Business Consulting a las operaciones de la unidad de negocio Servicio - Postventa en la empresa DIVEMOTOR
No hay miniatura disponible
Fecha
2024-09-21
Título de la revista
ISSN de la revista
Título del volumen
Editor
Pontificia Universidad Católica del Perú
DOI
Resumen
En el presente trabajo se ha elaborado un Business Consulting para la unidad de servicio
postventa de la empresa Divemotor S.A., dedicada a la venta y postventa de vehículos y
maquinarias. El propósito de esta business consulting de operaciones es identificar oportunidades
de mejora para alcanzar los objetivos estratégicos y optimizar los procesos específicamente en el
servicio postventa.
Para lograrlo, se realizó un análisis interno y externo de la organización utilizando
herramientas como el análisis PESTE y AMOFITH, respectivamente, para elaborar y analizar
estrategias a partir de la matriz FODA. Este análisis permitió identificar oportunidades,
amenazas, fortalezas y debilidades de la empresa.
Asimismo, se llevó a cabo un diagnóstico empresarial de la organización con una
evaluación exhaustiva de los procesos estratégicos, claves y de apoyo dentro de Divemotor. Se
identificó la necesidad de alinear el proceso estratégico (Planeamiento estratégico) directamente
con los objetivos de crecimiento y desarrollo a largo plazo de la empresa, mientras que el
proceso clave de Post Venta debe enfocarse en la eficiencia y eficacia operacional para mantener
la satisfacción del cliente.
Se identificó que el problema principal de Divemotor es el incumplimiento del objetivo
de satisfacción del cliente. En el año 2023 Divemotor registró un índice de satisfacción del
cliente (CSI) de 8.7 en sus operaciones en Perú, quedando por debajo del objetivo establecido de
9. Este incumplimiento ha persistido de manera recurrente desde el año 2018, generando un
efecto negativo en la competitividad de la empresa y en sus resultados financieros. Además,
según el análisis de las encuestas de satisfacción del cliente, se determinó que el incumplimiento
de los tiempos de entrega de los vehículos es el problema de mayor participación.
Para identificar las causas raíz del problema principal, se utilizó un diagrama de causa-
efecto y se evaluaron las 7M del proceso, lo que llevó a identificar seis problemas principales:
falta de clasificación y orden en el entorno de trabajo, inadecuada planificación y seguimiento
diario de trabajos, incumplimiento de perfiles de trabajo en taller, bajo cumplimiento del
programa de capacitaciones técnicas de fábrica, no uso correcto de los manuales de servicio para
diagnóstico eficaz y falta de metodología estándar de mejora.
Se realizó un análisis cuantitativo y cualitativo de cada problema, y se desarrolló un plan
de mejora que incluye la implementación de la metodología 5S y una propuesta metodológica de
mejora para la optimización de los procesos de mantenimiento.
La ejecución de los proyectos ha implicado una inversión de $536,403.00 a lo largo de 5
años, con resultados favorables que reflejan su viabilidad en distintos escenarios. En una
perspectiva optimista, el Valor Actual Neto (VAN) alcanzó $1,200,855.00, la Tasa Interna de
Retorno (TIR) fue del 247.9%, y el período de recuperación (Payback) fue de 0.8 años. En un
escenario moderado, el VAN se situó en $902,626.00, la TIR en 188%, y el Payback en 1.1 años,
lo que aún muestra una viabilidad sólida. En un escenario pesimista, el VAN fue de $604,395.00,
la TIR de 130.2%, y el Payback de 1.5 años, lo que demuestra una rentabilidad positiva. Estos
indicadores respaldan la conclusión de que la inversión en el proyecto propuesto cuenta con el
respaldo económico necesario para impulsar los objetivos principales de la unidad de negocio,
promoviendo un crecimiento positivo en ventas y la expansión de la organización.
