1.
INTRODUCTION
The organizations
today are facing major challenges as the new demands of consumer markets,
globalization, increased competition, technological, environmental and social
constraints and competition for scarce resources. This form of administration
requires more than ever for organizations to improve their business management
in order to achieve improvement of its processes and outcomes. The continuous
improvement has been one of the important factors in the development of
organizations, for quality management advocates the development of good results
and actions within organizations.
In
the past, productivity growth was due to the value of the investment in
infrastructure and new technologies installed, in other words, the higher the
value invested in technology, greater productivity. Currently, important part
of productivity growth, not only the economies, but also in developing
countries, due to innovation. Innovate means answering the demands of the
markets, compete, you deploy the methodologies and promote innovation
management so that this theme is central in the competitive strategies of
organizations.
Understand
what is innovation and how it happens becomes of great importance because from
this context one can leverage new concepts and understanding of the subject
this being discussed not only in organizations, but also in areas of research
and development. In
This
work uses the Management Excellence Model (MEG) as a tool for the analysis of
quality, innovation, productivity and competitiveness in a micro services
company located in the central region of the State of Rio Grande do Sul,
Brazil. The goal is to identify and analyze how the company works with the
criteria used tool focusing on the processes in the model and the PDCA cycle.
The MEG is a management model used by the National Quality Foundation (FNQ),
which is a national center for study, debate and irradiation of knowledge about
management excellence and promotes a comprehensive understanding of the
requirements to achieve performance excellence improved competitiveness. The
model is based on eight criteria: Leadership, Strategies and Plans, Customers,
Society, Information and Knowledge, People, Process.
The
study is a quantitative and descriptive character. The literature review is
used to build the basis of analyzing the proposal. Gil (2009) describes this
type of research to be developed from materials already developed, consisting
primarily of books and scientific articles. To get the desired results data
collection was conducted through a questionnaire followed by a case study in
the studied company where Gil (2009) describes this method as the deep and
comprehensive one or a few objects in search of widely known and detailing the
same. Finally, there was the evaluation of data through the proposed model and
present the results and conclusions.
2.
MANAGEMENT
OF INNOVATION AND QUALITY
An
innovative organization and therefore competitive depends on a value chain with
great adaptability, willing to break paradigms to get good results that ensure
the sustainability of each company. As Terra (2007), the culture of innovation
throughout the value chain is one of the factors responsible for preserving
competitiveness and survival of organizations. The value generated can be
expressed in several ways, such as: economic value, strategic value or other value
that is important to the company.
Innovation
is not only associated with the speed required in highly competitive
environments (TIDD; BESSANT; PAVITT, 2008). It is present in simple or complex
systemic solutions, or not, simple observations or casualty of complex
analysis. Those cites that "innovation must not be restricted to areas of
research and development, but cover all aspects of business and processes, to
increase the ability to respond to external and internal stimuli, with
originality, so as to generate favorable results in the pursuit of performance
excellence and competitiveness".
Many
companies use the innovation management to increase its work to innovate.
Companies that understand the importance of the critical role for the formation
of a culture of innovation and competitiveness also understand that to get good
ideas is to get lots of ideas and all people, regardless of their hierarchical
level, can contribute with good ideas. People who have their projects
implemented identify themselves more with their work and the more important
than reward the employee is evaluated with rapidity and transparency to their
ideas. (TERRA, 2007)
Quite
simply, innovations mean taking a new idea, or sometimes apply the ideas of
others in news or a new shape. Innovation is the specific instrument of
entrepreneurship. Means to have a new idea, or, apply the ideas of others in an
original way and with effectiveness. (TERRA, 2007) An existing idea can be done
differently or through a new situation, it is not necessary to innovate with
something new, and may take the innovation in various ways. (SCHUMPETER 1982).
Innovation is driven by knowledge in constant acceleration, significantly
contributing to the destabilization and change. (LASTRES et al, 2005). Is a
process, not an isolated event, and must be managed as such. Influences on
these processes can be manipulated to affect the outcome, i.e. the innovation
can be managed. It's not just good ideas, but a combination of the same with a
motivated team and an instinctive understanding of what the customer needs.
Innovation is more than simply designing a new idea, is the process of
developing practical usage. (TIDD; BESSANT; PAVITT, 2008)
Thus,
within the field of innovation management, the analysis may be made in the same
perspective. Hult et al. (2004), for example, defines innovation as "the
way to change the Organization, as a response to external or internal changes
or as a proactive attempt to change this environment". Hult et al. (2004),
asserting that, "how the environment is changing, companies must adopt
innovations over time and, more importantly, innovations are those activities
that enable the company to obtain competitive advantages," thereby
contributing to business success and effectiveness. Thus, innovation is
considered one of the "key processes" that strategic can help
companies to adapt both internally and externally. However, the conceptual
relationship between innovation and strategic alignment practices is not yet
well understood, as the different terminology and models make it difficult to
establish the relationship between different concepts (FERREIRA, 2005).
