improve the finish of the inspected areas using can and fibers

Inspect and uncover the holes in the shower, using a mirror and a tip


Blow the worked areas, including the feed hole

Use water and sponge to polish all the sanitary

Clean the area where the sanitary toilet will be placed

Use a bone to repair cracks that do not cross the body, otherwise, separate from the batch

Load the toilet and clean the base

Set the toilet down cautiously on the clean area and affix the seal of the inspector

0-10

0-11

0-12

0-13

0-14

Place the toilet down on a lathe with caution

Inspect with white gasoline possible cracks in the areas: base, back, pegazón and outside basin

Uncover holes of: discharge, fixing, feeding and rear, use can and razor

0-15

Ins.2

3 sec

45 sec

40 sec

10 sec

45 sec

30 sec

25 sec

45 sec

40 sec

45 sec

20 sec

30 sec

25 sec

60 sec

3 sec

8 sec

10 sec

0-1Sand the base of the toilet on the car using a board with sandpaper

60 sec

0-1

Clean all the toilets worked on the car0-1660 sec

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Using a mirror, verify that each of the 24 holes in

the shower is uncovered and free of flash, otherwise, use a tip.

Clean all areas with water and sponge to remove the

dust generated and give a uniform finish.

Blow the toilet on the areas worked, taking greater care in the feed hole, maneuver the toilet to expel all

possible burr.

Be sure to polish the entire toilet with water and sponge.

Clean the area where the finished toilet will be

placed using water and sponge.

Load the toilet and clean the base.

Set the toilet down with caution on the clean area

and affix the corresponding seal to the inspector.

Clean all the toilets worked on the car.

Table 7 Description of the proposed methodology for the

revised area

Source: Self Made

In order to reduce the number of toilets

with the metal defect, the supervisor of the

morning shift in the enameling area proposed the

procedure in Figure 19, and it is established to

wash the basket magnets twice per turn for each

enameller in the following schedules: morning

shift: 07:00 hrs and 11:00 hrs / afternoon shift:

3:00 p.m. and 7:00 p.m.

Figure 19 Methodology proposed for the enameling area

Source: Enameling area supervisor

La Table 8 describe a detalle el

procedimiento a seguir para evitar posibles

accidentes al personal de esmaltado.

Secuencia de

etapas

Actividad

En la caseta de esmaltado correspondiente,

verifique que la olla de presión esté sin aire.

Desconecte con precaución los imanes de la

canastilla que están sujetos a la olla de

presión.

Diríjase a la pileta con los imanes.

Coloque los imanes debajo de la toma de

agua y abra el grifo para comenzar con el

lavado, maniobre los imanes para conseguir

un lavado efectivo.

Con una esponja hidratada, limpie los

imanes hasta retirar los metales aún

adheridos.

Vuelva a la caseta de esmaltado con los

imanes limpios.

Coloque los imanes en la canastilla,

asegúrese de fijarlos bien con los soportes

para que no afecte el rendimiento durante su

uso.

Conecte la manguera de aire a la olla de

presión.

Table 8 Descripción de la metodología propuesta para el

área de esmaltado

Source: Enameling area supervisor

To Control

With the quality plan obtained from the DMAIC

methodology that includes the procedures and

resources to be applied in order to comply with

the client's requirements. Domicile the

inspection, repair and enamel activities within

the areas of checking and glazing, describing and

specifying the scope, definitions, input elements,

quality objectives, development of application

together with management responsibilities,

clarifying functions and commitments of each of

the departments and heads thereof,

documentation, control of records, material

resources , intellectual and infrastructure values

to meet the requirements of the internal and

external client of the organization, product

management, non-conforming product,

monitoring and measurement, and internal audit.

Results

Authorized the quality plan by the company, the

methodologies to be followed were

disseminated. The registration process was

carried out in a similar way as in the measuring

stage.

