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Previous international studies have explained different diagnosis models and techniques. Some of these studies are Process Management Model (González, 2015); Standardization Techniques (Sánchez, 2013); Improvement Standards in Management (Zepeda, 2012); Operations Management (Wolff, 2012); Re-engineering (Moreno & Parra, 2012); Business Process Modeling – BPMN (Barra, 2012); Continuous Improvement (Aguirre, 2012); MoProSoft tool (Palapa, 2012); Process-based management methodology (Carrasco, 2011); Flow Charts (Aguilar, 2011); Business Process Management System – BPMS (Gilart, 2010). Unfortunately, none of these studies describe how to implement the proposed models. Consequently, it is tough to figure out how to convert them into simple and inexpensive tools.
In Peru, Diaz & Vallejos (2015) used the process standardization tools from Del Carpio ERP Methodology to analyze and improve the risk management situation in a small exporting company. Other national background studies focus on tools such as Quality Management Manual and Balanced Scorecard (Águila, 2015); Warehouse Management System (Francisco, 2014); Economic Order Quantity EOQ and Kanban Card (Usco, 2013); Kaizen, Just In Time System and Operations Charts (Salas, 2013); Process Re-engineering and Process Management (Infante, 2013); SMED Set-up reduction (Álvarez & Jara, 2012); ISO 9001 2008 and Standard Management Manuals (Acosta & Galván, 2014); and Internal Control System (Murillo & Palacios, 2013).
Among the reviewed studies, only the Del Carpio ERP Methodology provides process analysis and a detailed explanation on how to implement a technology tool within a small company. The use of this methodology is the reason for the present investigation.