AUTONOMOUS UNIVERSITY OF NUEVO LEÓN

FACULTY OF MECHANICAL AND ELECTRICAL ENGINEERING

PIA
Build strategic planning, talent integration, customer value chain, culture and quality tools of a
business unit of your choice.
Total Quality Management
TEACHER: YARISA ARLEN LOZANO GONZALEZ

TEAM #7
Name ID Number Career

Jorge Arael Rodriguez 1884195 IMTC

Martinez

Adrian Zimbron Salas 1656851 IMTC

Esther Gabriela Rodriguez 1797089 IMA

Diaz

Ramon Rodriguez Rodriguez 1845398 IMA

Carlos Eduardo Hernandez 1987039 IMA

Colunga

San Nicolás de los Garza, November 29 2021

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 Content
● Theoretical framework....................................................................................................
● Introduction..................................................................... 8
● Strategicplanning......................................................................................
● Value chain added to the customer.............................................................
● Quality culture ......................................................................................................
● Quality tools ...................................................................................... ..... 12
● Conclusions.....................................................................................................
● References..................................................................... 12

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Theoretical framework
Strategic Planning: Strategic Planning is a management tool that allows to establish the task
and the path that organizations must travel to achieve the planned goals, taking into account the
changes and demands imposed by their environment. In this sense, it is a fundamental tool for
decision-making within any organization. Thus, strategic planning is a process of formulation
and setting of objectives and, especially, of the action plans that will lead to the objectives being
achieved.
•Strategic Planning is not a prediction or forecasting tool about the trends or events that will
happen in your organization. While it is true that to prepare strategic planning, financial
forecasts, production, etc. are usually taken into account.
• Strategic Planning not only involves future decisions but also the making of current and daily
decisions that affect the future.
•Strategic Planning does not eliminate risks, it only identifies them and provides tools for better
decision-making in each case.

Talent integration: One of the most important stages in the integration of new talent into the
organization is Inbound Conversion. It aims to ensure that, once the relationship with the

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organization is established, the newly hired incorporates the essential concepts to properly
perform their work.

•Establish a strategic reception process

•Foster interpersonal relationships
•Implement continuous evaluation processes
•Maintain permanent contact with the new employee
•Promote transparency in the organization
•Detect the potential of professionals

Value chain added to the customer: The value chain is a concept coined by Porter in which as a
result of the activities of a company a series of relationships or links are created that aim to
provide the greatest possible value for the client. Today, the value chain is understood as a
strategic analysis tool to identify the competitive advantages of a business against the market.

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This concept analyzes the different activities or departments of the company comparing them
with those of the competition, thus giving very valuable information about the position that our
business occupies in the market and the strategy that should be followed at the level of internal
or external processes. However, before delving deeper into what it is or how to realize a value
chain, we must start by understanding what is "value" for you and your customers.

Quality culture: Total Quality Culture is a process that involves constant changes in the way of
thinking, acting and verifying of a person, a group of people or an organization.
• It is important now in the globalized world that organizations focus the culture of quality
towards complete consumer satisfaction. The consumer can be either an internal customer or
an external customer.
• In each organization each member must act focused on obtaining better results through the
changes that are generated in the way of doing the activities and can do so through continuous
improvement, to the improvement of all the members of the organization.
• The organization that acts and works with the Philosophy of Total Quality, carries out its long-
term planning and mistakes or errors consider it as an opportunity for improvement to perform
its activities better and as a learning of productive life and not as a problem and be in
comparison with the best companies in its field. With the above, it manages to determine the
behavior of world leaders, thus facilitating the planning of goals and objectives to be more
efficient in all areas of the organization. Unit I. Introduction to the Culture of Total Quality Units
• Immediate results through the Culture of Total Quality are very important; But, the medium and
long-term results caused by the process of continuous improvement are of great interest to the
organization, because this responds to the challenges that constantly arise.