Manufacturing: Dometic 320 cup

Área: Enamel

Proceso: Cleaning a imanes de canasta Proposed method

Elaboration: Victor Márquez Ortiz

Imanes de canasta


Ins.1

0-3

0-4

0-2

Verify that the pressure cooker is without

Place the magnets under the water inlet and open the water valve

Transfer the magnets to the sink to wash

Wipe with a sponge until all metals are removed

0-5

Place the magnets in the basket fixing them with the supports

0.42 min

0.25 min

0.5 min

1.5 min

2.5 min

0.6 min Connect the air hose to the pressure cooker

0-1Disconnect the magnets from the basket of the pressure cooker

1 min

0-1

0-2 Transfer the magnets to the pressure 0.25 min

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Table 9 shows the percentage of

improvement for the revised area, with respect to

the result obtained in the measuring stage, the

number of non-conforming units with internal

pulp burst and base crack is summarized, and the

total of defective units (where D1 are the debris

defects of internal paste and D3 those of crack

base).

Sanitary D1 D3 Total

defective

parts

Total

sanitaries

#Units 4 3 48 240

%pieces 2% 1% 20.0%

% Improvement in the area: 40.0%

Table 9 Improved area revised

Source: Self Made

With the improvement of 40%, the number

of products with these two defects is reduced.

Likewise, when standardizing this procedure

there was an increase in the performance of the

revisers as shown in figures 20, 21, 22, 23 and

24.


% mejora = 43.8%

Figure 20 Revisor improvement A

Source: Self Made


% mejora = 40.0%

Figure 21 Revisor improvement K

Source: Self Made


% mejora = 50.0%

Figure 22 Revisor improvement Q

Source: Self Made


% mejora = 25.9%

Figure 23 Revisor improvement H

Source: Self Made


% mejora = 41.2%

Figure 24 Revisor improvement F

Source: Self Made

As can be seen in the previous figures there

were improvements, mainly in the Q reviewer

with 50%, however, it is still notorious how

difficult a change represents in the way of

working of each reviewer, since for routine

reasons, directly influences while working in the

company or simply for convenience.

1

3 32

0

2

4

6

8

10

12

1 2 3 4

DE

FA

UL

T U

NIT

S

LOT

Defective Units per Lot: Reviewer A

#U DEFECTIVE

3

12

3

0

2

4

6

8

10

12

1 2 3 4

DE

FA

UL

T U

NIT

S

BATCH PER REVISER

Defective Units per Lot: Reviewer K

#U DEFECTIVE

2 21

2

0

2

4

6

8

10

12

1 2 3 4

DE

FA

UL

T U

NIT

S

BATCH PER REVISER

Defective Units per Lot: Reviewer Q

#U DEFECTIVE

43 3 3

0

2

4

6

8

10

12

1 2 3 4

DE

FA

UL

T U

NIT

S

BATCH PER REVISER

Defective Units per Lot: Reviewer H

#U DEFECTIVE

23

23

0

2

4

6

8

10

12

1 2 3 4

DE

FA

UL

T U

NIT

S

BATCH PER REVISER

Defective Units per Lot: Reviewer F

#U DEFECTIVE

13





Accounting. 2018.

ISSN- 2531-3002


Table 10 shows the percentage of

improvement for the glazed area, with respect to

the result obtained in the measuring stage, the

number of non-conforming units with defective

metals and the total of defective units is

summarized (where D2 is defective metals).

Sanitaries D2 Total

defective

parts

Total

sanitaries

#Units 12 35 240

%pieces 5% 14.6%

% Improvement in the area: 45.3%

Table 10 Improved enameled area

Source: Self Made

The improvement of 45.3% managed to

reduce to 14.6% the pieces with defect metals.

Figures 25 and 26 are included to show the

percentage of defective units per enameler and

the improvement in the performance of each.


% mejora = 40.0%

Figure 25 Enamel improvement 1

Source: Self Made


% mejora = 48.7%

Figure 26 Enamel improvement 2

Source: Self Made

As it is observed in the previous figures

there were improvements, mainly in the

enameler 2 with a 48.7%, however, the existence

of rejected pieces indicates how difficult a

change represents in the way of working of each

enameler, since for reasons of routine, directly

while working in the company or simply for

convenience.

