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Operations Management

In: Business and Management

Submitted By giancarloed
Words 2644
Pages 11
Trabajo Aplicativo Final - TAF

Curso: GESTIÓN DE OPERACIONES

Profesora: Raquel Hurtado

Integrantes GRUPO 5: * Giancarlo Estacio * Lincoln Quispe * Tito Izquierdo * David Garriazo

1. INTRODUCCION

El trabajo que se desarrolla a continuación recopila información, analiza los principales procesos de la empresa en estudio aplicando los conceptos, metodología de estudio del curso de Gestión de Operaciones, se propone mejoras para la empresa Reliant Drilling Limited – India.
Se propone que Reliant Drilling Limited – India, una empresa que brinda servicios de calidad en minería subterránea, actualmente trabajando solo en la Mina Sindesar Khurd – Rajasthan - India, del Grupo Hindustan Zinc tenga un crecimiento continuo en: * Desarrollo (metros lineales) * Y Producción (Toneladas de mineral extraídas)
Donde este crecimiento sea sostenible en el tiempo y se convierta en un socio estratégico de Sindesar Khurd Mine, brindando la mejor calidad en su tipo de servicios, así mismo se explora a la oportunidad de crecimiento dentro del Grupo Hindustan Zinc que cuenta con más de 5 minas en la localidad de Rajasthan.
Para lograr estos objetivos se requiere los siguiente: * El desarrollo de un nuevo producto, que se obtiene luego adicionar el valor agregado llamado “Safety Culture” en las operaciones existentes. * Se plantea un crecimiento de Desarrollo mensual y Producción de mineral, en un corto plazo. * Así también se plantea mejorar sustancialmente la calidad de nuestros servicios para ganar posicionamiento en el mercado minero de la India.

2.1. Descripción de la Empresa

Reliant Drilling Limited – es una empresa de propietario Peruano, dedicada a prestar servicios de minería subterránea de calidad a sus clientes locales e internacionales, con experiencia en el mercado desde hace 14 años, iniciando operaciones en Zambia, luego expande sus operaciones al Congo y la India.
Estos son las principales operaciones:
En Zambia: * Mopani Cooper Mines en Nkana, Mindolo y Mufulira Mines, Konkola Copper, operando desde el 2002. * Mines en Nchanga Mines, operando desde 2012
En Congo DR: * Katanga Mine en Kolwezi, operaciones iniciadas en 2009.
En India: * Mina Sindesar Khurd, región Rajasthan, operando desde 2013.

Reliant Drilling Limited – India, comienza sus operaciones en el año 2013, inicialmente solamente se dedicaba a hacer “Desarrollo” o excavaciones subterráneas, es así como en aquel año se moviliza solamente 9 operadores Peruanos para desarrollar un promedio de 120 metros de Desarrollo mensual, actualmente se tiene una fuerza laboral de 05 Ingenieros Peruanos, 65 Operadores Peruanos y 110 colaboradores locales (Indianos) para desarrollar 600 metros de desarrollo mensual y 130,000 Toneladas de Mineral mensual.

2.2. Organización de la Empresa

La empresa donde trabajo es una Empresa Especializada en brindar servicios subterráneos mineros donde los procesos principales son:
a) Preparación, Desarrollo en minas subterráneas.
b) Extracción de mineral o Producción.
Actualmente la empresa Reliant Drilling Ltd. – India, obedece a una Empresa Funcional.

Figura1. Organización de la empresa Reliant Drilling Limited – India.

Figura1. Organización de la empresa Reliant Drilling Limited – India.

2.3.
Ciclo Operativo, diagrama entrada – proceso – salida

Figura 2. Diagrama de Entrada – proceso – salida (Reliant Drilling Ltd – India).

