32532 research outputs found
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La cultura española a través del cine. Una propuesta fílmica y didáctica en el aula
No full textLibro docenteTrata aspectos metodológicos a partir de diferentes películas de la filmografía española de los siglos XX y XXI. Hemos querido destacar los principales rasgos culturales que configuran la historia de nuestro país a través de una selección de títulos muy representativos para su aplicación en el aula siguiendo el modelo de competencias educativas.Some aspects methodologiques about the cinema. Analysis of some movies of the XX and XXI centuries and the application in the classroom.info:eu-repo/semantics/publishedVersio
Negociación Internacional/International Business Negotiation
Get PDFMáster Universitario en Dirección Internacional de Empresas/Master in International Managemen
Post en el Blog @tomaydaca, de Iusport: "Todos los caminos(de la ResponsabilidadSocial) llevan a Zaragoza"
No full textArtículo en PeriódicoVII Congreso Internacional de RSE en ZaragozaVII International Congress on CSRinfo:eu-repo/semantics/publishedVersio
Iglesia Punto Com. El futuro digital de la comunidad eclesial
Get PDFArtículos en revistas--info:eu-repo/semantics/publishedVersio
Mi hijo Siegfried: Wagner en el Real
No full textArtículo en PeriódicoAnálisis y crítica de la ópera Sigfrido en el Teatro RealAnalysis and criticism of Sigfrido in the Teatro Realinfo:eu-repo/semantics/publishedVersio
El concepto de "expectativa razonable" como estándar para medir la diligencia del profesional de la educación
Get PDFAl analizar cómo se materializa el derecho a la educación, hay varios actores a tener en cuenta: los padres, los maestros, los centros docentes, el propio Estado como garante de la prestación de un servicio y, naturalmente, el menor. Si aceptamos que todos ellos velan por el interés de éste y pretenden conseguir su óptimo desarrollo, es necesario estudiar qué ocurre cuando entran en conflicto. Y, en la misma medida, hay que analizar si los padres tienen derecho a que se cumpla una expectativa legítima sobre el papel que desempeñan los demás actores que intervienen en la educación de sus hijos, de forma tal que dicha expectativa pueda devenir en un estándar de comportamiento.If we analyze the materialization of the right to education, there are several actors to take into account: parents, teachers, schools, the State itself as guarantor of the
provision of a service and, of course, the child. If we accept that everyone looks after the interest of the students and intend to achieve their optimal development, it is necessary to study what happens when they clasher. And, in the same way, we have to analyze if parents have the right to see properly achieved a legitimate expectation related with the role played by the other actors involved in the education of their children. Finally, we have to discuss if this expectation can become a standard of behavior.info:eu-repo/semantics/draf
Del Laberinto al Congreso: hace 40 años
No full textArtículo en PeriódicoRevisión del hecho histórico del 23 febrero golpe militar frustrado, hace 40 años.
Análisis y crítica de la exposición de Pérez Villalta de su obra retrospectiva El laberinto del arte en la Sala ALcalá 31 de MadridRevision of the 23 F 40 years ago.
Criticism about the exhibition of Pérez Villalta in the Sala Alcalá 31 in Madridinfo:eu-repo/semantics/publishedVersio
Application of Kaizen-Kata methodology to improve operational problem processes. A case study in a service organization
No full textArtículos en revistasAbstract
Purpose
The purpose of this paper is to explore, study, analyze and implement Kaizen–Kata methodology in a service food organization (first-level restaurant), facing challenges in different operational processes that affect and influence the case company performance and customer satisfaction.
Design/methodology/approach
The service organization implemented Kaizen–Kata methodology to improve one operational problem process. A case-study approach was used in this research to understand the effects of the Kaizen–Kata methodology in solving problems in their operational service process. Different Kaizen–Kata techniques and tools (histograms, Pareto chart and Ishikawa diagram) using the Plan, Do, Check, Act improvement cycle framework were used.
Findings
Successful implementation of the proposed methodology reduced the main impact of the problem’s effects (customer’s complaints, process reworking, extra-cost, delays, among others). The effects of the problem were reduced on average by 70%. Some Kaizen–Kata routines were identified in a service process environment.
Research limitations/implications
The main limitation of the research is that this work is a just one-case study. A main generalization is not possible, because it involves a company within a company.
Practical implications
Some other service companies can use the Kaizen–Kata methodology to solve any kind of operational problem within their processes. Service managers can learn about the methodology to apply and improve their operational performance and handle customer’s complaints.
Originality/value
A continuous improvement manufacturing methodology was imported to apply in an operational service process. The Kaizen–Kata methodology contributed significantly to reduce delays, handle customer’s complaints, process reworking and deal with extra costs, among other operational problems’ effects. In addition to that, in the literature, most of the Kaizen applications are in manufacturing companies. To the best of authors’ knowledge, this was the first study of applied Kaizen–Kata in a service organization (a fast-food restaurant).Abstract
Purpose
The purpose of this paper is to explore, study, analyze and implement Kaizen–Kata methodology in a service food organization (first-level restaurant), facing challenges in different operational processes that affect and influence the case company performance and customer satisfaction.
Design/methodology/approach
The service organization implemented Kaizen–Kata methodology to improve one operational problem process. A case-study approach was used in this research to understand the effects of the Kaizen–Kata methodology in solving problems in their operational service process. Different Kaizen–Kata techniques and tools (histograms, Pareto chart and Ishikawa diagram) using the Plan, Do, Check, Act improvement cycle framework were used.
Findings
Successful implementation of the proposed methodology reduced the main impact of the problem’s effects (customer’s complaints, process reworking, extra-cost, delays, among others). The effects of the problem were reduced on average by 70%. Some Kaizen–Kata routines were identified in a service process environment.
Research limitations/implications
The main limitation of the research is that this work is a just one-case study. A main generalization is not possible, because it involves a company within a company.
Practical implications
Some other service companies can use the Kaizen–Kata methodology to solve any kind of operational problem within their processes. Service managers can learn about the methodology to apply and improve their operational performance and handle customer’s complaints.
Originality/value
A continuous improvement manufacturing methodology was imported to apply in an operational service process. The Kaizen–Kata methodology contributed significantly to reduce delays, handle customer’s complaints, process reworking and deal with extra costs, among other operational problems’ effects. In addition to that, in the literature, most of the Kaizen applications are in manufacturing companies. To the best of authors’ knowledge, this was the first study of applied Kaizen–Kata in a service organization (a fast-food restaurant).info:eu-repo/semantics/publishedVersio