María Palacios Guillem; Elena Perez Bernabeu; Víctor Gisbert Soler and Marta Blasco Torregrosa
4 DATA ANALYSIS AND DISCUSSION
4.3 Difficulties during the integration process
As in any process, in the implementation of management methodologies there are difficulties that make it a little more complicated to implement the systematic ones that have been chosen. A summary of these
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difficulties could be: “Lack of integration guidelines (books, articles, documents, etc.)”; “Lack of human resources”; “Lack of department collaboration”; “Lack of specialised auditors”; “Excessive time to conduct the integration”; “Lack of employees motivation”, among others.
In this section we will observe that difficulties have been found the companies surveyed.
Figure 4 – Difficulties Source: Own preparation
In this question a Likert scale was used which are "Little Important"; "Important" and "Very important", to which the numbers 1; 2 and 3, were assigned, respectively.
The difficulty that most companies have responded as "Very important" is the "lack of human resources", 25%. Followed by "Lack of collaboration of departments”, 19.12%. While the difficulty that most companies have marked as "Little important" is "inefficient implementation of the first system", 69.12%
(Figure 5).
And is that, apart from not having the necessary resources to perform the integration, one of the problems with which companies find themselves is the lack of collaboration on the part of the different departments, among other things, for the lack of knowledge and culture with respect to management systems. One of the measures that can be applied to avoid this is to train the departments that are part of the integration of the systems before the implementation.
4.4 Benefits
What makes companies interested in implementing management systems are the benefits they present.
These can be summarized in: “Task simplification (documentation, control, requirements)”; “Increase of
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organizational efficiency (cost reduction, etc.)”; “Better use of the internal and external audit results”; “Firm image improvements” and “Competitive advantage in the market”, among others.
In this section we will see the benefits that companies have obtained with the implementation of management systems.
Figure 5 – Benefits. Source: Own preparation
Like the previous question, this question also used a Likert scale which is “Little Important"; "Important"
and "Very important", to which the numbers 1; 2 and 3, were assigned, respectively.
The benefits that have been valued by the companies that have responded have been "Improvement of the external image of the company", 67.65%. The other best evaluated is "Improvement in the quality of the products and / or services", 47.06%, as one of the causes by which management systems are known and by which companies decide to implement them, is the ability of management systems to improve the competitiveness of companies by means of improving the quality of their products or services and, therefore, the image transmitted by the company.
The most voted as "Little important" and therefore, the least valued by the companies are "Better options to include new systems", 33.82%, and “Employee motivation improvements”, also with 33.82% (Figure 6).
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5 CONCLUSIONS
For all of the above reasons, it could be concluded that although the management systems arose at the end of the 90s, it is not until the years 2000 and 2005 that there is a great number of companies that implement the above mentioned methodologies, such as ISO 9001 and ISO 14001, with a duration of implementation, in general, of no more than 2 years.
Regarding how companies have implemented their systems, most have made a map of processes, in which they have integrated elements such as "quality objectives and planning to achieve them"; "System Review"
and "System Improvement".
In relation to the difficulties that companies have found in their systematic implementation one could conclude that "Lack of human resources" and "Lack of collaboration of the departments” are those that most affected them.
On the other hand the benefits that the companies have obtained with the integration are "Firm image improvements" and "Improvement in the quality of the products or services".
Observing the above conclusions, it is possible to be affirmed that with this study the conclusions are verified to which they arrived Samuel Vinícius and Carla Schwengber (Samuel Vinícius & Carla Schwengber Ten, 2015); Roselyn Martínez; Beatriz Agüero; Alejandro Penabad and Ricardo Montero (Martínez et al., 2011) and Mercè Bernardo Vilamitjana (Bernardo Vilamitjana, 2010).
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Contact information
María Palacios Guillem, Ph.D Student
Universidad Politécnica de Valencia , Ph.D School Camí de Vera, s7n, 46022
Valencia- España +34 665849289
mapagui1@epsa.upv.es
Elena Perez Bernabeu , Ph.D
Universidad Politécnica de Valencia, Dpto. de Estadística e Investigación Operativa Aplicadas y Calidad Camí de Vera, s7n, 46022
Valencia- España elenapb@eio.upv.es
Víctor Gisbert Soler, Ph.d
Universidad Politécnica de Valencia, Dpto. de Estadística e Investigación Operativa Aplicadas y Calidad Camí de Vera, s7n, 46022
Valencia- España vgisber@eio.upv.es
Marta Blasco Torregrosa, Ph.D Student
Universidad Politécnica de Valencia , Ph.D School Camí de Vera, s7n, 46022
Valencia- España marblato@epsa.upv.es
DOI ID: https://www.doi.org/10.7441/dokbat.2017.12