La gestión de procesos como metodología básica para el mejoramiento en la calidad del servicio de monitoreo de cámaras para seguridad Ciudadana
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2015
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Universidad de Guayaquil Facultad de Ciencias Administrativas
Resumen
La organización objeto del estudio destina sus actividades a la formulación, coordinación, implementación y evaluación de políticas de seguridad ciudadana con las instituciones involucradas en la protección y lucha contra la delincuencia. Es una entidad creada en derecho privado, sin fines de lucro, que participa en acción social y cívica operando en la ciudad ofreciendo los servicios de videovigilancia, atención de llamadas de emergencia y soporte ante emergencias. La seguridad ciudadana involucra la atención en todos los aspectos: movimientos telúricos, inundaciones, incendios, accidentes de tránsito, entre otros. Cuenta con un personal operativo que labora las 24 horas del día y los 365 días del año, monitoreando aproximadamente 805 video cámaras ubicadas en puntos estratégicos de la ciudad.
La compañía mantiene los principios de una organización funcional; por ello se detectó la necesidad de realizar el diseño del Sistema de Gestión de Procesos, que se llevó a cabo a través de un diagnóstico inicial y de campo en las instalaciones de la empresa, obteniendo como resultado la deficiente gestión documental de los procesos de la organización. Se tomó como referencia al proceso de videovigilancia para determinar el nivel de productividad de los operadores quienes reportan cada mes un promedio de 16.48 incidentes.
Con las reuniones con los Dueños de Procesos y el levantamiento de las actividades inherentes a la organización, se empezó a diseñar el Sistema de Gestión por Procesos, iniciando con la estructuración del mapa de procesos y cadena de valor, la identificación de los procesos críticos y el diseño del esquema documental del proceso de videovigilancia. Es decir, se estructuró los procesos de la organización y la documentación del proceso más relevante, para estandarizar y formalizar las actividades del proceso de videovigilancia.
El despliegue del Sistema de Gestión por Procesos se realizó con la socialización a los Dueños de Proceso y el compromiso para la estandarización de los otros procesos que no fueron considerados en el estudio. El proceso de videovigilancia se esquematizó con la ficha técnica del proceso integrada por la caracterización, diagrama de flujo, matriz RASCI y matriz de activos de información; además del manual de política del proceso. Posterior a la estandarización, publicación del esquema documental del proceso se realiza un análisis de causa efecto para determinar la causa del bajo nivel de productividad de los operadores en el reporte de incidentes.
La implementación de oportunidades de mejora en el proceso de videovigilancia permitió un aumento del 19.21% de los incidentes reportados antes de la puesta en marcha del Sistema de Gestión por Procesos.
The organization under study devotes its activities to the formulation, coordination, implementation and evaluation of citizen security policies with the institutions involved in the protection and combating crime. It is an entity created in private, non-profit, participating in social and civic action operating in the city offering the service of video surveillance, emergency call attention and emergency support. Public safety involves attention in all aspects: earthquakes, floods, fires, traffic accidents, among others. It has an operating staff working 24 hours a day, 365 days a year, monitoring approximately 805 video cameras located at strategic points of the city. The company maintains the principles of functional organization; hence the need for the design of the Process Management System, which was conducted through an initial diagnostic and field facilities of the company, resulting in poor document management processes detected organization. It was taken as a reference to the surveillance process to determine the level of productivity of operators who reported each month an average of 16.48 incidents. With meetings with the process owners and the lifting of the activities inherent to the organization, it began to design the system Process Management, starting with the structure of the map of processes and value chain, identifying critical processes and Document design scheme of video surveillance process. That is, the processes of the organization and more relevant documentation were structured process, to standardize and formalize the process of surveillance activities. The deployment of the Process Management System was conducted with socialization process owners and commitment to the standardization of other processes that were not considered in the study. The process was outlined with surveillance data sheet composed of the characterization process, flowchart, RASCI matrix and active matrix information; in addition to the policy manual process. After the standardization of the documentary publication outlines the process of cause and effect analysis is performed to determine the cause of the low productivity of operators in reporting incidents. The implementation of opportunities for improvement in the surveillance process allowed an increase of 19.21% of the reported incidents before the implementation of the Process Management System.
The organization under study devotes its activities to the formulation, coordination, implementation and evaluation of citizen security policies with the institutions involved in the protection and combating crime. It is an entity created in private, non-profit, participating in social and civic action operating in the city offering the service of video surveillance, emergency call attention and emergency support. Public safety involves attention in all aspects: earthquakes, floods, fires, traffic accidents, among others. It has an operating staff working 24 hours a day, 365 days a year, monitoring approximately 805 video cameras located at strategic points of the city. The company maintains the principles of functional organization; hence the need for the design of the Process Management System, which was conducted through an initial diagnostic and field facilities of the company, resulting in poor document management processes detected organization. It was taken as a reference to the surveillance process to determine the level of productivity of operators who reported each month an average of 16.48 incidents. With meetings with the process owners and the lifting of the activities inherent to the organization, it began to design the system Process Management, starting with the structure of the map of processes and value chain, identifying critical processes and Document design scheme of video surveillance process. That is, the processes of the organization and more relevant documentation were structured process, to standardize and formalize the process of surveillance activities. The deployment of the Process Management System was conducted with socialization process owners and commitment to the standardization of other processes that were not considered in the study. The process was outlined with surveillance data sheet composed of the characterization process, flowchart, RASCI matrix and active matrix information; in addition to the policy manual process. After the standardization of the documentary publication outlines the process of cause and effect analysis is performed to determine the cause of the low productivity of operators in reporting incidents. The implementation of opportunities for improvement in the surveillance process allowed an increase of 19.21% of the reported incidents before the implementation of the Process Management System.