Clasificación de la empresa

Podemos clasificar a Reliant Drilling Limited – India, de acuerdo al tipo de operaciones: * Por tipo de Operación: Producción de bienes físicos. * Tipo de proceso: Procesos de conversión (Extracción)

Figura 3. Clasificación de las empresa segun sus operaciones.
Nota. Adaptado de Barndt y Carvey (1982).
Matriz del proceso de transformación.

Reliant Drilling Ltd. según la matriz de proceso de transformación (SERIE):
Tecnología (Volúmenes de producción): SERIE ( No llega a ser masivo por el tamaño de empresa)
Repetitividad (Frecuencia de producción): INTERMITENTE

Figura 4. Matriz del proceso de transformación.

2.4.
Ubicación

Actualmente, Reliant Drilling Ltd. – India se encuentra operando en una sola unidad en toda India, esta unidad se llama Sindesar Khurd Mine ésta se encuentra en el Norte de la India, en la región de Rajasthan cerca de la ciudad Udaipur.

Figura 5. Ubicación de la Mina Sindesar Khurd y de las demás unidades mineras del Grupo Hindustan Zinc en la región de Rajasthan de la India.

2.5.
Dimensionamiento

Podemos dimensionar a la empresa en dos tipos: a) Desarrollo: * En el 2013 se tiene un promedio de 131 metros lineales. * En el 2014 se tiene un promedio de 290 metros lineales. (un crecimiento de 121% con respecto año 2013) * En el 2015 se tiene un promedio de 610 metros lineales. (un crecimiento de 110% con respecto año 2014) * En el 2016 a la fecha, se tiene un promedio de 631 metros lineales. (un crecimiento de 3% con respecto año 2015).
Proyectamos llegar a un promedio mensual de 750 metros lineales para este 2016.

Tabla 1. Avance Promedio mensual por año.
En el siguiente cuadro se muestra la evolucion de crecimiento por cada mes.

Tabla 2. Resumen del avance mensual desde el 2013 a la fecha 2016.

b)
Producción
* En el 2015 se tiene un promedio de Producción de 53,744 toneladas de mineral extraídas. * En el 2016 a la fecha, se tiene un promedio de Producción de 130,611 toneladas de mineral extraídas. (un crecimiento de 143% con respecto año 2015)
Se proyecta alcanzar una Producción de 150,000 Toneladas de mineral para este 2016.

Tabla 3. Producción Promedio mensual por año.

Tabla 4. Resumen de la Producción mensual desde el Julio 2015 a la fecha 2016.

2.6. Productos de la empresa
Entre los principales productos de la empresa, se tiene: a) Desarrollo de labores subterráneas de 5.50 m x 5.0 m de sección. b) Desarrollo de labores subterráneas de 5.50 m x 5.0 m de sección. c) Extracción de Mineral – Producción, con Dumpers (50 Tn.) desde interior mina a superficie.
Entre los productos secundarios se tiene lo siguiente: d) Extracción de Desmonte, con Dumpers (50 Tn.) desde interior mina a superficie. e) Perforación e instalación de pernos de roca de 2.4 m. f) Perforación e instalación de pernos de roca de 1.8 m. g) Instalación de malla electrosoldada. h) Instalación de cable bolting. 2. PLANEAMIENTO Y DISEÑO DEL NUEVO PRODUCTO

El nuevo producto se obtiene luego de adicionar un valor agregado llamado “Safety Culture” a nuestras operaciones existentes.
Safety Culture, significa un cambio absoluto en el personal y en las actividades que se vienen ejecutando orientado a una excelencia en seguridad y calidad, se pretende seguir plataformas orientadas a OSHAS 18001 y ISO-9001. Para ello se requiere implementar un departamento dirigido por profesionales con experiencia en el tema de normas internacionales así mismo se requiere de capacitación continua a todo el personal para lograr los objetivos planteados.

