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CDELC Actualización del contexto 2026 Filtros
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CDELC Actualización del contexto 2026 Filtros

Meeting Update on Service Context

Introduction to the Meeting

  • The meeting is an update regarding the context of the current year, focusing on various topics related to service performance and risks.
  • Participants are encouraged to discuss their experiences with specific processes and questions posed during the meeting.

Discussion on Product/Service Performance

  • The conversation begins with a focus on service delivery, specifically filter deliveries, machine availability, and truck availability over the past three months.
  • There is a critical situation regarding truck availability due to maintenance issues that have affected operations significantly.

Truck Availability Issues

  • The truck was out of service for an overhaul last year, which took approximately 20 days. It faced further issues with brakes that required sending it back to the authorized provider for repairs.
  • A significant financial impact is noted due to repair costs amounting to around 15 million pesos, highlighting the importance of using authorized services for maintenance.

Impact on Service Delivery

  • The unavailability of the truck affects contractual obligations since it can carry significantly more filters than alternative vehicles (e.g., a van). This leads to increased operational costs due to multiple trips needed for deliveries.
  • Although not explicitly stated in contract indicators, there is an acknowledgment that failing to provide adequate transportation does breach contractual terms as it impacts service delivery efficiency.

Contractual Obligations and Compliance

  • There’s a discussion about whether they are technically violating contract terms by not having the truck available as stipulated in their agreement despite fulfilling other service aspects like additional value offerings.
  • It’s emphasized that while they may be delivering services adequately, compliance with all contractual requirements remains crucial for maintaining good standing with clients and avoiding penalties or disputes.

Discussion on Service Delivery and Financial Margins

Overview of Service Flexibility

  • The speaker discusses the flexibility of a colleague, Andrés, who does not strictly enforce penalties for service delivery issues, emphasizing a more understanding approach to fulfilling commitments.

Impact of Budget on Margins

  • A query is raised regarding how a budget allocation of 15 million pesos affects profit margins, indicating potential financial strain if this amount is absorbed within a month.

Internal Control Measures

  • The speaker acknowledges that while the budgeted amount impacts margins negatively, internal controls are necessary to track filter costs accurately despite them being embedded in maintenance costs.

Critical Maintenance Costs

  • There is concern about the high maintenance costs associated with equipment (25 to 30 million pesos), which were anticipated but not yet fully accounted for in financial assessments.

Contractual Separation Discussion

  • The conversation shifts towards exploring the possibility of separating contracts for maintenance and filters to better assess profitability and manage deviations effectively.

Challenges in Resource Management

Marginal Profitability Concerns

  • It’s noted that filters do not yield high margins; thus, any deviation could lead to significant financial alarms within contractual agreements.

Visibility in Cost Analysis

  • Emphasis is placed on improving visibility into cost management by mapping out situations where filters are involved, as they may be overshadowed by larger maintenance contracts.

Data Sharing for Improved Tracking

  • A suggestion is made for Alex to collaborate with Elizabeth to share reports on filter costs during monthly analyses, aiming for more individualized tracking.

Operational Efficiency and Staffing Issues

Filter Delivery Challenges

  • The discussion highlights operational challenges related to delivering filters due to various factors such as equipment conditions and weight issues affecting average deliveries per month.

Historical Data Reference

  • The speaker references past data showing fluctuations in filter deliveries over previous years, indicating an increase in demand or changes in operational capacity.

Staffing Constraints Impacting Operations

  • A staffing reduction has led to operational inefficiencies where remaining personnel struggle with workload distribution, impacting overall productivity during critical tasks.

Operational Challenges and Solutions in Filter Processing

Technical Staffing and Process Efficiency

  • The discussion highlights the necessity of having three technicians available during operations to ensure smooth processing, especially when one technician may become incapacitated.
  • Two technicians are required for specific tasks such as handling waste disposal and storage, emphasizing the importance of teamwork in these activities.
  • The efficiency of filter processing increases with two technicians; one operates the machine while the other performs final adjustments and packaging, although it is possible to manage with just one.
  • A review of customer feedback from last year indicates that there were no significant complaints regarding service quality despite operational challenges related to vehicle availability for deliveries.
  • To mitigate delivery issues, a strategy was implemented where all three personnel work together: one focuses on processing while two handle daily deliveries.