Many
companies use the Innovation Management to enhance their work to innovate.
Companies that understand the important role critical to the formation of a
culture of innovation and competitiveness also understand that to have good
ideas you must have many ideas and all people, regardless of their hierarchical
level, can contribute good ideas. People who have implemented their projects
identify more with their work and more important than reward the employee is a
quick and transparent evaluate their ideas (TERRA, 2007).
Successful
innovations rarely require a lot of money in the early stages and crucial. But
require some people very competent, dedicated, motivated, working full-time and
hard (DRUKER, 2007). In this context, one can see how important it is for
organizations to prioritize the training of human resources, training them and
developing them constantly, both in technical expertise, as well as
administrative, technological knowledge, services and others.
Second
Terra (2007) excellence in innovation must incorporate the planning,
development and implementation of programs, processes and competitive
activities that protect organizations of obsolescence’s, are internal, or those
caused by environmental changes. Therefore, to manage business models or
innovations requires a separate business management of day to day operations,
with a differentiated Profile Manager. For this it is necessary that the
Organization set as well who is going to lead this area and to whom that person
will report.
Simply
put, innovation means having a new idea, or sometimes apply the ideas of others
in new or in a new way. Innovation is the specific instrument of
entrepreneurship. It means having a new idea, or, apply the ideas of others in
an original way and effectively (TERRA, 2007). An idea already existing may be
performed in a different manner or by means of a new situation and it is not
necessary to innovate with something new, the innovation may take various forms
(SCHUMPETER, 1982). Innovation is driven by knowledge in constant acceleration,
contributing significantly to the destabilization and change. (LASTRES et al,
2005). It is a process, not an isolated event, and must be managed as such. The
influences on these processes can be manipulated to affect the outcome, ie,
innovation can be managed. It's not just good ideas, but a combination thereof
with a motivated team and an instinctive understanding of what the customer
needs. Innovation is more than just designing a new idea, is the process of
developing practical use. (TIDD; BESSANT; PAVITT, 2008)
Transform
an organization into a highly innovative space calls for adopting some set of
actions on how we create, learn and create value. Without risk there is no
innovation, but for some people break the rules, failure or failed attempts are
not rewarded. With so many ideas that could add value are stored for fear of
making mistakes and insecurity (TERRA, 2007). Some organizations, for working
with instant results, just not allowing employees to work on new ideas, but how
to create an environment for idea generation if new ideas are not respected?
The companies working with management recognize that this is an inherent aspect
of innovation and develop risk-sharing mechanisms to reduce the impact of loss.
In
the knowledge era managers need to be humble enough to recognize that no longer
have the necessary knowledge to conduct all operations of their companies. In
some sectors more dynamic, managers can barely understand how some new
technologies actually work and, in others, it takes many years to master the
various technical aspects related to the functioning of a single machine.
Anyway, whatever the sector of the economy, good managers are mainly motivating
human potential to engage the body, mind and soul at work.
According
to Pereira (2007) for excellence in innovation should incorporate planning,
development and implementation of programs, processes and competitive
activities that protect organizations from obsolescence, are the internal, or
those caused by environmental changes. Therefore, to manage business models or
management innovations required separate business operations day to day, with a
different profile manager.
3.
MODEL
MANAGEMENT EXCELLENCE – MEG
The
Management Excellence Model ® (MEG) is a management model used by the National
Quality Foundation (FNQ), which is a national center for study, debate and
irradiation of knowledge about management excellence. The MEG has the main
feature being a systemic model which consolidates the best management practices
aimed at leading organizations in their respective areas. He is an
internationally recognized full model, targeted at business results, promoting
organizational learning. Emphasizes the systemic integration and alignment,
which allows management maturity. (FNQ, 2012).
For
the MEG is implemented is necessary that the basis of criteria are deployed
within an assembly capable of expressing a business logic, so criteria are
understood as follows:
1.
Leadership - Discusses the management
processes for the philosophical orientation of the Organization and external
control over its direction, engagement, leadership and control of Direction
results.
2.
Strategies
and plans - Managerial processes related to the design and
implementation of strategies, including the establishment of targets and the
definition and follow-up of the plans necessary for the success of the
strategies.