Annexes

Procedures revised area

Figure 27 Revisor operations diagram A

Source: Self Made

01

0 0 0 0 01 1

00

2

4

6

8

10

12

1 2 3 4 5 6 7 8 9 10

DE

FA

UL

T U

NIT

S

LOT


Total

10

21 1

01

20

1

-3

2

7

12

1 2 3 4 5 6 7 8 9 10DE

FA

UL

T U

NIT

S

LOT


Total


Área: Reviewed Current method

Reviewer: A



Dometic 320 cup

CPROCESS OPERATIONS DIAGRAM

Elaboration:

Ins.2

Ins.1

0-2

0-4

0-5

0-7

0-3

Place the toilet down on a lathe, perform inspection of possible cracks in: base, back, pegazón and

outside basin

Removes burr from the holes: discharge and feeding

Sand the sanitary base

Finishing with fibers in the worked areas

Place seal A and turn the toilet

Inspect and uncover sprinkler orifices

0-9 Uncover the 2 seat holes

0-10

0-11

0-6

Blow out worked areas and the feed hole

0-12

0-13

Clean the area where you will place the finished toilet

Accommodates the toilet down on the clean area

90 sec

6 sec

10 sec

30 sec

20 sec

90 sec

3 sec

20 sec

36 sec

13 sec

30 sec

100 sec

3 sec

5 sec

Polish the worked areas with sponge and water and repair cracks or subsidence

0-1 Uncover the 4 fixing holes, 2 from the back10 sec

Performs inspection of possible cracks in: seat, ring, interior basin, mirror and front

0-1

Finishing with fibers in the worked areas0-8


Polish the worked areas with sponge and water and repair cracks or subsidence

0-14 Clean all the toilets worked

50 sec

96 sec

14





Accounting. 2018.

ISSN- 2531-3002


Figure 28 Revisor operations diagram K

Source: Self Made

Figure 29 Revisor operations diagram Q

Source: Self Made

Figure 30 Revisor operations diagram H

Source: Self Made

Figure 31 Revisor operations diagram F

Source: Self Made



Reviewer: K



Dometic 320 cup


Elaboration:

0-1

0-2

0-4

0-5

0-3

0-3

0-6

Place the toilet down on a lathe, perform inspection and repair of possible cracks in: base, back, pegazón and exterior basin, as

well as a finish

Removes burr from the 4 fixing holes, 2 from the back, discharge and feed

Sand the sanitary base


Place the K seal and turn the toilet

Inspect and repair possible cracks in: seat, ring, inner bac, mirror and front

Inspect and uncover sprinkler orifices

0-9

Latea ring, seat, stickand inner basin

0-10


0-11


0-2

0-12

Blow out worked areas and feed hole

Polish all the toilet with water and

Clean the area where you will place the finished

90 sec

6 sec

5 sec

90 sec

24 sec

3 sec

45 sec

30 sec

30 sec

30 sec

90 sec

45 sec

105 sec

3 sec

5 sec

90 sec



0-1

0-7

0-8

0-13 Clean all the toilets worked



Reviewer: Q



Dometic 320 cup

Elaboration:


0-1

0-2

0-4

0-5

0-6

0-3

0-7

Sand the base of all the toilets on the car

Place the toilet down on a lathe, perform inspection and repair of possible cracks in: base, back and feeding

Removes burr from the 4 fixing holes and 2 from the back

Place the stamp Q

0-3


0-8

Inspect and repair possible cracks in: interior and mirror basin

0-9 Accommodates the toilet on the corresponding area

0-2

Cleans the areas worked

Polish the toilet with water and

72 sec

60 sec

5 sec

45 sec

20 sec

15 sec

40 sec

10 sec

24 sec

45 sec

20 sec

3 sec

Finishing with tin and fibers in the worked areas

Uncover the 2 seat holes

0-10105 sec


Turn the toilet over, inspect and repair possible cracks in the seat

0-11

Cleans all the toilets worked

0-1

2 sec



Reviewer: H



Dometic 320 cup


Elaboration:

