Practical tools in operations management: an application in the field of digital consulting

PRACTICAL TOOLS IN OPERATIONS MANAGEMENT: AN APPLICATION IN THE FIELD OF DIGITAL CONSULTING. Author: Pablo Fabregat Serrano Tutor: Cristina García Palao DEGREE IN BUSINESS ADMINISTRATION AE1049 - FINAL DEGREE PROJECT COURSE 2022-2023 1 INDEX A. INDEX OF TABLES ................................................................................................. 2 B. INDEX OF ILLUSTRATIONS ................................................................................... 2 1. INTRODUCTION AND OBJECTIVES ...................................................................... 3 2. THEORETICAL FRAMEWORK ................................................................................ 4 2.1. Operations Management .................................................................................. 4 2.2. Strategic models in operations management ................................................. 5 2.2.1. Emphasis on operational objectives ............................................................ 7 2.2.2. A sustainable strategy .................................................................................. 9 2.2.3. Way of combining strategies. ..................................................................... 10 2.3. Process design. .............................................................................................. 11 2.3.1. Product design ............................................................................................ 12 2.3.1.1. Design of manufactured products. ...................................................... 13 2.3.1.2. Service design. ...................................................................................... 13 2.4. Process flow analysis .................................................................................... 14 2.4.1. Systems ....................................................................................................... 14 2.4.2. The company as a process system ............................................................ 14 3. ANALYSIS AND RESULTS.................................................................................... 24 3.1. About the company ........................................................................................ 24 3.2. The team ......................................................................................................... 25 3.3. Customers and contracted services ............................................................. 25 3.4. Simbionte Operations Strategy Process ...................................................... 26 3.5. Internal analysis (SWOT analysis) ................................................................ 28 3.6. External analysis (PESTEL analysis) ............................................................ 29 3.7. Simbionte company process flow diagram .................................................. 31 3.8. Results ............................................................................................................ 35 4. CONCLUSIONS ..................................................................................................... 37 5. REFERENCE LIST ................................................................................................. 38 2 A. INDEX OF TABLES Table 1: Strategic alternatives 11 Table 2: Symbology American Society of Mechanical Engineers (ASME) 19 Table 3: Symbology American National Standard Institute (ANSI) 21 Table 4: International Organization for Standardization Symbology (ISO) 22 Table 5: Symbology German Institute for Standardization (DIN) 24 Table 6: Symbology for this work. 34 B. INDEX OF ILLUSTRATIONS Illustration 1: Operations as a process 5 Illustration 2: Operations Strategy Process 7 Illustration 3: Flowchart symbols 19 Illustration 4: Organization chart of Simbionte 27 Illustration 5: Simbionte SWOT Analysis 29 Illustration 6: Flowchart of the Simbionte company. 36 3 1. INTRODUCTION AND OBJECTIVES The realization of this work is given by the current importance of the operations function in companies. Companies are in very dynamic environments, and the operations function, which allows the planning, organization and supervision of the manufacturing and distribution processes of products or services, allows organizations to manage and control the changes that could be adopted as a consequence. of adaptation to the environment. In addition to being essential for decision-making, this business function is useful when analyzing the different processes carried out by the entity and, in this way, finding errors or possible improvements in them. From the customers' perspective, it is also a necessary function, since it is the one that is in charge of delivering goods or services that add value to consumers. Today, there are a number of issues that are important to the operations function and need to be considered by both current and future COOs. First, services and manufacturing are highly interrelated by supporting each other, which is why operations must address both. On the other hand, operations must be directed at meeting the needs of consumers, so you have to listen to the customer. This issue can in turn be related to the integration of operations with other business functions, since it is observed that the operations function is related to marketing in the search for customer satisfaction. Another relevant issue is the concept of lean manufacturing, which seeks to improve flows and get rid of activities that do not generate value for the company or the customer. It is about doing only what is essential to satisfy the customer. Green supply chains and sustainability have gained strength in recent years as a result of climate change and are issues in which operations can have a positive impact, since they can modify the production process to reduce pollution, as well as use lean operations to improve the supply chain by accelerating flows and reducing waste. Finally, the integration of economies around the world leads to the globalization of the operations function. In this field, it is essential to design strategies and make decisions with a global vision. (Schroeder et al., 2011) The objective of the work is, after analyzing the different processes related to the operations management of the company Simbionte EE, prepare a flowchart that facilitates the detection of possible errors in the production process, duplication of functions, continuous improvements in the quality of the product/service offered by the company and offer solutions to possible problems. 