3.7. Las etapas del planeamiento 
 a) Características: sus atributos y variables.
Podemos medir o monitorear nuestro producto con parámetros o indicadores de seguridad y calidad, así mismo la Minera puede percibir los cambios con respecto a aspectos de seguridad e indicadores de Seguridad. b) Tecnología conocida y probada para producirlo.
Contamos con la Tecnología conocida para producir nuestro nuevo producto. c) Conocimiento del personal (know-how) para producirlo.
En este sentido no se cuenta con personal para generar nuestro producto, es por eso tendremos que realizar contratar profesionales calificado específicamente en esta Especialización que nos brinde el Know-how necesario para obtener lo que buscamos. d) Normativas existentes: leyes, patentes, regulaciones.
Las normativas que tendremos en cuenta son: * En primer lugar adoptaremos la regulaciones DGMS (Directorate General of Mines Safety ) de la India. * Luego orientamos y trabajaremos bajo regulaciones OHSAS 18001 . * Así mismo tendremos en cuenta la regulaciones ISO-9001 . e) Posibilidad es de fabricación con los procesos conocidos.
Vamos a realizar algunas modificaciones a los procesos conocidos para obtener nuestro nuevo producto, considero que no serán cambios muy sustanciales pero si con un considerable impacto positivo. f) Confiabilidad.
Para llegar a niveles aceptables de confiabilidad debemos de contar con un buen sistema estructurado de implementación y realizar programas de control continuos para evitar las fallas en el producto a entregar. g) Mantenibilidad.
En este sentido debemos de ser tan cuidadosos que nuestro producto no comprometa la seguridad de los trabajadores así el sistema “Safety Culture” haya fallado. h) Costo.
El costo mensual es aproximadamente US$ 15,000.

3.8. Aspectos que debe tomar en cuenta el productor.

* Satisfacer a nuestro cliente es nuestra mayor satisfacción. * Reliant Drilling Ltd. – India, produciendo con “Safety Culture” como valor agregado a nuestras actuales operaciones, Reliant busca posicionarse en el mercado como la mejor empresa en brindar servicios mineros subterráneos. * Reliant Drilling Ltd. – India, piensa orientar sus operaciones al cumplimiento de todas las normas de la DGMS y en mediano / largo plazo se plantea certificar OSHAS 18001 y ISO 9001. * Reliant Drilling Ltd. – India, busca mejorar las condiciones comerciales (aumento de precio de nuestro producto) una vez implementado este valor agregado.

3.9. Aspectos que toma en cuenta el cliente. 


* Para Hindustan Zinc Ltd. – Sindesar Khurd Mines, es de vital importancia desarrollar y producir con seguridad y calidad. * Nuestro cliente busca el soporte de socios estratégicos que le brinden seguridad, calidad y productividad. * La imagen de Hindustan Zinc Ltd. se ve directamente reflejada con el tipo de operación que desarrollan sus empresas colaboradoras (como Reliant Drilling Ltd. – India y otras más) en cuestión de seguridad y calidad.

3. PLANEAMIENTO Y DISEÑO DEL PROCESO

4.10. Aspectos importantes de los procesos de la empresa.
( Pueden colocar el macroproceso y describir los procesos principales ).

Figura 6. Macroproceso de Desarrollo.

Figura 6. Macroproceso de Desarrollo.

De la figura 6, se puede observar el macroproceso del ciclo de desarrollo de metros lineales.
Dentro de este macroproceso se ha identificado que la actividad del DESATE DE ROCAS es la actividad que compromete a todo el ciclo operativo, actualmente se obtiene muchas demoras en esta actividad y se debe particularmente al tipo de roca, la perforación de acuerdo al estándar otorgado y la falta de capacitación en el carguío y voladura, por lo tanto se perturba demasiado la roca y entonces se requiere mayor tiempo de desate esta actividad esta tomando en promedio 2.5 horas y algunos casos mas de 3 horas, esto es demasiado es un cuello de botella.

4.11. Diagrama del proceso “Desate de rocas y limpieza de carga del frente”

Se eligió este proceso porque dentro de todas las actividades del macroproceso del desarrollo de excavaciones este forma parte del subproceso que compromete a todo el ciclo operativo.