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Quality Tools: How to Use Quality Control ToolsYo are many benefits that we can obtain from
a Quality Management System. They are even more relevant when the System is based on a
standard as recognized as ISO 9001:2015. This standard, as we know, pursues continuous
improvement, using, among others, various quality control tools to achieve that purpose.
Quality control tools are used to determine, measure, analyze and propose solutions to
identified problems that interfere with the performance of the organization's processes, helping
to improve quality indicators.
7 main quality control tools
• Flowchart: It allows to identify the best path that the product or service will travel in the
process. It is much easier to understand a process, and formulate proposals to improve it, when
we can track it step by step, with a flowchart.
•Ishikawa diagram (Fishbone): It is used to identify the possible causes of a problem and its
effects, through the relationship between the effect and all the possible causes that can
contribute to this end.
With the problem in mind, it is possible to determine the possible causes, using six variants:
method, material, measure, men, women and environment. The data is tabulated and a deletion
process is initiated, which allows us to reach the most likely cause and with it, generate the
solution.
• Data tables: These are tabulated formats, which allow you to collect information in a
methodical and systematic way, in such a way that it is easy to review and observe trends in
behavior.
•Checksheets: This is a list of preset items, which need to be evaluated. They are used to certify
compliance with certain activities or to assess what level of compliance some processes are at.
•Pareto Chart: This is a graphic resource used to establish an order in the causes of losses and
how they should be remedied. The Pareto chart takes data from various sources of information,

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but usually draws on the occurrence of problems or evidence of defects, offering a graphical
representation of them.
•Histograms: They aim to show a frequency distribution of data obtained based on
measurements, through a bar graph, indicating the number of units in each category.
•Scatter plot: Shows what happens to one variable when another has changed. They are
representations of two or more variables that are organized in a graph, one as a function of the
other.

Introduction
For this project we will focus on a company called Climex World, which is responsible for
manufacturing heat exchangers (radiators) both for cars, trailers and sometimes for different
machinery.
First, the concepts of the topics to be discussed were seen, which were strategic planning,
talent integration, value added chain, quality culture and its tools. All this to obtain a more
consistent notion of how the culture of quality applies in this company, and how all these
aspects will be created within it for a better functioning in the work areas.

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All this in order to see the concepts learned throughout the semester and see how they are
applied in real life, which this time is in a company.
Then we will start with each of the points to be developed, as well as its description of how it
would be applied in the company, its strategies, objectives, and expected results.

Strategic planning
Planning to implement a quality system for this company consists of several steps. The first step
is to analyze the production, that is, how the pieces are manufactured, how is their storage, in
what conditions the material is received and in what conditions it is worked, seeing once the
processes must also take into account the type of certification in which the company wishes to
achieve its objective, because each certification is given depending on the type of company in
this case is ISO9011-2015. In which it indicates that everything must be documented, and keep
a record of previous years (3 years) with which a quality system will begin to be implemented.
This through several processes such as the following:
•Creation of formats

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•Inspection schedules
•Visual aids
•Work orders
•Implementation of the PNC
•Staff training
•Hire auditors for certification help
•Delimitations of work areas
•Registration of guarantees
•Raw material inspection documentation
•Certificates of measuring instruments
•Certificates for computer programs
•Process improvements
•Implementation of the 5'S
These are some of the strategies with which you can start implementing an orderly and efficient
quality system because it covered many aspects from the records where raw materials are
inspected to non-compliant products (PNC) which helps to have better control over the products
that are sent for sale, as well as the quantity of products that are received by guarantee.
It all starts from the time the inspector of the quality department performs an inspection of the
material with which you are going to work in the processes, because if the material is in poor
condition or does not adhere to the engineering then it is a defective material and there may be
a rejection of material.
Immediately all the inspection documents received must be organized in folders that are
classified by supplier, material and date, to have evidence that the work has been done
correctly.
There is also the inspection part process which consists of giving a check to the parts that are
being worked within all areas of the factory, this to ensure that the parts are manufactured with
respect to the engineering drawings and there are no problems for the other departments.
At the same time for these 2 processes to be carried out correctly, you must have 2
fundamental points. The first is that the inspector is well trained to carry out his job correctly,
that he has the knowledge to perform his function well. And the second aspect is the work
instrument that this time are measuring instruments because they have to be calibrated and
certified for their correct operation, otherwise it will give erroneous measurement and
consequently may have defects to the products that are being worked.
Immediately there are visual aids which consist of a small instruction where he shows
photographs to the operator of how to perform his work correctly and safely. At the same time
there are work orders that consist of the tasks that each employee has depending on their area.
This to ensure a better job.
Another point is to have an advisor for certification and a quality manager who will work together
to see what aspects can be improved to meet the objectives of the certification, because each
different certification, different objectives must be met depending on each of them.
The warranty records serve to carry out a control of products that were returned by some defect,
this helps not only to see which model is the most defective, if it does not help to see what its
defect is because there are many and the main objective is to try to eliminate that defect