4 2. THEORETICAL FRAMEWORK 2.1. Operations Management All organizations thrive on producing and delivering goods or services that buyers find valuable. What is valuable to one customer may not be to another. Companies strive to understand the true value of the products or services they provide. They then apply this understanding to make decisions that influence the production and supply of these goods and services. These decisions affect the planning and execution of operations and must be coordinated with the actions taken by the head of the purchasing and logistics function. The purchasing function is responsible for providing the necessary inputs to carry out the transformation process. On the other hand, the logistics function is usually in charge of the flow of inputs within the organization. (Schroeder et al., 2011). The theoretical framework included in my bibliographical review is the operations strategy model where operations management can be defined, therefore, as the design, operation and improvement of the systems and processes that produce and provide the goods or services of a company. (Jacobs & Chase, 2014). This definition is based on three aspects: 1. Decisions. Decision making is a key element of operations management. Focusing on decisions allows you to divide operations according to the type of decisions that are made around each operation. The operations manager must make decisions related to four areas: processes, quality, capacity and inventory. However, you will also need to make decisions about relationships with other organizational functions and across the supply chain. 2. Function. The operations function is essential in any organization, as can be the marketing function. Generally, it usually refers to the function that produces the goods or services of a company. 3. Process. Operations managers plan and control the transformation process, but in addition, by adopting this perspective of the process, they also obtain information to manage the processes of other functional areas of the company. The following illustration shows the operations function from a process perspective. 5 Illustration 1: Operations as a process Source: (Schroeder et al., 2011) Ultimately, operations management focuses on how organizations produce goods and services. Everything you use every day, from the clothes you wear, to the food you eat, the furniture you sit on, the products you use, the books you read, or the sports equipment you use, have all been made thanks to the operations managers who they planned their production. Every book borrowed from the library, every treatment you receive in the hospital, every service you expect in the shops, and every lecture you attend at the university, has been designed and produced by these people. (Slack et al., 2010) 2.2. Strategic models in operations management As Schroeder (2011) puts it: The operations strategy is a consistent pattern of decisions for the transformation system and for the associated supply chain that are linked to the business strategy and other functional strategies, leading to a competitive advantage for the company. The substance of operations strategy comprises the precise choices and measures that establish the role, objectives, and activities of operations. The procedure of operations strategy is the approach employed to shape the particular 'substance' choices. (Slack et al., 2010) The following illustration shows the process to be followed by the operations strategy: 6 Illustration 2: Operations Strategy Process Source: (Schroeder et al., 2011) The operations strategy must be integrated into the corporate strategy and must be guided by the business strategy. The first can be defined as the activity carried out by the company, the second derives from the first and establishes how it should compete in each business. Porter (1980) distinguished three types of strategies in this sense: differentiation, linked to unique and often innovative products; cost leadership is associated with products that satisfy basic or generic needs and with imitation products; finally, focus refers to specific geographic or product portfolios and this type of strategy can be combined with the two previous strategies. The dashed box represents the key elements of the trading strategy. All operations must have a clear mission that is connected to the business strategy and is consistent with the other functional areas of the company. 