{"id":882,"date":"2018-04-10T09:19:29","date_gmt":"2018-04-10T12:19:29","guid":{"rendered":"http:\/\/actiongroup.com.ar\/?p=882"},"modified":"2018-04-13T18:56:32","modified_gmt":"2018-04-13T21:56:32","slug":"rentabilidad-de-los-procesos-administrativos","status":"publish","type":"post","link":"https:\/\/actiongroup.com.ar\/en\/rentabilidad-de-los-procesos-administrativos\/","title":{"rendered":"Profitability of Administrative Processes"},"content":{"rendered":"

When seeking improvements, optimizing processes, and reducing costs, it's common to focus on production areas, as the paradigm prevails that this is where the "cost" of the products manufactured lies.<\/p>\n

However, the application of TPM, or even Lean Office as a methodology that seeks to "lean down" and make the organization more flexible, has been demonstrating over the years that, contrary to popular belief, a large part of the cost is "produced" in the administrative or service areas.\u00a0\"\"<\/a><\/p>\n

Whether due to excessive bureaucracy, a lack of a continuous flow of clearly defined processes, inadequate installed capacity, or possibly a concentration of decision-making in the hands of too few people, leaving the entire company dependent on their authorization, signature, or general approval; the truth is that administrative areas require analysis and review of their effectiveness as much as, or even more than, the production processes themselves. We know that a single poorly made purchasing decision has secondary effects on extremely high costs.<\/p>\n

Yes, the administrative areas are riddled with losses.<\/strong><\/em> Or has it ever happened to you that if you want to make progress on an improvement, you have to wait until "someone" higher up sees it, analyzes it, reviews it, asks questions, and finally makes a decision? Or when ordering a spare part, the purchase order often gets "lost" until someone complains and rushes the order. Or if you're searching for information, it takes longer than the required 30 seconds to find the document. We could give many more examples...<\/p>\n

How to break the vicious circle?<\/p>\n

Obviously, the most advisable approach for each particular case will arise from a diagnosis tailored to the organizational reality. However, from our point of view, the best method for improving the effectiveness of offices and service areas is to understand administrative or support areas as "Information Factories." Viewing them as factories<\/strong>, it's easier to apply concepts that are usually already familiar. For example: Process Design, Methods and Times, Critical Variables, Customer Requirements (internal or external), Autonomous Maintenance, and 5S.<\/p>\n

By discovering that we can manage offices as information factories, it becomes more evident that we can implement activities there that eliminate the 8 Big Losses.<\/p>\n

Let's look at just a few examples that illustrate the potential for losses to be recovered:<\/p>\n

1. Losses due to overproduction<\/strong><\/p>\n