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through an improvement in the process either of its manufacture or its packaging, that is why it
is important to keep a register of guarantees.
You must have several tools for quality management, this time for this organization the 5'S was
used for continuous improvement in the plant, which are divided into 5 sections that are: select,
clean, organize, standardize and monitor. Where its process is simple and effective because
you first select in any area materials, tools or objects that serve and that do not serve, this helps
to generate a wide amplitude of space in your work area to have greater freedom of movement,
then follows the cleaning of the work area which helps not to have annoying objects and at the
same time generates greater comfort for the user to work in a orderly and clean environment,
the third step is the organization which consists of organizing both your matter and the tooling to
know if any object is missing or everything is correct, this step goes hand in hand with
standardization which helps generate processes or greater organization for the accommodation
of things for example mark where the tools go, to know if one day the tool is not in place means
that they are using it and not wasting time in their search and last but not least is the follow-up
because there is always the movement of products must generate the culture of leaving the
work area tidy and clean to obtain a healthier work environment.

All these strategies arise not only with the purpose of a certification, in turn and is the main
objective of the organization, it is the customer satisfaction of delivering a quality product, which
meets their standards and is guaranteed to have a life span. All this with a good organization
and a good execution of quality systems.

Talent integration
Plant manager: person in charge of the highest authority of the so-called management and
administrative direction in an organization or institution or company.
Operations Manager: is the one who plans, directs and ensures the good management of the
resources of an organization in order to achieve the objectives set. This work involves a
decisive role in decision-making, a rigorous control of processes and the ability to solve
problems.
Quality Manager: is responsible for informing the other members about the management system
and also about the improvement needs that may exist.
Maintenance Manager: is the guardian of the equipment, facilities and all physical assets
involved in the development of the productive activities of any company. He is responsible for
ensuring the continuity of production and the efficiency with which operational resources are
used.
Human Resources Manager: Supervises, plans, coordinates, and directs the administrative
functions of an organization's human resources department. Depending on the size of the
company, the Human Resources Manager performs a variety of functions. The link between the

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organization and its employees is often considered, ranging from providing strategic planning
consultations to recruiting new staff.
Quality supervisor: are those professionals who supervise that the products comply with the
quality and safety standards established by the same company or factory, or the government
department that corresponds to it.
Quality Inspector: they specialize in examining and monitoring production lines, services,
products or materials, in search of defects according to industry specifications in order to
maintain the highest standards.
Maintenance engineers: is a professional who has a set of knowledge, skills and attitudes to
apply methods, techniques and tools in the administration of maintenance to facilities,
machinery and equipment, in the improvement of production processes, in the development of
personnel, in the application of quality standards and safety and hygiene based on disciplines
such as mechanics, electronics and electrical, automation, use of software and robotics mainly,
in order to contribute to the technological development of the region.