The present work has developed a Business Consulting for the after-sales service unit of the company Divemotor S.A., dedicated to the sale and after-sales service of vehicles and machinery. The purpose of this consultancy is to identify improvement opportunities to achieve strategic objectives and optimize processes specifically in after-sales service. To achieve this, an internal and external analysis of the organization was conducted using tools such as PESTE and AMOFITH analysis, respectively, to develop and analyze strategies based on the SWOT matrix. This analysis allowed identifying opportunities, threats, strengths, and weaknesses of the company. Likewise, a business diagnosis of the organization was carried out with a comprehensive evaluation of the strategic, key, and support processes within Divemotor. The need to align strategic processes directly with the long-term growth and development objectives of the company was identified, while key processes should focus on operational efficiency and effectiveness to maintain customer satisfaction. It was identified that the main problem of Divemotor is the non-compliance with the customer satisfaction objective. In 2022, Divemotor recorded a customer satisfaction index (CSI) of 8.7 in its operations in Peru, falling below the established objective of 9. This non-compliance has persisted recurrently since 2018, generating a negative effect on the competitiveness of the company and its financial results. Additionally, according to the analysis of customer satisfaction surveys, it was determined that non-compliance with vehicle delivery times is the most participatory problem. To identify the root causes of the main problem, a cause-effect diagram was used and the 7M of the process were evaluated, leading to the identification of six main problems: lack of classification and order in the work environment, inadequate planning and daily work monitoring, non-compliance with job profiles in the workshop, low compliance with the factory's technical training program, incorrect use of service manuals for effective diagnosis, and lack of a standard improvement methodology. A quantitative and qualitative analysis of each problem was carried out, and a improvement plan was developed that includes the implementation of the 5S methodology and a methodological improvement proposal for the optimization of maintenance processes. The implementation of the projects has involved an investment of $536,403.00 over a period of 5 years, with favorable results reflecting their viability in different scenarios. In an optimistic perspective, the Net Present Value (NPV) reached $1,200,855.00, the Internal Rate of Return (IRR) was 247.9%, and the Payback period was 0.8 years. In a moderate scenario, the NPV stood at $902,626.00, the IRR at 188%, and the Payback at 1.1 years, still showing solid viability. In a pessimistic scenario, the NPV was $604,395.00, the IRR was 130.2%, and the Payback was 1.5 years, demonstrating positive profitability. These indicators support the conclusion that the investment in the proposed project has the necessary economic support to drive the main objectives of the business unit, promoting positive sales growth and organizational expansion.
The present work has developed a Business Consulting for the after-sales service unit of the company Divemotor S.A., dedicated to the sale and after-sales service of vehicles and machinery. The purpose of this consultancy is to identify improvement opportunities to achieve strategic objectives and optimize processes specifically in after-sales service. To achieve this, an internal and external analysis of the organization was conducted using tools such as PESTE and AMOFITH analysis, respectively, to develop and analyze strategies based on the SWOT matrix. This analysis allowed identifying opportunities, threats, strengths, and weaknesses of the company. Likewise, a business diagnosis of the organization was carried out with a comprehensive evaluation of the strategic, key, and support processes within Divemotor. The need to align strategic processes directly with the long-term growth and development objectives of the company was identified, while key processes should focus on operational efficiency and effectiveness to maintain customer satisfaction. It was identified that the main problem of Divemotor is the non-compliance with the customer satisfaction objective. In 2022, Divemotor recorded a customer satisfaction index (CSI) of 8.7 in its operations in Peru, falling below the established objective of 9. This non-compliance has persisted recurrently since 2018, generating a negative effect on the competitiveness of the company and its financial results. Additionally, according to the analysis of customer satisfaction surveys, it was determined that non-compliance with vehicle delivery times is the most participatory problem. To identify the root causes of the main problem, a cause-effect diagram was used and the 7M of the process were evaluated, leading to the identification of six main problems: lack of classification and order in the work environment, inadequate planning and daily work monitoring, non-compliance with job profiles in the workshop, low compliance with the factory's technical training program, incorrect use of service manuals for effective diagnosis, and lack of a standard improvement methodology. A quantitative and qualitative analysis of each problem was carried out, and a improvement plan was developed that includes the implementation of the 5S methodology and a methodological improvement proposal for the optimization of maintenance processes. The implementation of the projects has involved an investment of $536,403.00 over a period of 5 years, with favorable results reflecting their viability in different scenarios. In an optimistic perspective, the Net Present Value (NPV) reached $1,200,855.00, the Internal Rate of Return (IRR) was 247.9%, and the Payback period was 0.8 years. In a moderate scenario, the NPV stood at $902,626.00, the IRR at 188%, and the Payback at 1.1 years, still showing solid viability. In a pessimistic scenario, the NPV was $604,395.00, the IRR was 130.2%, and the Payback was 1.5 years, demonstrating positive profitability. These indicators support the conclusion that the investment in the proposed project has the necessary economic support to drive the main objectives of the business unit, promoting positive sales growth and organizational expansion.
Descripción
Palabras clave
Consultores de empresas--Planificación estratégica, Concesionarios de automóviles--Perú
Citación
Colecciones
item.page.endorsement
item.page.review
item.page.supplemented
item.page.referenced
Licencia Creative Commons
Excepto se indique lo contrario, la licencia de este artículo se describe como info:eu-repo/semantics/closedAccess