Figura 7. Diagrama del proceso de “Desate de rocas y limpieza de carga del frente”

Descripción de los Problemas del Proceso
Como se menciona anteriormente la actividad de “desate de rocas y limpieza de mineral” es la mas crítica debido a las demoras que ocasiona en el ciclo operativo que se tiene actualmente, como consecuencia esta actividad toma como mínimo 3.75 horas (225 min), impactando de manera negativo todo el proceso de desarrollo.

Utilización de las herramientas para mejorar la calidad en los Procesos.

La capacitación juega un papel importante para mejorar la calidad de este proceso: * Se debe capacitar a los operadores de jumbo en seguir los estándares ya dados, malla de perforación, paralelismo de taladros, longitud de taladros, limpieza y lavado de taladros. * Se debe capacitar al personal que realiza el carguío de frentes, respectar la secuencia de salida del disparo, no exceder en la cantidad de explosivo a utilizar, realizar voladura controlada en terrenos complicados.

4. PLANEAMIENTO Y DISEÑO DE LA PLANTA

5.12. Considerar que principios se han considerado, así como los factores para la distribución de la planta.
De acuerdo a los principios básicos de distribución de planta planteados por Muther (1977) se han considerado solamente los siguientes principios: a) Principio de la integración total:
Dentro de la zona industrial de la Mina Sindesar Khurd, se tiene ubicado en una sola área las oficinas de Gerencia, oficinas de Operaciones, oficinas de Administración y RRHH, el almacén Principal y el comedor del personal. b) Principio de la mínima distancia:
La distancia que va a recorrer los materiales una vez ubicados en el almacén principal estos se encuentran a 100 metros de la Bocamina Rampa Norte por donde se puede enviar el material a interior mina.

De los factores que deben tomarse en cuenta para la distribución de planta según Muther (1977) , se puede mencionar lo siguiente: a) Factor material:
Uno de los mas importantes factores en la distribución de planta, donde se ubican los insumos a usar, ítems usados o ítems por reparar, estos están ubicados por tipo de ítems con el objetivo de tenerlas en cuenta para la almacenamiento y manipulación. b) Factor mano de obra:
Involucra a todo el personal que trabaja en esta empresa, actualmente Reliant Drilling Ltd. – India, cuenta con 180 personas trabajando directamente para las operaciones. c) Factor movimiento:
Considerando a los tres elementos básicos de producción (material, mano de obra y maquinaria) se puede decir que se cuenta con patrones de circulación de maquinarias y vehículos, así mismo la accesibilidad de estos tres elementos es muy buena.

Con respecto a criterio para la ubicación de la planta, se puede mencionar lo siguiente: Reliant Drilling Ltd. – India por tipo de operación es una empresa de bienes físicos, por lo tanto: * Costo Total * Acceso a recursos.
Estos son los criterios as importante para la ubicación de la Planta.

5.13. Detallar y analizar la distribución de la planta de la empresa.
Se tiene el siguiente grafico donde se observa la distribución de la planta de operaciones de Reliant Drilling Ltd. – India en la Mina Sindesar Khurd.
La infraestructura fue brindada por la Minera Hindustan Zinc para Reliant Drilling Ltd. no se puede cambiar la ubicación de la Mina, por ese lado significa que no es flexible a futuros cambios de distribución y ubicación de la planta de operaciones.

Gráfico 7 . Distribución de la planta de operaciones de Reliant Drilling Ltd. en la Mina Sindesar Khurd.

5.14. Proponer mejoras.
Se requiere un almacén en interior mina para evitar los constantes movimientos de interior mina a superficie que generan perdidas de tiempo en los procesos que se tiene.

