Diseño de la estrategia de operaciones en la cadena de valor en la empresa Jambi Kiwa

Abstract

The study develops a comprehensive proposal for designing an operations strategy within the value chain of JAMBI KIWA, a company dedicated to the production of medicinal herbal teas. The organization faces operational limitations resulting from the absence of formal evaluation and control mechanisms, highlighting the current need to optimize its processes, strengthen product safety, and enhance production efficiency. To address this issue, an integral diagnostic assessment is conducted through direct observation, documentary analysis, structured interviews, and plant records. First, the processes that make up the value chain are identified and described using technical process sheets, flowcharts, the organizational structure, the facility layout, and the value chain map. Subsequently, a prioritization matrix is applied to evaluate key elements, revealing that production constitutes the most critical component. Based on this finding, performance, quality, and reliability indicators are established and later assessed through interviews with area supervisors. The results allow for the development of a Pareto diagram that identifies the indicators with the highest incidence of operational failures. The study is framed within the research line Design, materials, production, identity, sustainability, and applied technologies, integrating tools aimed at improving operational design. The proposal centers on the formulation of operational strategies based on prioritized critical indicators, supported by thirty-nine technical formats that standardize activities, control operational parameters, and reduce process variability. The final proposal constitutes an integrated tool that enhances the efficiency, quality, and reliability of Jambi Kiwa’s production system.