Delivery Processes and Support

  • The speaker recounts a recent experience where they had to request additional technical support for deliveries due to staffing shortages, highlighting reliance on team collaboration.
  • Training new staff members is crucial; prior familiarity with the warehouse can expedite their integration into delivery processes.

Expansion Opportunities

  • There is an ongoing exploration of expanding filter blowing services to new clients like Intramac, which has replaced Gaico. Discussions about this potential partnership are underway.
  • Meetings are scheduled with key stakeholders (José and Javier Verdesa) to revisit discussions about expanding services and analyzing time management for increased efficiency.

Production Capacity Analysis

  • An analysis is needed to determine if production can be optimized further; current output averages 16 filters per day but could potentially reach 20 with improved processes.
  • Concerns about supply shortages have been raised, particularly affecting operations over recent months. This scarcity impacts the ability to meet client demands effectively.

Strategic Planning for Future Operations

  • The speaker emphasizes prioritizing major clients due to limited resources caused by supply shortages. This focus ensures that essential customers receive adequate service levels.
  • Plans include exploring night shifts if business expands significantly; utilizing machinery around the clock could enhance productivity substantially if demand justifies it.
  • A clear understanding of production capabilities is necessary; adding personnel could lead to significant increases in output if managed correctly.

Challenges in Filter Management and Billing Processes

Current Issues with Filter Supply

  • The speaker discusses the urgent need for external help to meet client demands due to a shortage of filters, highlighting a communication gap regarding filter inventory.
  • There is frustration over the lack of new filters being supplied, which has led to operational difficulties; the speaker emphasizes that they can only manage existing stock until new supplies arrive.
  • The current situation is described as living "day-to-day," indicating a precarious reliance on limited resources while awaiting replenishment.

Opportunities for Improvement

  • The speaker notes the necessity of implementing time measurements to identify areas for process improvement and increase productivity in filter production.

Financial Overview and Projections

  • A discussion about billing reveals that 2024 saw an increase in revenue compared to previous years, prompting inquiries about historical financial data.
  • The speaker expresses the need for detailed records of past billing figures from 2024 and 2025, emphasizing discrepancies in monthly reporting practices.

Future Expectations

  • Looking ahead to 2026, the speaker anticipates maintaining an average output of around 350 filters per month based on current trends and past performance metrics.

Billing Discrepancies Explained

  • An analysis of January's performance indicates lower than expected filter deliveries compared to previous years, raising questions about accountability within the team.
  • The conversation shifts towards understanding billing errors related to tariff adjustments; it’s revealed that a crucial tax was overlooked during recalculations affecting overall invoicing accuracy.

Discussion on Internal Processes and Documentation

Understanding Document Flow and Responsibilities

  • The speaker expresses uncertainty about the receipt of a physical document, emphasizing that it should be sent to someone via email or another format.
  • Clarification is sought regarding the recipient of the document, suggesting it is tied to commercial operations, indicating a need for better communication within departments.
  • The speaker mentions how purchase orders are received in Excel format, highlighting potential flaws in the billing process due to lack of clarity on order reception.

Legal and Administrative Procedures

  • Discussion revolves around legal obligations for receiving documents; there’s an emphasis on sharing information through email for transparency.
  • A technical issue arises with power outages affecting communication; participants adapt by connecting via mobile devices to continue discussions.

Review of Past Practices

  • The conversation shifts to past practices regarding tariff adjustments, noting that previous years lacked similar processes due to changes in minimum wage laws.
  • Reference is made to calculations based on IPC (Consumer Price Index), illustrating how administrative assistants played a role in verifying financial data.

Changes in Personnel and Process Impact

  • A change in personnel responsibilities is discussed; previously handled by one individual but now managed by another without proper documentation flow.
  • The speaker highlights discrepancies caused by new tax regulations impacting billing processes and emphasizes the importance of clear communication among team members.

Budgeting and Future Projections

  • Questions arise about compliance with budget forecasts concerning costs associated with machinery maintenance; insights into last year's performance are shared.
  • There’s acknowledgment of deviations from budget expectations but also recognition that some overspending was beneficial due to fewer maintenance needs last year.

Contractual Considerations

  • Discussion includes contract timelines, indicating awareness of upcoming contract expirations and necessary preparations for renewal or bidding processes.
  • It’s noted that planning for new contracts typically begins well before expiration dates, suggesting proactive management strategies within the organization.