3.
Customers
- Covers management processes of customer information, and market and
communication with the market and customers and prospects.
4.
Society
- This criterion aims management processes regarding treatment and demands
of society and the environment.
5.
Information
and knowledge - Organized treatment demand for information in the
Organization and development of controlled intangible assets of generators,
especially the competitive differentiators of knowledge.
6.
People
- High-performance teams configuration, development of competences of
persons and the maintenance of their well-being.
7.
Proceedings
- This is the main processes and support to business.
8.
Results
- Discusses the Organization's results in the form of historical series
and relevant comparative benchmark accompaniments.
The
adoption of MEG by an organization is a continuous and evolving process. This
process is depicted in Figure 1 (FNQ, 2012).
From the critical analysis of opportunities for
improvement, the organization defines the improvement plans. These plans have
priority considering the impact on performance, viability and capacity of the
organization to put them into practice. Some are immediate, others implemented
in daily processes. It needs to be a revision of actions performed for
refinement of the process of self-evaluation to a new cycle.
Figure 1: Adapted by Management Model of Excellence
(MEG)
The Management Excellence Model ® (MEG) is based on
eleven (11) submissions and eight criteria. How foundations can define the
pillars, the theoretical basis of good management. These foundations are put
into practice through the 8 (eight) criteria. The Management Excellence Model ®
- MEG is based on the following grounds (FNQ, 2012):
1.
Partnership Development -
Development of joint activities with other organizations from the full use of
core competencies of each, aiming to benefit both parties.
2.
Systems Thinking - Understanding the
interdependencies among the different components of an organization and between
the organization and the external environment.
3.
Organizational Learning -
Searching achieve a new level of knowledge for the organization by means of
perception, reflection, evaluation and sharing of experiences.
4.
Culture of Innovation - Promoting an environment
conducive to creativity, experimentation and implementation of new ideas that
can generate a competitive advantage.
5.
Leadership and Constancy of purpose - Acting in an open, democratic, inspiring and motivating people, aiming
to develop a culture of excellence, the promotion of quality relationships and
protecting the interests of stakeholders.
6.
Vision for the future - Understanding factors
that affect the organization, its ecosystem and the external environment in the
short and long term.
7.
Guidance and information processes - Understanding and targeting of all the organization's activities and
processes that add value to the stakeholders, and decision-making and execution
of actions must be based on the measurement and analysis of performance, taking
into consideration the available information, and include the risks identified.
8.
Valuing People - Creating conditions for
people to undertake professional and humanly, maximizing their performance
through commitment, skills development and space to undertake.
9.
Knowledge about the customer and the market - Knowledge and understanding of customer and market, aiming to create
sustained value for the customer and thereby generating greater market
competitiveness.
10. Social Responsibility - Acting as defined by the ethical and transparent organization with all
stakeholders with whom it relates. It also refers to the insertion on a
sustainable development of society, preserving environmental and cultural
resources for future generations, respecting diversity and promoting the
reduction of social inequalities as part of the organization's strategy.
11. Delivering Value - Scope consistent results by increasing tangible and intangible value in
a sustainable way for all stakeholders.
The first seven criteria dealing with the management
processes, the latter criterion is related to results obtained by the
organization, as shown in Figure 2.
Figure 2:
Adapted by Fundamentals of Management Excellence Model ® - MEG
The MEG symbolizes the organization, considered as an
organic system, adaptable to the external environment and organizes its eight
criteria for systemic form, indicating your character interdependent and
complementary, aiming to generate results. The MEG uses the concept of
learning, according to the PdCl cycle (Plan, Do, Check, Learn). (CIRIBELI,
ANDRADE, 2011)
Plan means seek to identify,
understand and meet customer expectations and needs of society. In this case,
the leader's role is extremely important, both in performance analysis as in
the execution of actions. They determine the competitive position and deploy
this strategy into action plans for the short, medium or long term, allocating
resources to ensure the implementation of the strategies. In making the step,
the process involves people and processes. People must be empowered and
satisfied, acting in an environment conducive to the consolidation of a culture
of excellence, so that processes are executed as planned. Control means
checking, analyzing, what is being put in place to ensure that the whole cycle
takes place smoothly. At this stage the results are measured in relation to
economic, market and customers, people, society, processes and suppliers. And
finally learn, that are established in the form of information and knowledge,
so there is execution of actions and the pursuit of organizational learning.
This information represents the intelligence of the organization, enabling
performance analysis and taking the necessary actions (NECS, 2013).