Value chain added to the customer

As the main objective of the company focuses on customer satisfaction, this will cause the
organization to focus on meeting some points which are:
• Comply in a timely manner
•Ensure product functionality
•Customer satisfaction
This provokes by giving an example with a customer, which is a customer who buys a lot, but
sometimes if an emergency product comes out the company manufactures them which is not
everywhere such an operation is carried out.
In addition to having a certification in the ISO that guarantees that the quality requirements for a
good product are being met and that they are always obtaining new models either cheaper, of
different material or modified with respect to the needs of the client.
This causes the company to stand out from another due to its large catalog of heat exchangers,
but also give options regarding the user's budget, which is not seen in other companies.
That is why this company has great customers and a great potential for development because
the automotive industry is always updating and consequently this company must also be in
constant evolution so as not to become obsolete before the competition.

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That is why customer satisfaction is essential to be able to maintain them and recommend them
to generate more sales.

Quality culture
Within every company, a good culture of quality is always sought in its employees, and to
achieve this it is necessary to make sure that each employee knows their responsibilities within
the company and that each of them is expected to be able to ensure that they are working in the
most effective way possible. Some ways in which the company seeks to promote the culture of
quality are:

● Suitable systems and structures

- Have a solid command structure that drives quality initiatives and thus ensures that the
organization is responsible for meeting the objectives.
- Ensure that data is analyzed and reported efficiently.
- Use data to trigger decision-making and improvements.

● Quality Champion Leaders

- Provide all the necessary resources to sustain the culture of quality.
- Clearly articulate the vision and values of the company.

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- Recognize efforts to improve quality with a reward system.

● Trained employees
- Staff should be trained to incorporate quality improvements into their daily work.
- Employees must rely on introducing quality improvements related to their roles.
- There must be open and honest communication at all levels.
- Employees should be able to evaluate their own performance.

● Customer-centric operation
- Customer needs and values are fundamental to decision-making and day-to-day
operations.
- Employees must perceive that the organization is truly customer-oriented.
- The company must see from the outside that it is focused on the customer, in the sense
that it not only meets their expectations, but exceeds them normally.

● Teamwork is the norm

- Teams should meet routinely to exchange ideas, implement quality improvement
projects, and share lessons learned.
- Project teams tasked with improving quality should be made up of capable people.

● Continuous improvement is a fact

- The organization should never be happy with its operational performance, but should
constantly strive to be better.
- Employees should routinely use quality improvement tools and methods to solve
problems and deliver improvements.

● Walking and chatting about quality

- Be curious and participate without prejudice in conversations about quality.
- Roll up your sleeves to help when needed.

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- Avoid actions that put cost, production, or schedule above quality. If quality is said to be
the top priority, but management indicates otherwise, credibility is lost.

● Making quality everyone's job

- Immature quality cultures isolate quality, relegating it only to administrative work. Mature
companies involve cross-functional teams in quality improvements, recognizing that
quality impacts all areas of the business.
- A good example is to implement a layered process audit program. This involves
frequently checking high-risk processes, avoiding defects through multiple layers of
verification.
- When conducted at all levels and departments, these audits also provide a structured
framework to hold everyone accountable for quality.

● Harnessing the competitive spirit

- Instead of expressing how quality stimulates savings, you should take advantage of the
competitive nature of people.

● Share expectations and results

- Everyone should know their role in quality improvement. Equally, they need to see the
results.
- Monthly management reports are a key tool to show staff that their work has a
measurable impact.

● Focus on processes
- A proactive approach aimed at preventing problems, rather than putting out fires, should
be demanded.
- This is made difficult when quality people only perform inspections of already damaged
products. A culture of quality also analyzes the above processes.
- Checking areas linked to quality issues encourages process standardization and
reduces variations. Thus, this consistency is a hallmark of the culture of quality.

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● Track and measure
- Time and resources should be invested in proactive reviews and measurements.
Beyond just looking at the costs of a failure, organizations must develop indicators that
provide early warning of problems.
- When it is seen that the main indicators are being diverted, it will be possible to act
before customers are affected.

● Maintain peace of mind when discovering errors

- If you lose control, people simply hide the problems and don't manifest them.

