a) ABC Cost Model

Tool that helps with cost management and planning. It analyses the resources and the processes that are used and helps to understand how the resources are used and what value is generated for the client. It is therefore necessary to understand the business and its key points to then establish what are going to be the cost objects, in other words, clarify and define the bases to be used to manage the cost structure (products or services, business lines, areas of activity…))

b) Indicators and Process Definition, Process Map Design, Process Segmentation and Priorization and Procedure Design

The following are necessary in order to define a company's processes:

• Preparing the general diagram of all the characteristic processes of the company.
• Identifying what are the key processes of the company, in other words, those that have a clear impact on customer satisfaction and therefore help with the success of the business.
• Preparing the relevant flow diagrams for the key processes and deployment of this routine to other process, with special emphasis on all the personnel involved in them.
• Establishing indicators to check the performance and evolution of the processes. A study is conducted to choose the most important indicators for each critical processes and a routine is established to control their evolution.
• Establishing the work procedures for those processes, or at least for the key process.
• Educating and training the workforce in the applications of those procedures.
• Implementing them. " Checking the results by using the aforementioned indicators.
• Analysing the problems on those occasions where there are deviations in the indicators.

c) Development and Implementation of Specific Processes

A specific process is described to thus be able to manage it and improve it, while taking into account the processes involved: Process inputs, process outputs, process participants, activities sequence of the process, efficiency and effectiveness indicators and resources to subsequently graphically represent the process by means of the process flow chart and drafting the procedures, instructions or other documents linked to the process.

d) Quality Control Sheets

The process are constantly controlled by means of establishing the necessary quality logs to control the processes that allow the deviations to be analysed, the problems to be identified and the relevant action taken to solve and improve them, by systematically applying the problem solving method as a team.

e) Production Planning: Job Orders

It allows the production to be managed by gathering together the necessary information for each job by means of implementing the Job Orders that contain the identification data of each order, the data regarding what occurred during the production process and the analysis of the economic costs of the Non-compliances. Creating a historical database with all the job orders is of great value for the company as it can be used to analyse the deviations, the trends in the non-quality costs, etc. This is of great value for process management.

f) Corporate Culture and Management Style

The Management Style of the company is analysed, using a questionnaire to establish their traditional habits and ways of doing things in order to be able to establish the spheres of improvement in their management and specify the priorities to be established. In the process to change the management style, in addition to the personal attitude and capacities of the managers, the corporate culture also plays a key role, as the culture and values that the company has today are partly the result of the why that the managers act and run the company.

Therefore, the profile of the corporate culture is also assessed. That is taken to mean the set of values that condition the way that the company's workforce acts, relates and thinks. It will then be established which actions and conducts are positive and which, on the other hand, will have to be modified. .

g) Defining the Business, Product Catalogue and Client Catalogue

It seeks to define and specify the activity to which the company is dedicated, how it is carried out, what are the product that it offers, the customers to which it sells those products, etc.

h) Assessment of Customer Satisfaction and Loyalty Plan

It establishes what our customers expect from us, which has to be established by means of surveys:

• Who are our customers
• What are their needs
• What attributes do they most value of our products
• Their positioning compared to the competition

We can therefore get close to the customers by means of a Customer Loyalty Plan to be undertaken after an in-depth analysis of the results of the surveys obtained.

i) Personal Inventory and Task Distribution. Delegation Plan

The personnel inventory allows us to perfectly define the situation of each person in the company and the personnel will have been catalogued according to their skills and ability. The task distribution can thus be performed: the dedication (saturation of the individuals) is analysed in order to establish a Delegation Plan that allows the tasks that can possibly be delegated in an ordered and optimum way.

j) Needs Diagnosis and Training and Recruiting Plan

The Training Plan is a coherent and ordered set of training actions, established for a specific time period and aimed at providing and perfecting the necessary competences to achieve the pre-determined strategic objectives.

k) Personal Satisfaction Assessment

In order to establish to what extent the members of the company are involved and satisfied with their work, with their safety level and with the environmental impact that the company's processes or products generate, indirect indicators (absentee rate, training hours, occupational accident rate...) and direct indicators can be established. The latter consists of conducting a Personal Satisfaction Survey that allows us to discover what the personnel think and establish a series of actions aimed a solving the detected problems.

l) Remuneration System, Motivation and Recognition

The current remuneration system is assessed and the future work lines are considered. This allows us to diagnose the factors that generate dissatisfaction and those that are motivators so that a plan of action can be established, both with regards to organizational level and management style that allows the factors that generate dissatisfaction to be eliminated and motivating factors to be introduced in the company.

m) Competences management and Emotional Intelligence

Competences are a set of skills, knowledge, basic personal qualities and know-how that are relevant for carrying out a certain post. They therefore have three basic characteristics:

• Be inherently linked to people;
• Be specific for each organisation and/or activity; and
• Be measurable and observable.

Competences management is limited to managing those concepts in such a way that excellence is fostered in the workplace.

n) Team Work, Coordination Meetings

The development of a meeting is facilitated that allows the actions to be revised and the problems of the company to be reviewed to prioritise and coordinate the actions of the people involved.

o) Systematization of participation in the improvement

A procedure is established to process Improvement Opportunities, so that the participation is materialised in the organisation by means of collecting contributions, processing, monitoring and then assessing them.

p) 5´S Projects

In order to develop the different activities and tasks that people carry out in the company, people have to have suitable space and settings. It is up to the management and the employees to organise, tidy and clean their workplaces on an ongoing basis, as a means to ensure each person has his appropriate place and thus achieve an appropriate work environment.

q) Improvement Teams

Improvement Teams are established that reflect and analyse the main problems that arise in the company in order to provide solutions by means of a continuous improvement system that implies reflection, analysis and solution proposals.

r) Financial Resources Management: Profit and Loss Account, Balance Sheet and Cash Flow Statement

The profit and loss account of the company is prepared and analysed to know what is being spent and sold, and for specific actions to be undertaken where deemed necessary. A cash flow plan is prepared as a tool to check financial liquidity.

The company's balance sheet is prepared and analysed so that it to manage its financial and equity situation. Indicators and economic ratios are established to perform a check based on the information obtained.

s) Material Resources Management: Inventory and Supplier Assessment

The relationship with suppliers is managed by means of studying and assessing them and their attributes, in order to optimise the relationship existing between them (Suppliers ABC)

t) Balanced scorecard

The main function of the balance scorecard is to translate the mission and strategy of the organization into a set of indicators that report the achievement of the objectives so that the people can adapt to the company's Strategic Plan and thus help to achieve the strategic objectives of the organisation.

• Groups objectives, indicators and strategic initiatives under four perspectives: financial, clients, processes & innovation and learning. Strategic Maps.
• For each one of these perspectives, they want to achieve and how it is going to be measured are defined.
• The goals are then defined, which will provide us with the keys that determine the changes in the organisation.
• And finally the strategic initiatives, that are the actions that cause the desired changes.

u) EFQM Self-assessment

It is a global and systematic examination of the different ways of doing things and the results achieved by an organisation, that allows it to identify future areas of improvement.

The areas that are analysed are the following:

• Leadership
• Strategy and planning
• Persons
• Alliances and resources
• Processes
• Customer results
• Individual results
• Society results
• Key results

The Improvement Plan obtained shall be periodically reviewed to check how it is being implemented. The ideal way is to incorporate it into the Annual Management Plan and review it during the systematic and periodic sessions established by the organization for its monitoring.