The PDCA is a cycle of development
that focuses on continuous improvement. It is applied to achieve results within
the processes and can be used in any organization, regardless of practice area.
Specifically for Data Management, it can be applied practically in all cases.
As the figure 3, the cycle begins for planning (P -
Plan), then the action or set of actions planned are executed (D - Do), checks
whether what was done was according to plan, constantly and repeatedly (C -
Check), and takes up an action to eliminate or at least mitigate the problems
encountered in the implementation of the product or process (A - Act). (NECS,
2013; FNQ, 2012)
Figure 3. Center for Excellence
in Research and Development (NECS, 2013)
The whole cycle PdCl, when run, will lead to results,
which should be analyzed and understood, generating information and knowledge
to be used in the decision-making process, generating a new cycle management.
The strategies are deployed into action plans that address all levels of the
organization. For these strategies can be implemented, should be allocated the
necessary resources, taking into account the capacity of the organization. To
control the results of the action plans are defined performance indicators,
compared with the targets set, will guide any course corrections that are
necessary, updating plans (FNQ, 2012).
Any organization adopting the MEG
can plan their management practices based on the requirements of the Criteria
for Excellence, evaluate them and improve them systematically them continuously
for all processes, products, and stakeholders. One of the main features of MEG
is that it is a systemic model, ie, considers the structuring and alignment of
the components of organizational management from the perspective of a system.
Thus, it allows the various elements of an organization can be implemented and
evaluated together in an interdependent and complementary, to align management
systems to leverage results. The model can be used in evaluations, diagnoses
and guidelines of any type of organization (of different sizes, whether public
or private, or nonprofit).
The MEG provides a framework for managing organizations,
which is used annually based on management practices of World Class organizations,
is targeted to business outcomes, promotes organizational learning, emphasizes
the systemic integration and alignment.
4.
METHODOLOGY
OF THE STUDY
In order to verify the compatibility of the proposed
model to the reality of the studied company adopted the methodology of single
case study. As regards the nature of the research, work was characterized as
qualitative. According to Mattar (1999), qualitative research identifies the
presence or absence of the object studied. Moreover, qualitative research, data
are collected through group or individual research through in-depth interviews
and specific.
In the case of this study, before
the implementation of the tool was an interview with the Director of the
organization, taking into account the opinion and knowledge of the respondent,
where it answered questions with open-ended questions, seeking reply on various
topics, as well as firm characteristics, strategies and management, leadership,
technology, competitors, policies and practices of human resources, innovation
in services and processes and marketing. For Gil (2009), the subjects of an
experiment develop their actions in a certain environment. It is important to
apply research that subjects have knowledge about the environment and that he
has authority and notoriety to answer on the proposed topic.
Later there was the application of the Model of
Excellence in Management in the company whose business in a micro services
company located in the central region of the State of Rio Grande do Sul,
Brazil, identifying innovation as a key business success factors and processes
as well as the expertise of its employees with the quality of care and services
offered.
5.
ANALYSIS
OF THE RESULTS
As
described earlier, the model used by research aims to eight points, all of
which were analyzed through inquiries made to the managers and other employees
of the organization. The eight points are: customers, society, leadership,
strategies and plans, people, processes, and information and knowledge.
As
the clients, the organization plans
to the grouping of the same and the information is used to better serve
existing customers and attract new ones. The customers’ needs and expectations
are known based on customers ' information utilizing computerized methods.
Services and products are made available to customers via the Organization's
Web site, as well as sending emails with available services. As complaints, are
logged, resolved and given a customer return, aiming at greater interaction
between customer and organization. Customer satisfaction is evaluated at
regular intervals, through formalized methods (questionnaires) and the results
obtained are analyzed looking for continuous process improvement. One can see
that the company seeks to group planned new customers, thereby, proffer
adequate services for each customer group, bearing in mind the importance of
maintaining existing customers. The company strives to meet the needs of
clients to improve the relationship between the two.
The
assessment of the organization in the face of society, as the negative impacts that may be caused to the
environment are analyzed by the Board of Directors and is always treated
planned to avoid such impacts. There are prevention and counseling for these
damages to avoid any kind of negative impact to the environment. The company
works with social projects promoting local and regional development, involving
all employees in the organization.
The leadership within the organization is clearly held by managers seeking to
interact with developers listening your ideas, proposals and questions. There
is an acceptance on the part of the leader, as the new ideas and innovations,
which are analyzed and implemented wherever possible. The leader of today is no
longer the one authoritative person, that rather than listen, sorts and leads a
group. These still exist, but are being extinguished in the labour market.