0-1

0-2

0-4

0-5

0-6

0-3

0-7

Sand the base of the toilet on the car that contains it

Place the toilet down on a lathe, perform inspection and repair of possible cracks in: base, back and feeding

Removes burr from the 4 fixing holes and 2 from the back

Place the H stamp

0-3


0-8

Inspect and repair possible cracks in: interior and mirror basin

0-10

Accommodates the toilet on the corresponding area

0-2

Cleans the areas worked

Polish the toilet with water and

60 sec

60 sec

3 sec

40 sec

20 sec

20 sec

36 sec

8 sec

10 sec

45 sec

30 sec

45 sec

Finishing with tin and fibers in the worked areas

Uncover the 2 seat holes

0-1110 sec


Turn the toilet over, inspect and repair possible cracks in the seat

Cleans all the toilets worked

0-9

0-1

3 sec



Reviewer: F



Dometic 320 cup


Elaboration:

Ins.2

0-1

0-2

0-3

0-5

0-6

0-7

Place the toilet down on a lathe and uncover the 4 fixing holes and 2 from the back

Sand the base of the toilet and hold the back

Place the stamp F

Turn the toilet over and inspect for possible cracks in: seat, ring, back and inner basin

0-8

Latea the inspected areas and gives them a finish

0-9

0-10

Sponge the areas worked

Torches worked areas and tilts the toilet for the feed hole

0-11


0-12

Clean the area where the finished toilet will be placed


6 sec

12 sec

25 sec

50 sec

30 sec

35 sec

60 sec

40 sec

45 sec

3 sec

10 sec

6 sec

3 sec

Inspect for possible cracks in: base, back, pegazón and

30 sec


0-13

Load the sanitary and clean base of this

120 sec

Repair cracks found or detail the areas worked

Clean all the toilets worked

Ins.1

0-4

15





Accounting. 2018.

ISSN- 2531-3002


Procedimientos área esmaltado

Figure 32 Enameler operations diagram 1 y 2

Source: Self Made

Conclusions

In the world, more and more products with

higher quality are required, that is why

companies look for different ways to increase

the characteristics that generate the desired value

to the final product and to reduce to a great

extent the non-conforming product and what it

implies resource costs invested in reprocessing

or waste.

To acquire greater competitiveness there

are different methodologies that guide a

company to have a sigma value defined by it

(number of defects per units produced) to the

current circumstances and over time increase it

to achieve the desired success.

The problems for quality are not always

due to infrastructure or equipment issues, but to

the lack of communication, knowledge and

standardization of the actors involved in this

process.

With the implementation of the quality

plan, the different areas belonging to the

company Sanitarios Ánfora have the opportunity

to increase their performance and decrease the

amount of non-conforming product that each one

is generating by standardizing the procedures for

the areas of checking and enamelling.

Also with this plan it is possible to

organize, divide and establish the work of all the

parties involved, achieving greater precision and

control of the current and new functions of the

workers in the company.

Finally, continuous improvement should

always be present in the philosophy of all those

who are part of a company and regardless of the

hierarchical level should express their ideas and

proposals to contribute to the accelerated growth

of the company, reaching the short and medium

term goals.

References

Carot Alonso, V. (2001). Control estadístico de

la calidad. México: Alfaomega.

CMIC, Fondo PYME y SE (2018). Técnica 8.

Estandarización de procesos. Recuperado de

http://www.contactopyme.gob.mx/Cpyme.Fech

a de consulta: 8 de octubre del 2018.

Eckes, G. (2004). El six sigma para todos.

Bogotá: Grupo Editorial Norma.

Empresas (1 de septiembre de 2015).

Estandarizar operaciones beneficia al desarrollo

de empresas: Feher&Feher. El Financiero.

Recuperado de

http://www.elfinanciero.com.mx/empresas.

Fecha de consulta: 8 de octubre del 2018.

Escalante, E. J. (2008). Seis Sigma: Metodología

y técnicas. México: Editorial Limusa.

Evans, J. R., y Lindsay, W. M. (2008).

Administración y control de la calidad (7° ed.).

