Modelo de control de gestión integrada de operaciones para faenas enlace CAP minería
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Fecha
2018
Autores
Profesor/a Guía
Facultad/escuela
Idioma
es
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Editor
Universidad Andrés Bello
Nombre de Curso
Licencia CC
Licencia CC
Resumen
El panorama minero puede siempre parecer esperanzador y muy lucrativo como creencia popular, pero lo cierto es que existen amenazas en el entorno que obligan a los directivos a tomar decisiones con un menor margen de error. Entendiendo que el objetivo de toda empresa es maximizar el rendimiento de sus recursos para obtener el mayor valor posible, el rol del modelo de gestión es fundamental, pues permite asegurar una mayor efectividad operacional.
Por esto, es relevante y pertinente desarrollar un patrón que prediga y monitoree el cumplimiento de las metas y contar con herramientas que favorezcan la eficiencia de las operaciones, la presente memoria busca alcanzar ese objetivo a través del diseño de un Modelo de Control de Gestión Integrada y así apoyar la planificación de la empresa CAP Minería en sus Faenas Enlace.
En primera instancia se realizó un análisis de Pareto de las operaciones y equipos críticos para el desarrollo de los indicadores claves a fin de generar un Tablero de Control que identifique y diagnostique el comportamiento de éstos. Se proporcionó como herramienta de planificación un Análisis Modal de Fallos y Efectos (AMFE) que utilizará como variable de entrada los reportes realizados por el personal con los datos entregados por el Tablero de Control, en efecto de establecer oportunidades de mejoras.
Como resultado, en esta memoria, se creó un Modelo de Control de Gestión con herramientas como un Tablero de Control y tablas de Análisis Modal de Fallos y Efectos (AMFE), con el propósito de detectar, diagnosticar y analizar los indicadores claves en la cadena de valor de la Compañía, y luego implementar las correspondientes oportunidades de mejora para cada indicador clave en la cadena de valor, ordenándolos por prioridad de intervención.
Se concluye que la implementación de esta propuesta permitirá importantes mejoras en la instalación de la empresa, al resolver las limitaciones de los indicadores que se utilizan. Ayudando significativamente a llevar un control y seguimiento de los indicadores de cada subproceso, mejorando paulatina y constantemente, de esta manera internalizar la mejora continua entre los trabajadores y directivos, lo que significará un aumento en la cadena de valor de la Compañía.
The mining landscape can always seem hopeful and very lucrative as a popular belief, but the truth is that there is a threat in the environment that forces managers to make decisions with a smaller margin of error. Understanding that the objective of the whole company is to maximize the performance of its resources to obtain the highest possible value, the role of the management model is fundamental, since it allows to ensure greater operational effectiveness. Therefore, the need to develop a pattern that predicts and monitors the fulfillment of the goals, it is relevant and pertinent to have tools that favor the efficiency of the operations, the present memory seeks an objective through the design of a Control Model of Integrated Management, thus supporting the planning of the company CAP Mining in its Faenas Enlace. In this report a Pareto analysis of the critical operations and equipment was carried out to develop the key indicators to generate a Control Board that identifies and diagnoses the behavior of these. A Modal Analysis of Faults and Effects (AMFE) was provided as a planning tool, using as input variable the reports made by the staff with the data delivered by the Control Board, for the purpose of optimizing opportunities. As a result, in this report, a Management Control Model was created with tools such as a Control Panel and Failure Mode and Effects Analysis tables (AMFE), for the purpose of detection, diagnosis and analysis of the key indicators in the value chain of the Company, and then implement the alternative improvement opportunities for each key indicator in the value chain, ordering them by intervention priority. It is concluded that the implementation of this proposal will allow important improvements in the installation of the company, by solving the limitations of the indicators that are used. Significantly helping to keep track and monitor the indicators of each subprocess, gradually improving and constantly, in this way internalize the continuous improvement among workers and managers, which will mean an increase in the value chain of the Company.
The mining landscape can always seem hopeful and very lucrative as a popular belief, but the truth is that there is a threat in the environment that forces managers to make decisions with a smaller margin of error. Understanding that the objective of the whole company is to maximize the performance of its resources to obtain the highest possible value, the role of the management model is fundamental, since it allows to ensure greater operational effectiveness. Therefore, the need to develop a pattern that predicts and monitors the fulfillment of the goals, it is relevant and pertinent to have tools that favor the efficiency of the operations, the present memory seeks an objective through the design of a Control Model of Integrated Management, thus supporting the planning of the company CAP Mining in its Faenas Enlace. In this report a Pareto analysis of the critical operations and equipment was carried out to develop the key indicators to generate a Control Board that identifies and diagnoses the behavior of these. A Modal Analysis of Faults and Effects (AMFE) was provided as a planning tool, using as input variable the reports made by the staff with the data delivered by the Control Board, for the purpose of optimizing opportunities. As a result, in this report, a Management Control Model was created with tools such as a Control Panel and Failure Mode and Effects Analysis tables (AMFE), for the purpose of detection, diagnosis and analysis of the key indicators in the value chain of the Company, and then implement the alternative improvement opportunities for each key indicator in the value chain, ordering them by intervention priority. It is concluded that the implementation of this proposal will allow important improvements in the installation of the company, by solving the limitations of the indicators that are used. Significantly helping to keep track and monitor the indicators of each subprocess, gradually improving and constantly, in this way internalize the continuous improvement among workers and managers, which will mean an increase in the value chain of the Company.
Notas
Tesis (Ingeniero Civil en Minas)
Palabras clave
Industria Minera, Control de la Producción, Administración