7 The second element of the strategy is the operations objectives. The most common in the operations function are cost, quality, lead time, and flexibility, although in certain situations others such as sustainability or innovation may be included. These objectives must be derived from the operations mission, and therefore be consistent with it and reaffirm it specifying in quantitative and measurable terms. They must also be oriented to the long term (5-10 years) in order to compare it with the current year and to be able to establish comparison points (benchmarking) to verify whether or not they are ahead of the competition. Strategic decisions make up the third element of operations strategy. These decisions indicate how they will get the targets set for operations. It is essential to have a consistent decision pattern for all decision categories (process, quality, capacity and inventory) and these must be integrated with the other functional decisions. (Schroeder et al., 2011) Operations must also be aligned with the distinctive competencies of the company, that is, with those activities that the company performs better than the competition, the resources it controls and the knowledge and skills it possesses and whose exploitation confers a sustainable advantageous competitive position in time (competitive advantage). (Sanchez Ruiz et al., 2021) 2.2.1. Emphasis on operational objectives All four operations objectives (quality, cost, lead time, and flexibility) can be used to compete in this arena. All these objectives are related to each other and are connected, since, for example, if the company pursues a reduction in delivery times, flexibility automatically improves when the company adapts to the new deadlines. However, on many occasions the objectives compensate each other, for example, an improvement in quality based on new technologies and machinery, can lead to an increase in costs. Although it is not always possible to avoid these compensations, as the company carries out its activity and matures, better processes and practices are being discovered that can reduce the occurrence of these trade-offs. (Schroeder et al., 2011) ● Quality. When talking about quality, it is understood as the consistent production of services and products according to specifications, which not only results in external customer satisfaction, but also simplifies life within the operation. Quality contributes to cost reduction, since by minimizing errors in each operation process, less time is required to correct them and confusion is avoided. Quality also increases reliability, since additional costs are not the only consequence of poor quality. ● Cost. For companies that compete directly on price, cost is clearly their primary operating objective. The lower the cost of producing your goods and services, the lower the price you can offer your customers. Even those companies that do not compete based on price will be interested in keeping their costs down. Every euro or dollar that can be removed from the cost base of an operation will represent an additional profit for the company. Not surprisingly, the low-cost lens is universally attractive. The ways in which operations management can influence costs largely depend on where costs occur in the operation. The operation will spend its money on personnel (money invested in hiring personnel), facilities, technology and equipment (money invested in the purchase, maintenance, 8 operation, and replacement of the operation's physical assets), and materials (money invested in the purchase of materials that are consumed or transformed in the operation). ● Delivery term. Also known as speed. Velocity refers to the lapse of time between the request for products or services by customers and their receipt. Within the operation, speed acquires great importance. An agile and fast response to external clients is achieved thanks to decision making and rapid mobilization of materials and information within the operation. In addition, there are other benefits. Speed also contributes to inventory reduction. The longer the time it takes for items to move through a process, the longer they will wait, and consequently, the higher the inventory. Likewise, speed helps to reduce risks. Forecasting the events of the near future is less risky than forecasting the next year. The longer the forecast of companies is extended, the greater the probability of being wrong. By accelerating the lead time of a process, forecasting can be postponed, thereby reducing associated risks. ● Flexibility. Flexibility implies having the ability to modify the operation in some way. This may involve changes to what the operation does, how it does it, or when it does it. Developing a flexible operation can also have benefits for internal users within the operation. Flexibility saves time. Flexibility can be a powerful tool for saving time in an operation. Instead of having a fixed, rigid process that can only handle a specific type of work, a flexible operation can accommodate different types of work and tasks. This means that the transition time from one task to another is significantly reduced, which in turn can increase efficiency and productivity. Flexibility in an operation can also help maintain reliability. When unexpected events occur that disrupt operation plans, internal flexibility can help keep operations on schedule. In general, flexibility can help ensure that the operation can meet customer expectations and maintain a reputation for reliability. Considering these objectives, it is important to recognize that there may be an interaction between them that implies possible trade-offs. That is, when seeking to improve performance on a given objective, it is likely that sacrifices will be required in the performance of other objectives. (Slack et al., 2010) It is worth noting the role played by strategic decisions (a vitally important element of the operations strategy), since it is these decisions that will mark the steps to follow to achieve the objectives. Therefore, it is convenient to answer the following questions: 1. How to produce? That is, what processes are going to be used? 2. How much to produce? This question is directly related to the strategic capacity decision. 