Today's leaders, who are occupying the chairs of CEOs, are those who have the
voice command, but they know it passes, that know how to retain the best talent
in the group, who view the job along with its employees and who know how to
make their ideas are supplemented and not simply met by their subordinates.
(KNAANE,1999). The Organization studied, information is shared with frequency
and are known to everyone. Invest in your development leaders frequently and
apply the same in improving processes within the organization. They seek a
better relationship with their employees through the search of opinions, ideas
and group collaboration.
To
set terms defined strategies for
achieving the vision of the future and are established indicators, targets
and action plans, is used the criterion of strategies and plans, which the
mission and vision of the company is writing and knowledge of the Group and
ethical behavior is detailed in written rules and easy access to the people who
work in the company. The strategies are defined formally through methods that
take into account internal and external factors, where the indicators and
targets are set for the main strategies, which are disseminated to employees
through meetings. With this is set a plan of action to achieve goals and
process improvements.
In
criterion people, sought to identify
the roles and responsibilities were defined, as well as the activities related
to hiring people, training and development of employees. It was noted that the
functions and responsibilities (officers and employees) are well-defined
through documentation and are known by the employees. Hiring takes into account
the needs for the position, as well as the individual characteristics of each
for each function. This lessens the improper hiring error, since each developer
works in function that shows strengths, improve weaknesses through trainings,
are therefore made available accreditation training and constant improvement.
Aiming at the well-being of the employee, the company identifies, by means of
methods of prevention of environmental risks (PRA) and control Programs of
medicine and occupational health (PCMSO), health risks and worker safety,
promoting corrective and preventive actions. It is important to maintain a favorable
climate in which people can develop their full potential and achieve the
achievement at work. Quality of life is directly related to the needs and
expectations of the human being and with the achievement of satisfaction of
these needs. Has to do with the welfare of the individual in your work
environment, your way of expressing relationships healthy and harmonic within
the organization. (KNAANE, 1999)
The
criterion of search processes to
verify whether the company's core processes (services, marketing and
production) are executed and how is managing its main suppliers and the
company's financial resources. In this context the Organization presents
favorable factors, because the main activities are controlled on the basis of
implementing standards defined, some controlled by indicators and targets,
where processes are defined and documented. As for suppliers, they are selected
with defined criteria and performance is evaluated periodically, generating
actions for improvement where necessary. The company's financial control is
accomplished through a cash flow and a budget plan with the horizon of at least
one year.
The
last criterion, that is information and
knowledge, seeks to identify how it is used the information necessary for
the implementation of the activities of the company, including comparative
information to assist in the analysis and improvement of its performance. The
company works with the information defined and organized through an information
system is in-house for developers, is external to customers and suppliers. This
information is evaluated, compared and used as a way to improve the services,
products and processes within the organization.
6.
FINAL
CONSIDERATIONS
From
the study becomes visible the importance of innovation management in
organizations, being this a competitive differentiation factor between
businesses and their markets. Whereas the main objective of the study was to
examine whether the company studied was acting in accordance with the criteria
of the tool used focusing the process of innovation and competitiveness,
realizes that there is harmony between the criteria and how the company manages
its processes. Innovation is perceived on the criteria of people, when the
organization supports and stimulates the creation of new ideas, as well as
search listen any questions and complaints by employees. It is also perceived
in the discretion of customers when the company assists, quickly and accessible
customer service problems and gives feedback on the faults in processes,
seeking the assertiveness and the improvement in attendance. Creating programs
to assist in these calls and clients also concern about the Organization's
processes, shows us that the company has a desire to increase its innovation,
seeking the competitiveness on the market it operates.
The
tool provides a comprehensive view of the Organization, from the developer's
role within the company until the administration of high Head. The leader has
an important role within the Organization, because it does not coordinate only
processes, but also people why the need for an innovative leader, motivator and
interested in the opinion of our customers, both internal and external.
Through
this study, realizes that the company studied is in search of improvements in
innovation, and constant growth in order to increase their competitiveness on
the market. In today's market is not sufficient only to innovate, you have to
compete. Competitiveness and innovation go together to cover markets and
increase opportunities. So there is this understanding, it is necessary for
organizations to know manage strategies that make their products are innovative
and can compete with results, adding value to the final consumer.
Thus,
the present study was able to pursue this research questioned aspects realizing
the innovation management and management of excellence work together for the
development of business and the company studied the search in their improvement
and innovation processes, thereby increasing your chances on the market that is
increasingly competitive. Identify which are the points on which companies must
improve causes the innovations are identified faster and the negative points
are worked out, through a clear strategic alignment and safe.
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