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Florida Power & Light

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PROGRAMA DE ESPECIALIZACION PARA EJECUTIVOS 2012/5

GERENCIA DE OPERACIONES

TEMA:
CASO FLORIDA POWER & LIGHT

PROFESOR:
ALDO BRESANI TORRES

Octubre, 2012

Resumen Ejecutivo

El presente trabajo detalla la transformación de la empresa Florida Power & Light (FPL) al implementar una nueva filosofía: Programa de la Mejora Continua (PMC), para así poder obtener el Premio Deming en el año 1989.

Aplicando la nueva filosofía PMC, le permitió A FLP crecer y mejorar. Inicialmente los integrantes tenían un pensamiento burocrático y autoritario en todos sus procesos, se enfocaban solamente en el servicio del suministro de energía. Luego, se dan cuenta que esta actitud tenía que cambiar y la mejor opción fue adoptar ésta nueva filosofía, la cual principalmente se orienta en satisfacer al cliente, transformando así su identidad y permitiéndole tomar medidas como el ciclo de Deming.

Al comienzo de esta nueva identidad, los empleados de FLP tenían muchos obstáculos, especialmente del término medio y el primer Vicepresidente, los cuales se mostraban reacios y oponentes al cambio. Todo esto cambió, una vez que se les capacito y se observaron los primeros logros. Desde ese entonces, empezaron a apoyarse proponiendo nuevos procesos en sus funciones.

Después de haber ganado el premio, los funcionarios de FPL hicieron cambios radicales durante los meses siguientes; pero no abandonaron el ciclo Deming, más bien, fueron más estrictos en la ejecución de este proceso.

I. Introducción
En 1989, Florida Power & Light (FPL) se convirtió en la primera compañía estadounidense en ganar el Premio Deming, prestigioso premio japonés al excelente desempeño en la gestión de control de calidad. FPL había invertido US$ 4 millones en el programa de mejora de la calidad en 1985, varios años después de que el presidente de la compañía visitara una empresa de servicio público japonesa que ganó el Premio Deming en 1982. Aunque patrocinador del premio, la Unión Japonesa de Científicos e Ingenieros (JUSE), abrió la competencia a las empresas extranjeras en 1986, no existieron empresas extranjeras solicitando la concesión hasta el año 1989 cuando FPL decidió ir por el premio.

II. Objetivos
Analizar el proceso de cambios y resultados de Florida Power & Light en la implementación de mejora de la calidad.
Comprender, mediante un caso práctico, la aplicación de filosofías y técnicas necesarias para implementar la mejora de la calidad.
Entender que el cambio organizacional se debe partir con el compromiso de la gerencia y la declaración de perspectivas y políticas a implantar.
Entender que todo proceso de la empresa tiene que ser medible (a través de métodos estadísticos) para obtener la mejora continua de la calidad.

III. Análisis

a) Antes de implementar el Programa de Mejora de la Calidad (PMC), año 1983-1984

* Se preocupaban por mantener perdidas bajas. * Mantener bajo control las imperfecciones. * El nivel de satisfacción al cliente interno y externo no resultaba un indicador importante (quejas de clientes 0.1%). * Número de equipos de trabajo durante estos años pasaron de 10 a 470. * La motivación de los equipos de trabajo se basaba en recompensas económicas. * Se resolvían problemas de complejidad considerando ideas comunes y corrientes. * Los mandos medios eran los facilitadores (1 facilitador para 30 equipos) * No existían capacitaciones.

b) Durante el proceso
Para mejorar sus procesos y obtener el premio a la calidad, FPL aplico el ciclo de Deming con el cual se identificaron los procesos más críticos.

Planear
(El cambio)
Verificar
(Analizar los resultados)
Hacer
(Realizar el plan)
Actuar
(Conservar los cambios o tomar otras medidas)

Planear
(El cambio)
Verificar
(Analizar los resultados)
Hacer
(Realizar el plan)
Actuar
(Conservar los cambios o tomar otras medidas)