Current Status of Contract and Operations

Discussion on Contract Updates

  • The speaker mentions a conversation with Héctor regarding the current status of a contract, indicating that as of February 19, there are no updates or rumors about changes or bidding processes.
  • The speaker inquires about the future handling of materials associated with the contract, expressing uncertainty about whether they will retain them or provide maintenance.

Financial Considerations

  • There is an emphasis on needing to address costs related to the contract and potential savings that have been previously identified.
  • Acknowledgment of compliance issues with reconciliation timelines; the speaker notes a failure to meet deadlines due to external factors affecting operations.

Reporting and Documentation Challenges

  • The speaker discusses challenges in meeting reporting deadlines, particularly for operational integrity reports which take longer than expected due to user approval delays.
  • Mentioned is a systematic approach where reports are submitted before month-end closures, but delays occur primarily from gathering necessary documentation.

Procurement Issues

  • The discussion shifts towards procurement difficulties faced when purchasing machine parts, highlighting inconsistencies between direct purchases and those made through Barranquilla.
  • Specific items purchased include supplies like paper and printer ink; however, there are complications in sourcing machine parts due to their technical specifications.

Supplier Evaluation and Maintenance

  • Clarification on not purchasing truck parts directly; instead, maintenance is handled by specific suppliers who understand the technical requirements of machinery.
  • Emphasis on maintaining relationships with evaluated suppliers for machine repairs and maintenance services due to their specialized knowledge.

Service Evaluation Concerns

  • Discussion around evaluating service providers indicates that some evaluations were not conducted regularly after initial assessments during the first year of service.
  • It was noted that periodic evaluations were initially included but later dropped due to infrequent service occurrences.

This structured summary captures key discussions from the transcript while providing timestamps for easy reference.

Service Order Management and Evaluation Challenges

Identifying Weaknesses in Service Management

  • Discussion on the need to map out weaknesses in service management, particularly due to a lack of oversight since the administrative head's departure.
  • Emphasis on the importance of evaluating suppliers comprehensively, as current evaluations do not reflect issues experienced by team members like Alex.

Supplier Evaluation Issues

  • Mention of specific suppliers (e.g., DC Inemán, Casa Ingemán) that are not well-known or evaluated properly within the organization.
  • Need for feedback mechanisms to ensure evaluators consider past experiences with suppliers during assessments.

Organizational Climate Survey Insights

  • Inquiry about the last organizational climate survey conducted over two years ago; highlights a lack of awareness among employees regarding its results.
  • Concerns raised about insufficient communication and follow-up on survey outcomes, leading to a disconnect between management and staff perceptions.

Addressing Organizational Climate Concerns

  • Feedback session initiated with Alex regarding any existing problems related to organizational climate; Alex indicates no significant issues but acknowledges minor differences typical in any workplace.
  • Discussion around understanding the organization's superior purpose; highlights a gap in employee knowledge regarding company goals.

Contribution to Organizational Objectives

  • A humorous exchange about employees' inability to articulate the company's mission, emphasizing the need for better internal communication.
  • Alex discusses how his role contributes to fulfilling organizational objectives through customer service and flexibility, highlighting their strategic partnership approach.
  • Recognition that even small actions can significantly impact overall operations, reinforcing their commitment to customer satisfaction despite challenges faced.

Discussion on Staffing and Technical Training

Staffing Structure and Challenges

  • The speaker discusses the current staffing situation, mentioning they have four technicians: one permanent and three temporary.
  • There is uncertainty about retaining all four temporary technicians due to ongoing processes affecting their employment status.
  • Concerns are raised regarding the effectiveness of having only two technicians available, which limits operational capabilities.
  • The need for an auxiliary technician is emphasized to ensure adequate coverage during shifts.

Training and Development Needs

  • The conversation shifts to organizational structure, highlighting the importance of training new staff members in both technical and administrative responsibilities.
  • José Guerra's potential as a trainer is discussed, indicating that he has engineering knowledge but may require further guidance in teaching others.
  • A pending exercise with José and Henry is mentioned, focusing on administrative tasks related to deliveries that need clarification.

Operational Procedures

  • The speaker expresses a commitment to ensuring that new technicians understand both operational procedures and administrative tasks effectively.
  • Plans are made for upcoming training sessions where specific topics like computer handling, label changes, and office management will be covered.

