Rediseño del proceso de gestión de contratación pública orientado al modelo de gestión de la dirección provincial del Guayas del consejo de la judicatura
Fecha
2018
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Universidad de Guayaquil Facultad de Ciencias Administrativas
Resumen
El presente trabajo de titulación se llevó a cabo en la Dirección Provincial del Guayas del
Consejo de la Judicatura, institución pública comprometida con la gestión de la calidad y
productividad organizacional, que mantiene un Modelo de Gestión basado en Procesos; para
lo cual ha sido necesario establecer un planteamiento teórico que permita entender de manera
concreta lo concerniente a la Gestión por Procesos, así como conceptos, herramientas,
normas y metodologías relacionadas.
Se empleó métodos de investigación cualitativa y cuantitativa para el análisis de situación
actual de la institución, lo que permitió lograr la identificación de oportunidades de mejora
continua, que procuren la optimización y desempeño de los procesos. Es en este sentido que
se rediseñó la Gestión de Contratación Pública, lo cual se realizó a través de una propuesta
de simplificación y compendio, pasando de siete subprocesos repetitivos y superfluos, a
cuatro subprocesos específicos y precisos. Para estos últimos se elaboraron manuales, en los
que se detallaron objetivos, alcances, responsables, definiciones, diagramas de flujo con sus
respectivos glosarios de símbolos, además del procedimiento narrado de cómo llevar a cabo
cada una de las actividades. Así también, se establecieron indicadores de gestión que
permitirían tener control de la eficiencia de los subprocesos; además de definir tiempos en
que se deben ejecutar las actividades y trazabilidad documental para el control de los
archivos.
The degree work here displayed, took place in a public institute called Dirección Provincial del Guayas del Consejo de la Judicatura, this organization is committed to the organizational quality and productivity management, which maintains a Management System based on Processes; for which it has been necessary to stablish a theory statement that allows understand in a concrete way about Processes Management, its concepts, tools, standards, and methodologies related. Qualitative and quantitative research methods were used to analyze the real situation of the institution, which allows comply the recognition of opportunities for continuous improvement, that seeks to the optimization and performance of the processes. Is why in this way, the entire Management of the Public Procurement was redesigned, task that was done through the proposal of simplification and compendium method, going from seven repetitive and superfluous sub-processes, to four specific and precise sub-processes. For these, manuals were prepared, in which were included objectives, scopes, managers, definitions; work-flows with their respective symbol symbols were specified, as well as the procedure of how to do out each of the activities. Also, performance indicators were established that would allow controlling the efficiency of the sub-processes; besides defining times in which the activities must be executed and documentary tracking for the control of the files.
The degree work here displayed, took place in a public institute called Dirección Provincial del Guayas del Consejo de la Judicatura, this organization is committed to the organizational quality and productivity management, which maintains a Management System based on Processes; for which it has been necessary to stablish a theory statement that allows understand in a concrete way about Processes Management, its concepts, tools, standards, and methodologies related. Qualitative and quantitative research methods were used to analyze the real situation of the institution, which allows comply the recognition of opportunities for continuous improvement, that seeks to the optimization and performance of the processes. Is why in this way, the entire Management of the Public Procurement was redesigned, task that was done through the proposal of simplification and compendium method, going from seven repetitive and superfluous sub-processes, to four specific and precise sub-processes. For these, manuals were prepared, in which were included objectives, scopes, managers, definitions; work-flows with their respective symbol symbols were specified, as well as the procedure of how to do out each of the activities. Also, performance indicators were established that would allow controlling the efficiency of the sub-processes; besides defining times in which the activities must be executed and documentary tracking for the control of the files.
Descripción
Palabras clave
MANUAL DE PROCEDIMIENTOS, PROCESOS, MODELO DE GESTIÓN, MEJORA CONTINUA