México: Editorial CengageLearning editores,

S.A. de C.V.

Gutiérrez, P. y De La Vara, R. (2013). Control

estadístico de la calidad y Seis Sigma. México:

Editorial Mc Graw Hill.

Ikor (6 de noviembre de 2014). El ciclo DMAIC

como método para la mejora de los procesos de

producción [living technology]. Recuperado de

http://blog.ikor.es/. Fecha de consulta: 8 de

octubre del 2018.

ISO 9000:2015 –Sistemas de Gestión de la

Calidad. Fundamentos y vocabulario. Instituto

Mexicano de Normalización y Certificación

(IMNC). Marzo 2016.

Manufacturing: Sanitario DOMETIC 320

Área: Enamel Current method

Enamelr: 1 y 2



Dometic 320 cup

Open lid of the pressure cooker

1 min

Review procedure

3 min Place the piece on a lathe and enamel it

1 min

10 min

Place the piece in the car and mark the

enamel stamp and color letter of the enamel

0.25 min Cover the piece with a plastic bag

0.17 min Place a color card (FIFO)


Place a funnel in the pressure cooker and a

table that connects the funnel with the water

tank containing the enamel

Elaboration:

0.5 min

Remove edge and remains of enamel from the base

0.33 min

1 min Shake the enamel

5 minWith a bucket start filling the

pressure cooker

2 minClean with a sponge the feeding hole of the

pot and close it

3 min Prepare tools for glazing

2 min

0-8

0-9

0-10

0-12

0-13

0-14

0-15

Place the toilet in carts for immediate drying

Polish the base0.5 min

0-2

0-3

0-4

0-5

0-6

0-7

Density: 1.78-1.79Enamel: Viscosity: 11-14

0-1

0-11

Cleaning basket magnets

16





Accounting. 2018.

ISSN- 2531-3002


ISO 10005:2005 - Sistemas de gestión de la

calidad. Directrices para los planes de la calidad.

Asociación Española de Normalización y

Certificación (AENOR). Diciembre 2005.

Kathar N. M., Sonawane S. A. y Badve S.

(2015).EngineAssembly&TestingProcessQualit

yImprovementUsing DMAIC Approach (Six-

Sigma) – Case Study. International Journal of

Engineering and Technical Research, 3(6), 140-

146.ISSN: 2321-0869

Kumar, J., Verma M., y hillon K.S. (2014).

Reduction in defectsrateusing DMAIC

approach-A Case Study. International Journal

of Enhaced Research in

ScienceTechnology&Engineering, 3(12), 146-

152.ISSN: 2319-7463

Lean Six Sigma Institute (2016). Certificación

Lean Six Sigma YellowBelt para la excelencia

en los negocios (2° ed.). México: Editorial

Alfaomega.

Marcelino, M. y Ramírez, D. (2014).

Administración de la calidad; nuevas perspec-

tivas (1° ed.). México: Grupo Editorial Patria,

S.A. de C.V.

Pretlove, J., &Skourup, C. (2017). El factor

humanoen el proceso. ABB, 6-10.

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Journal-Business administration and Business economics; Marketing; Accounting

“Governor Plant: Business Opportunity”


Carlos Dassaevv and MEZA-ARELLANO, Antonio


“The competitiveness of family businesses in the commerce sector in the South

Central Región of México”

AGUILAR-PÉREZ, Esmeralda

Instituto Tecnológico Superior de San Martín Texmelucan

“Establishment of optimal levels of raw material inventory”

DELGADO-CELIS, Ma. Dolores, CRUZ-RENTERÍA, María Merced, and

FÉLIX-JÁCQUEZ, Rosa Hilda

Instituto Tecnológico de San Luis Potosí

“Qualityplan for the areas of inspected and enameled in the company Sanitarios

Ánfora”


RODRÍGUEZ, Edgar and TORRES-SALINAS, Lizbeth

Instituto Tecnológico de Pachuca

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Journal-Business Administration-Marketing; Accounting€¦ · RINOE® Journal-Business Administration and Business Economics Marketing Accounting Definition of the Journal Scientific