3. What level of quality do you want to offer yourself? How are you going to achieve that level of quality? 4. What sourcing strategy will you follow each other? What costs are associated with inventories? These questions, along with others, will help to know the level of inventories that the company will follow. (Sanchez Ruiz et al., 2021) 15 human resources and finance. Along this journey, information loss and workflow delays are possible. This conception of the company as a network of interdependent processes is called the horizontal approach. In contrast, the vertical perspective focuses on the individual functions of the company and how they interrelate within each functional area. Each department has its own specific responsibilities and objectives, but it is crucial to understand that its efficiency and effectiveness depend to a large extent on the integration and collaboration with other areas. (Schroeder et al., 2011) Therefore, a holistic approach is necessary that takes into account both horizontal and vertical perspectives, since when analyzing the company as an integrated system, value is added due to the improvement in efficiency, flexibility, productivity and competitiveness, which will allow us to meet customer expectations and offer a better and faster response to changes in the environment. (Serrano Gomez & Ortiz Pimiento, 2012) 2.4.3. Flowcharts A flowchart is a visual representation used to describe a transformation process. It is a tool that can be very useful, since it helps to detect ways in which the process can improve: finding repetitive tasks, identifying bottlenecks, describing directions and distances between flows, reducing waste, etc. By analyzing the diagram, one or more of the following elements can be changed: raw materials, product/service design, job design, processing steps, management control information, equipment or tools, and suppliers. When creating a flowchart, it is advisable to follow a series of principles in order to generate a diagram that is easy to understand and analyze. These principles are consistent with the process philosophy, which views the process as a system with inputs, outputs, customers, suppliers, limits, and processing steps and flows. The principles are the following: 1. Select a relevant transformation process to study, which can be the supply chain of a product or service, the entire company or a part of it. It is important that it is known in advance how this process affects performance. 2. Identify an individual or team responsible for flowchart development and subsequent analyses, who has familiarity and authority over the transformation process. If the process cuts across functions or companies, a cross-functional or cross-company team should be involved. 3. Establish the boundaries of the transformation process, identifying the start and end points, the customers and suppliers involved, and the activities to be evaluated. Functions or other companies can act as suppliers or customers, depending on the process selected. 4. Identify and sequence the operational activities necessary to complete the final product for customers, representing in the flowchart what actually happens. Once the diagram is created, an improved diagram can be designed to reflect the changes needed to improve the process. 16 5. Identify performance metrics for each step or operational activity of the transformation process. These metrics should be linked to the overall performance of the process, for example, throughput times or defect rate. 6. Draw the flowchart by defining and using symbols consistently. (Schroeder et al., 2011) Several authors have described or adapted their own versions of the flowchart, among them we can find Andrew Veronis (1978) or Marilyn Bohl (1978). Some of the most common types of diagrams are: ● Decision flow diagrams. The decision diagram represents, as its name indicates, the decision-making process. This process involves the gestation of ideas, the consideration of relevant information, the intervention of interested parties and the administration of tasks. Through this diagram, it is possible to track the strategies, the impact of decisions and the achievement of goals. The decision diagram shows the set of possible alternatives for the determination of the objective system. In addition, it contributes to the analysis of the strategy both in terms of internal consistency and with respect to the environment, since it considers the contextual elements and the opinions of the interested parties. (Valentín Álvarez, 2014) ● Logical flow chart. The logic flowchart approach focuses on activities and conditions processes for quick, logical "Yes" or "No" answers. This tool is very useful for identifying bottlenecks in processes, which allows establishing possible solutions. Furthermore, it is mainly used in the development of algorithms. ● System flow diagram. This diagram presents the devices used in the process to facilitate the circulation of the data flow. ● Product/service flow chart. The purpose of the production flow diagram is to visually represent all the stages required for the production of a product or service. ● Process flow diagram. Flowcharts of this type illustrate the sequence of steps or activities that must be followed in a process, from the start to the decision points and the end. ● Document flow chart. It carries out a monitoring of the documents required in a process; it is similar to a documentation manual. ● Data flow diagram. The data flow diagram consists of the visual representation of the flow of information or data within a system. ● Program flow chart. The program flow chart illustrates the sequence of instructions that must be followed in the programming