● Involve management
- When leaders participate in audits, a commitment to quality at the highest level is shown.
That instills people to open up with their own observations and suggestions for
improvement.
- When someone identifies a problem, it should be followed up with timely corrective
action. Otherwise, people will have no interest in sharing it.

● Fostering innovation
- Companies that treat quality as a cost rather than an investment, take care of pennies
while losing a lot of money.
- Mature quality cultures give your teams the time and budget to realize quality
improvement projects.

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Quality Tools

The 7 Quality Tools is a set of methodologies that were gathered by Kaoru Ishikawa and are
widely disseminated as a way to improve business processes. Since then, they have been used
in management systems to help improve services andprocesses.
These tools are used to define, measure, analyze and propose solutions to problems that
interfere with the performance and results of companies.

The 7 methodologies for quality tools are presented below.

Flowchart (Flow Diagram): Helps in identifying the best path that the product or service will
travel in the process, that is, it shows the sequential stages of the process, using symbols that
represent the different types of operations.
Ishikawa Diagram (Fishbone): Its objective is to identify the possible causes of a problem and
its effects, relating the effect to all the possibilities (causes) that may contribute to the problem.
Verification sheets: It is used for the certification that the steps or pre-established elements have
been fulfilled or to evaluate at what level they are. It is similar to a checklist.
Pareto Diagram: It is a graphic resource used to establish an arrangement (from highest to
lowest, for example) in the causes of a certain problem or non-conformity.
Histogram: Its objective is to show the frequency distribution of data obtained by periodic
measurements, thus creating a panorama of the patterns that were repeated the most in a
certain period of time.
Scatter Diagram: Shows what happens to one variable when the other changes. They are
representations of two or more variables that are organized in a graph, always having one as a
function of the other.
Statistical Process Control (CEP): It is a type of graph used to monitor the process, determining
the tolerance range limited by the upper line (upper control limit) and a lower line (lower control
limit) and a middle line of the process (central limit), which they were statistically determined.

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Conclusions:
For this project it was very interesting the application of the concepts seen throughout the
semester, because it is focused on the application of the culture of quality in different types of
organizations.
It is critical because these tools are seen in all workplaces, whether in production, human
resources, maintenance, design, etc.
This helps to maximize all aspects in an organization, helps to have better control for
production, improve the performance of processes, sales, helps the work environment of
companies, and generate greater profits.
In addition to this, it helps to see from another point of view the organization of companies
because it is not only the quality in a product, but also the implementation of processes,
strategies, documents and certifications of how to constantly improve your work area, which can
range from something as simple as the accommodation of your tooling or identification of
processes, even something much more complex such as the change of a work process or the
improvement of a process which implies a lot of study time, seeing several options for
improvement and people trained not only for planning, but also for the execution of any work
method.
That is why this subject helps significantly to see the industry from another point of view
because it is not only production or repair something, everywhere you should always look for an
organization and documentation that supports you, and this goes hand in hand with continuous
improvement in any workplace, which helps a lot when it comes to getting a job and wanting to
win a much bigger position or generate better income.

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References
● https://gestion.pensemos.com/que-es-la-planeacion-estrategica-y-para-que-sirve
● https://www.amedirh.com.mx/servicios/actualidad-rh/seis-recursos-para-integrar-talento-
nuevo-a-la-organizacion
● https://www.teamleader.es/blog/que-es-la-cadena-de-valor-de-una-em

https://www.uaeh.edu.mx/docencia/P_Presentaciones/tlahuelilpan/administracion/
cultura_de_calidad/CULTURA%20DE%20CALIDAD.pdf Dam
● https://www.isotools.cl/herramientas-de-control-de-calidad/
● Corvo, P. H. S., By, Helmut Sy CorvoEngineer in Computing and Master in Industrial
Engineering.Specialized in information systems, Corvo, H. S., & Computer Engineer and
Master in Industrial Engineering.Specialized in information systems. (2019, June 9).
Quality Culture: Characteristics, Development andExample. Lifeder. Retrieved
November 29, 2021, from https://www.lifeder.com/cultura-de-calidad/.

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