5. DESCRIPCION DE LA FORMA EN LA QUE ESTA ORGANIZANDO EL TRABAJO

Reliant Drilling Ltd. – India, cuenta con una fuerza laboral de 180 trabajadores. De los cuales: * 80 son Peruanos ( 5 Ingenieros y 75 Operadores), con amplia experiencia. * 170 son Indios, se requiere un constante programa de capacitación.
El único camino para contar con personal calificado es entrenando al personal y lograr que este se encuentre motivado, solo así se puede asegurar un trabajo de calidad.

6. PROPUESTA DE MEJORAS * Introducir el concepto de empresa por procesos en la actual organización. * Desarrollar un nuevo producto, implementado un valor agregado llamado “Safety Culture” a las operaciones existentes, para mejorar la seguridad y calidad de las operaciones. * Se detectó que el desate de rocas es una de las actividades criticas dentro del macroproceso de desarrollo de excavaciones subterráneas. * La capacitación a lo operadores de Jumbo y el personal de carguío debe ser implementado.

7. CONCLUSIONES Y RECOMENDACIONES * Actualmente, Reliant esta formada por un organización funcional, esta debe ser complementada con la organización por procesos. * El valor agregado “safety culture” que se plantea va a impactar positivamente cada una de las actividades que se tiene. * Internamente buscamos brindar mejor condiciones de seguridad en nuestras operaciones. * Buscamos mejorar la rentabilidad de Reliant Drilling Ltd. – India por o menos en un 10% más, una vez implementado el valor agregado en mención y obtenido un nuevo producto de mayor calidad, esto significa un aproximado de US$ 75,000 mensuales. * Se requiere un almacén en interior mina para evitar los constantes movimientos de interior mina a superficie que generan perdidas de tiempo en los procesos que se tiene. * Buscamos convertirnos en socios estratégicos del Grupo Hindustan Zinc Ltd. * Buscamos la expansión en el mercado de India (posicionamiento en el mercado Indio). * Como conclusión, SI se justifica todo esto por la empresa, si se implementa lo planteado anteriormente podemos lograr los siguientes objetivos: * Proyectamos llegar a un promedio mensual de 750 metros lineales para este 2016. * Se proyecta alcanzar una Producción de 150,000 Toneladas de mineral para este 2016.

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...What is Operations Management? 2013 Joshua Richards POM 343 Due: 12/11/2013 Table of Contents Tale of Things to Come 1 Conceptual Model 2 Class Two: What is Operations Management / Productivity, Competitiveness & Strategy 3 Class Three: Forecasting, Aggregate Planning, MRP and ERP 4 Class Four: Product and Service Design 5 Class Five: Capacity Planning, Process Selection and Facility Layout 6 Class Six: Design of Work Systems and Learning Curves 7 Class Eight: Location Planning and Analysis 8 Class Nine: Management of Quality and Quality Control 9 Class Ten: Inventory Management 10 Class Eleven: JIT and Lean Operations 11 Class Twelve: Supply Chain Management 12 Conclusion 13 Tale of Things to Come I am going to take you on a whirlwind of wonder and learning all based around operations management. At least that is what I saw it as. Coming in to a class with no expectations, mainly because I have never heard of the topic, I was pleasantly surprised. Coming from a person who has hopes and dreams to own or at least run a successful company someday this class had a plethora of information that I will hopefully someday have the opportunity to use. I decided to break the class down week by week. The reason I chose to do this is partly because of the material and partly because of the teaching method. One thing I loved about the class is that as you go along you always continue to use the stuff you learned previously. When we were doing supply...