Addressing Past Mistakes

  • An incident involving miscommunication about machine operations highlights the necessity of thorough training for all staff members to prevent future issues.
  • The importance of updating backup matrices is noted as essential for maintaining operational efficiency.

Compliance with Contractual Obligations

  • A question arises regarding compliance with contractual requirements; it’s confirmed that most obligations are being met except for weekly reports which have now been addressed since last year.
  • Documentation practices are reviewed, including monthly reports and other necessary paperwork required by clients.
  • It’s pointed out that there exists a legal requirements matrix document not currently in possession, prompting plans to create it immediately.

Discussion on Contracts and Compliance Issues

Overview of Contractual Obligations

  • The speaker highlights concerns regarding compliance with security requirements in client contracts, indicating a disconnect between reported activities and actual performance.
  • There is an acknowledgment that reports often exaggerate the number of activities completed, leading to potential weaknesses when clients request supporting documentation.

Reporting Discrepancies

  • The speaker expresses frustration over discrepancies in reporting, noting that while they report certain metrics as zero, other reports may inaccurately reflect completed tasks elsewhere.
  • A recognition of the need for improvement in reporting practices is made, emphasizing the learning curve faced by the speaker over four years in infrastructure management.

Equipment and Infrastructure Challenges

  • Discussion shifts to equipment ownership issues; most physical assets are under a lease agreement (incomodato), complicating accountability for maintenance and repairs.
  • The conversation touches on power supply issues affecting operations, particularly the absence of a necessary compressor which impacts air conditioning services.

Compliance with Client Requirements

  • The lack of a functioning compressor is identified as a failure to meet contractual obligations regarding air supply, highlighting ongoing communication about this issue with stakeholders.
  • It’s noted that there was an error in selecting equipment that exceeded electrical capacity limits, which has been problematic since the contract began in 2022.

Maintenance Protocol Concerns

  • The speaker discusses challenges related to maintaining infrastructure due to legal constraints; any intervention on aging electrical systems could lead to significant liabilities.
  • There’s mention of pending tasks related to compliance protocols (PP PPF01), indicating awareness of regulatory standards but also acknowledging delays in addressing them.

Infrastructure and Service Adequacy Discussion

Overview of Infrastructure Changes

  • The speaker discusses the need for a blocking point installation, indicating that it requires coordination with a supervisor and an electrician.
  • Mentioned infrastructure changes include ceiling replacement and wall standardization; however, budget constraints may limit further improvements like window replacements.

Assessment of Facility Suitability

  • The facility is deemed adequate for service provision due to its strategic location away from dust sources, providing ample space for operations.
  • Air conditioning is only available in specific areas (e.g., the cafeteria), which raises concerns about comfort levels for staff working outside these zones.

Proposed Improvements

  • Suggestions include replacing old office doors and upgrading flooring, which were initially part of the budget but could not be completed due to external factors.
  • There are ongoing issues with water entering the office during heavy rain, necessitating elevation of the floor to prevent flooding.

Tools and Equipment Availability

Tool Inventory

  • The speaker claims possession of a unique toolbox not found elsewhere in CHM, highlighting its organization and completeness.
  • Special tools are lacking; however, there are two carts available to assist in transporting filters within operations.

Maintenance Practices

  • Regular maintenance practices involve washing equipment on weekends; no significant repairs are currently needed for operational support carts.

Supplier Evaluation and Challenges

Supplier Mapping Needs

  • A discussion on mapping suppliers reveals weaknesses in current supplier relationships, particularly regarding maintenance services.

Specific Supplier Issues

  • Concerns arise over past interactions with CCR suppliers; documentation of specific incidents is necessary for future evaluations.

Maintenance Provider Gaps

  • Notably absent is a reliable provider for air conditioning maintenance. Recent delays have raised alarms about equipment performance amidst high dust levels.

Discussion on Supplier Evaluation and Technical Support

Supplier Evaluation Process

  • The speaker expresses understanding regarding delays in supplier evaluations due to machine conditions, indicating that sourcing parts is challenging.
  • There is a call for Alex's involvement in future supplier evaluations, emphasizing the need for technical support during these assessments.
  • The importance of participation in supplier evaluations is highlighted; the speaker stresses that Alex should not defer responsibility to others like Johnny.