Rigurosos cursos de entrenamiento semanales se desarrollaron en primera línea, para empleados no supervisores, y más de 1700 equipos se formaron para llegar a la solución de problemas y reducir costos o mejorar la eficiencia. Los administradores estaban obligados a dominar las nuevas teorías de gestión y complejos cálculos estadísticos, los supervisores pasaban su tiempo haciendo seguimientos y cálculos de decenas de referencias e indicadores como el porcentaje de alumbrado público instalado en 21 días. El equipo de evaluación funcional debió documentar y analizar 800 procedimientos diferentes para todo, desde la realización de estudios de energía para responder a las cartas de reclamación, todo el proceso fue agotador.
Al mismo tiempo, se reconocieron "algunos problemas" en el sistema. Los empleados consideraron que el sistema era demasiado burocrático e inflexible. Muchos habían trabajado largas horas extras, para preparar la aplicación Deming y los volúmenes de documentación. Supervisores de primera línea se quejaron de que no podían hacer su trabajo porque los trabajadores estaban asistiendo a las reuniones de resolución de problemas cada semana. Los equipos de resolución de problemas se vieron frustrados cuando se dieron cuenta que las soluciones propuestas estaban evaluando los procedimientos en lugar de los resultados. El método Deming fue tan rígidamente aplicado a todos los problemas del equipo que para algo tan sencillo como mover un refrigerador de agua de oficina era necesario los siete pasos obligatorios a seguir. En el área de atención al cliente, los representantes fueron presionados para responder a las llamadas rápidamente y comenzaron a emitir órdenes de trabajo para los problemas que se podrían haber resuelto rápidamente por teléfono.

c) Después de PMC 1989 * Preocupación por la alta calidad. * Se valora el nivel de satisfacción al cliente tanto interno como externo (0.025% de quejas). * 1,800 equipos orientados a la calidad. * Reducción del tiempo de las interrupciones del servicio al cliente de 100 minutos al año en 1982 a 48 minutos en 1989. * Reconocimiento orientado a la aplicación real de las soluciones. * Detección y solución de problemas, habilidades de comunicación y técnicas adquiridas por las capacitaciones y la experiencia de aplicación de proyectos de mejora de la caidad. * Estandarización de procesos de generación y venta de energía. * Enfoque de los equipos de trabajo basado en procesos, visión del cliente como la siguiente persona en la línea de trabajo. * Capacitación para formar a los mandos medios en temas de liderazgo y calidad. Un facilitador para 10 equipos. * Reducción de accidentes con tiempo perdido de más de una por cada 100 empleados en 1985 a 0,42 en 1989. * Las quejas de los clientes a la Comisión de Servicios Públicos de Florida estaban en su nivel más bajo en 10 años.
Después de ganado el premio, los funcionarios de FPL hicieron cambios radicales durante los meses siguientes. Los requisitos más estrictos de calidad del programa de Deming, aunque no fueron abandonados, fueron empujados a un segundo plano. El Departamento de Calidad se redujo de 85 personas a tiempo completo a 6 personas y de los departamentos relacionados con la calidad «controles de calidad» fueron disueltas. El número de "indicadores de calidad" se cortaron de 41 a 3. Supervisores de primera línea se incluyeron en los programas de capacitación que comenzaron a centrarse en otras áreas de calidad, tales como técnicas de supervisión y la sensibilidad del cliente. Lo más significativo fueron los obligatorios "siete pasos", estos ya no tenían que ser utilizados para toda resolución de problemas. IV. Conclusiones
Las empresas que empiezan a implementar programas de gestión de calidad deben iniciar con la parte superior (gerencia general) y trabajar hacia abajo (gerencia media), luego la primera línea de la gestión y finalmente la primera línea empleados. La mejora continua para la calidad de FPL tuvo como base la creación de equipos que buscaban constantemente mejorar productos y servicios para sus clientes, para que estos equipos adoptaran la nueva filosofía. Primero tuvo que convencerse toda la alta gerencia de la empresa, así empezó el despliegue hacia los demás niveles. Cuando se realiza cambios en los procesos como el del Mejoramiento Continuo es necesario que involucre a todos los trabajadores que ellos se sientan parte de ese proceso, que den ideas ya que la más pequeña que sea puede ser la diferencia La capacitación constante fue una herramienta clave para el logro de las metas y el compromiso por parte de los trabajadores, los mandos medios asumieron el liderazgo de diferentes equipos de trabajo los cuales eran libres de cuestionarse todo lo que observaban con la finalidad de mejorar la calidad de los procesos. Estos equipos eran interdisciplinarios lo cual permitía evaluar posibles causas y soluciones de forma integrada. Se logro obtener información estadística real y en base a ello empezar a buscar resultados, base para empezar a medir resultados de los objetivos trazados, con esto los trabajadores iban viendo resultados tangibles y como el esfuerzo realizado se veía reflejado.
Hoy en día, los métodos de Deming comparten la atención con otras herramientas de gestión como el benchmarking y reingeniería, los empleados tienen la libertad para innovar y resolver problemas sin tener que seguir una metodología particular.
La clave para la gestión de una cadena de suministro exitosa es equilibrar la eficiencia y capacidad de respuesta. Un gerente de la cadena de suministro debe manejar los pequeños detalles sin perder de vista el panorama general con el fin de alcanzar la calidad total. En este caso, Florida Power & Light perdió de vista este tiempo tratando de ganar el Premio Deming.

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