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Operations Management

...Operations Management is a fundamental and vital part of any organization from a niche market to a multi-million dollar conglomerate. It aim its focused on effectively turning inputs to outputs and by doing that obtaining a competitive advantage among everyone that is in that market. In fact, Forbes magazine reported in 2011 that about three quarters of all CEOs came from an operations background. Not all these CEOs studied operations in school; only some of them did. OM orchestrates all the resources needed for the final product. It includes designing, deciding what resources are needed for e.g. A hospital resources would be its team of qualified doctors, nurses, clerical/ administrative staff, their strategically analysed medical procedures and their state of the art, outstanding medical equipment. Operations Management focuses on all various Departments whether it be Sales and Marketing, Quality, Accounts, Finance or Human Recourses to assure to production of the good or/and services. Human Resource would be able to make good staffing decisions better job descriptions, applicable training programs. Without operation Account Department wont be able to pay off bills and suppliers also staff which can lead to big problems further down the road. If operations fail to run well the consequences of HR are not good. They help implement strategies that would assist the company in reducing cost and maximizing its profits to also improve flexibility to meet that swift changes of...

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Operation Management

...1. Why is it undesirable for the United States to evolve into a service economy? It is undesirable for the United States to evolve into a service economy because several problems arise if jobs shift from manufacturing to service. One is that service job pay less. Many service jobs are in minimum wage, while hourly wages from manufacturing jobs have historically exceeded the minimum wage by a substantial margin. As a result the standard living will necessarily decline. Furthermore, manufacturing allows the firm to capture payoff for the development of new technology. If this payoff is lost, so is the incentive to invest in research. The decline of manufacturing domestically has led to a shift in jobs from the manufacturing sector to the service sector. Because there are major disparities in labor costs in different parts of the world, there are strong incentives for American firms to locate volume manufacturing facilities overseas to reduce labor costs. 2.What disadvantages do you see if the CEO is primarily concerned with the short-term ROI? In the short term, decreasing the denominator by cutting back on the investment in new technologies or new facilities. Performance is measured over short time horizons. There is little motivation for a CEO to invest in a project that is not likely to bear fruit. 3.Can you think of companies that have gone out of business because they focused only on cost and were not able to achieve a minimum quality standard? -“Enron went from...

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Operations Management

...Operations Management… By D.B.S. Saurabh Marwah(201401017), Dingnan Ouyang(201400084), Boyang Yu(201400104) Students – Asia Pacific International College Literature review 1 Literature review of Operations management Saurabh Marwah, Dingnang, Boyang Asia Pacific International College Research Topic: The impact of total supply chain management on organization performance? Literature review 2 Introduction Operations management is an important part for all the organizations to run themselves successfully or in a professional manner. It refers to decisions and responsibilities of managing the resources dedicated to the production and service delivery. Managers are the people who are responsible managing the resources that make up the operations function. There are other functions also which are not core to the organizations which are for the smooth running of the organizations such as accounting, IT, human resources. Being an operations manager contains a lot of responsibilities and activates in the organization, which contribute to give good service. * Strategic objective: Operations managers must clearly understand the goals of the organization and develop vision in order to achieve them, which also involve translating the goals into implications. * Operations strategy: There are numerous decision-making involved with operations, it is important that operations manager should have a set of guidelines that are connected with organization’s...

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Operations Management

...1. Explain how operations management activities affect the customer experiences described in the Museum of Science and Industry anecdote at the beginning of this chapter. What “moments of truth” would a customer encounter? Operations Management, focuses on the goods, service and processes in creating customer experiences and satiations. This is done by job design and customer flow, the importance of service management skills, creating a demand, capacity and staff/show scheduling, employee training, purchasing, forecast call volume, determine the number of customers serviced to have on duty by the time of day, design of their jobs and training them to offer superior delivery of customer service. The anecdote at Chicago’s Museum of Science and Industry focuses on the role of guest call center, information services, exhibit maintenance, food service, protective services, facilities, operations, and processes in creating customer experiences and satisfaction. Moments of truth might include; buying a ticket and the associated service encounters with a call center, getting to the (parking, train, taxi, walk) museum site, web site or travel agency, waiting in line, food service, rest rooms, handicap and discarding trash processes, museum security, interactive museum and learning displays and continuous improvement orientation. 2. Explain why a bank teller, nurse, or flight attendant must have service management skills. How do the required skills differ for someone working...

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