Communication and Evidence Sharing

  • A humorous exchange occurs about sharing evidence related to supplier performance, with Rechel being mentioned as someone who often complicates matters.
  • The speaker references an email sent regarding a delivery timeline, indicating ongoing issues with equipment received from suppliers.

Equipment Maintenance Discussions

  • Transitioning from suppliers, the conversation shifts to maintenance topics concerning medium equipment filters and customer resistance affecting progress.
  • The speaker acknowledges personal accountability for delays in addressing maintenance issues but emphasizes the need to revisit discussions about cranes and electric shovels.

Client Engagement Strategies

  • Plans are discussed for reaching out to clients regarding crane services; previous conversations with various stakeholders are noted as part of this strategy.
  • Mention of pending discussions with Julián about integrating motorcycles into operations indicates ongoing efforts to enhance service offerings.

Quality Audit Insights

  • Inquiry into recent internal quality audits reveals concerns over format compliance and indicator relevance, particularly regarding filter deliveries.
  • Issues surrounding process characterization are raised; it’s noted that discrepancies exist between current practices and documented processes.

Team Dynamics and Accountability

  • A light-hearted anecdote illustrates team dynamics where one member claims credit for work done by another during a management meeting.
  • The discussion concludes with reminders about following up on documentation updates necessary for ISO publication.

This structured summary captures key points from the transcript while providing timestamps for easy reference.

Documentation and Process Updates Discussion

Update on Filter Documentation

  • Stefi is reminded to update the status of filter documentation in ISO, noting that it has transitioned to a digital format without structural modifications required.

Follow-Up on Previous Communications

  • There is an acknowledgment that Stefi did not respond to previous emails regarding the documentation, indicating a need for follow-up as it relates to past audits.

Characterization and Strategic Management

  • Alex is tasked with resending characterization documents to finalize ongoing processes. The discussion emphasizes clarity and resolution of outstanding issues.

Strengthening Administrative Controls

  • A focus on enhancing controls due to past billing issues is highlighted, suggesting a strategic management approach to prevent future discrepancies.

Manual for Billing Procedures

  • The team discusses creating a manual for billing procedures for each contract, ensuring consistency in service delivery and operational transparency.

Action Plans and Upcoming Travel

Prioritizing Quality Over Other Tasks

  • There’s an emphasis on prioritizing quality-related tasks over other responsibilities due to the workload challenges faced this year.

Travel Arrangements Discussion

  • Stefanie's travel plans are discussed, with suggestions made about postponing until infrastructure improvements are completed.

Project Management and Application Implementation

Closing Indicator Characterizations

  • It’s noted that there’s a need to finalize indicator characterizations during upcoming visits, emphasizing the importance of completing these processes before moving forward with dashboard developments.

Addressing Application Delays

  • The conversation shifts towards addressing delays in application implementation, acknowledging responsibility for lack of communication regarding its status.

Change Management Strategies

Coordination with Team Members

  • Plans are made for meetings with Adriana and Elizabeth regarding change management strategies related to new procedures being implemented within their teams.

Notification Protocol for Change Management

  • A protocol is discussed where only committee members should be notified about initiated changes, highlighting concerns over visibility among non-involved personnel.

Organizational Changes and Communication Challenges

Clarity on Organizational Changes

  • Emily provides updates on organizational changes affecting staff transfers between locations; however, clarity remains limited regarding the overall scope of these changes.

This structured summary captures key discussions from the transcript while providing timestamps for easy reference.

CNR Management Decisions

Discussion on Individual vs. Collective Management Approaches

  • The conversation begins with a mention of three to four individuals involved in the CNR, leading to a decision to manage changes individually for each person, which was perceived as easier.
  • One participant expresses concern about the inefficiency of this approach, suggesting that a collective strategy would be more effective and emphasizes the need for a general mapping of processes.
  • Despite these suggestions, the group decides against a unified approach, opting instead for individual management plans. This decision reflects resistance to change and highlights differing opinions on efficiency.
  • The speaker indicates their intention to discuss these concerns further with Emily, who has not yet initiated any planning but is expected to contribute ideas.
  • The conversation concludes with a polite farewell and an expression of concern for safety while traveling by motorcycle, indicating camaraderie among participants.