or development of software. This tool is highly beneficial since it allows following the precise sequence of the program, as well as conditioning the application of specific mathematical formulas and logical operations. (ExcelParaTodos, n.d.) Flowcharts can also take different names depending on their layout or format: vertical, horizontal, panoramic, or architectural. The flow of operations in the horizontal model is directed from right to left, this being the most commonly used model. On the other hand, the vertical model is characterized by its flow and sequence of operations that go from top to bottom, presenting an ordered list of operations according to their purpose. The panoramic model represents the entire process on a single chart, using both the vertical 17 and horizontal models. Finally, the architectural model describes the work itinerary of a person or form in their work area. (Editorial team, Etecé, 2018) The most commonly used symbols in diagrams are shown in the following illustration: Illustration 3: Flowchart symbols Source: (Flowchart Symbols, n.d.) However, there are institutions that have developed their own symbols to create flowcharts. Examples of this are the American Society of Mechanical Engineers (ASME), the American National Standard Institute (ANSI), the International Organization for Standardization (ISO), the German Institute for Standardization (Deutsches Institut fur Normung e.V – DIN), etc. Next, the mentioned institutions will be introduced and tables will be included with the symbols used by these entities: ● ASME (American Society of Mechanical Engineers) is a nonprofit organization that promotes collaboration, knowledge sharing, and skill development across all engineering disciplines. Founded in 1880 by a group of industry leaders, ASME has grown to become a global association with more than 120,000 members in more than 140 countries. The association represents a wide variety of technical disciplines and its members range from college students and early-stage engineers to project managers, business executives, researchers and academic leaders. ASME offers high-quality continuing education, training, and professional development programs, standards and certifications, research, conferences and publications, government relations, and other forms of outreach to serve this broad technical community. (Workgroup on ASME Codes and Standards for Mechanical and Other Engineering Students, n.d.) 18 Table 2: Symbology American Society of Mechanical Engineers (ASME) Symbol Meaning Utility Origin It is used to identify the step that originates the process, but is not part of it. Operation Indicates the main phases of the process. It occurs when a product, service, document, etc. is intentionally transformed. Inspection Indicates that a process step is verified in terms of: quantity, quality... It is a control step Transport Indicates transfers of documents, products... Delay Indicates that the process is stopped because it requires the execution of another operation. Storage Indicates the permanent deposit of an input in a warehouse. Temporary storage Indicates the temporary storage of an input in a store, while the next step is started. Decision It indicates a point within the process at which different decisions can be made. Flow lines It serves as a link between symbols and indicates the order in which the operations must be carried out. Operation and origin Simplifying two activities in one. In this case, this symbol indicates that the process is started through an operation. Inspection and operation Simplifying two activities in one. It indicates that the main purpose is to carry out an operation, during which some inspection can be carried out. Source: (Ministry of National Planning and Economic Policy, State Modernization Area, 2009) 19 ● ANSI is a non-profit organization in charge of coordinating and regulating technological and industrial standards and regulations in the US since the beginning of the 20th century. Currently, it has the participation of more than 125,000 companies in the US and more than 250,000 globally, consolidating itself as the most influential technological entity. Among ANSI's outstanding functions is the development of technological and communication standards in collaboration with North American legislative powers. In addition, it acts as an intermediary between consumer organizations, the US Government and other business associations. ANSI also oversees the application of technology in various fields with the goal of improving the well-being of citizens or the competitiveness of companies. Likewise, it accredits methodologies to validate new production methods or technological services. Finally, ANSI promotes the adoption of American standards in other countries as a model for improving other technology markets. (Sanchez, 2021) 20 Table 3: Symbology American National Standard Institute (ANSI) Symbol Meaning Utility Start / End Indicates the beginning and end of the diagram. Operation / Activity Symbol that represents the performance of an activity related to a process. Document It represents any type of document that enters, is used, is generated or leaves the process. Data Indicates the input and output data. Storage / File Indicates the permanent deposit of a document or information inside a file. Decision Indicates a point within the process at which different decisions can be made. Flow lines It serves as a link between symbols and indicates the order in which the operations must be carried out. Connector Join two non-consecutive steps within the same page. Page connector Represents the flowchart continuity on another page. Source: (Ministry of National Planning and Economic Policy, State Modernization Area, 2009) 21 ● ISO stands for International Organization for Standardization, an entity that establishes internationally recognized standards with the purpose of helping companies maintain a high level of homogeneity in management, service provision and product development in the industry. The ISO organization was founded in 1946 from the merger of other organizations that were dedicated to the regulation and establishment of standards for manufacturing, such as the International Federation of National Standardizing (ISA) and the United Nations Standards Coordinating Committee (UNSCC). The first meeting took place at the Institute of Civil Engineers in London, and was attended by 64 delegates representing 25 countries. Over the years, ISO has created more than 23,000 standards covering various areas of management, technologies, and production processes. This nongovernmental organization is present in 164 countries, with 781 technical committees and subcommittees involved in the development of standards. Its headquarters are located in Geneva, Switzerland. (Consulting Department, GlobalSuite Solutions, 2022) 22 Table 4: International Organization for Standardization Symbology (ISO) Symbol Meaning Utility Operation Indicates the main phases of the process. Operation and inspection Indicates the supervision of the components during the phases of the process. Inspection and measurement The nature, quantity and quality of inputs and products are verified. Transport Indicates transfers of documents, products... Goods entry Entry of materials or goods in the process. Storage Indicates the permanent deposit of an input in a warehouse. Decision It indicates a point within the process at which different decisions can be made. Flow lines It serves as a link between symbols and indicates the order in which the operations must be carried out. Delay Indicates that the process is stopped because it requires the execution of another operation. Connector Join two non-consecutive steps within the same page. Page connector Represents the flowchart continuity on another page. Source: (Ministry of National Planning and Economic Policy, State Modernization Area, 2009) 23 ● The term DIN is an abbreviation for the German Institute for Standardization, or Deutsches Institut für Normung in German. This body was founded in Berlin in 1917 and is responsible for establishing technical standards to guarantee the quality of production at a scientific and industrial level. These standards apply to companies, commerce, consumers and public institutions and are used as guidelines for the standardization of products and services both nationally and in countries where there is no local regulation for a specific product. Like international organizations such as ISO, DIN performs similar functions and seeks to keep up to date with the state of science to guarantee quality and safety in production and consumption. In fact, the regulation of DIN standards sometimes influences the regulation of other international standardization bodies. (Bembibre, 2009) Table 5: Symbology German Institute for Standardization (DIN) Symbol Meaning Utility Process Symbol that represents the performance of an activity related to a process. Document It represents any type of document that enters, is used, is generated or leaves the process. Data Elements that feed and are generated in the procedure. Start Start of a cycle that produces or reproduces a flow of information. Manual operations Indicates the performance of an activity manually. Decision It indicates a point within the process at which different decisions can be made. Flow lines It serves as a link between symbols and indicates the order in which the operations must be carried out. Source: (Ministry of National Planning and Economic Policy, State Modernization Area, 2009) 24 3. ANALYSIS AND RESULTS 3.1. About the company Simbionte is a digital consultancy specialized in the scientific sector that helps sciencebased companies (startups and SMEs, schools and communities, and scientific public service trades such as pharmacies, opticians, clinics, doctors, health stores...) to connect with your audience, position your products or services and achieve your goals. The company was founded in 2022 and its tax address is at Calle Colón 4, 6º derecha, 12530, Burriana, Castellón. Their work is characterized by collaboration: they become part of the team of the company interested in their services and help them solve challenges related to the field of marketing and communication. The company focuses on creating digital strategies and products for scientific brands looking to grow. They collaborate with the marketing teams of startups, SMEs and large science-based companies; or become their own team. Its mission is to become the allin-one digital partner of science-based companies to help them grow, providing solutions to all their strategic, communication and business needs. If we dig deeper, these are the activities that Simbionte carries out: ● Content marketing: ○ Design of content strategies. ○ Creation of omnichannel content (social networks, blog, newsletter, podcast) ○ Community management. ● Scientific and medical writing: ○ Creation of educational communication materials. ○ Creation of commercial communication materials. ○ Support in events and writing reports. ○ Creation of posters for congresses and research events in the pharmaceutical industry. ○ Creation of presentations for oral presentations in scientific congresses. ○ Writing abstracts for scientific congresses. ○ Writing articles in the field of biotechnological and biomedical research. ○ Management of the publication process of scientific articles in refereed journals. ● Marketing digital: ○ Sales funnel design and customer journey strategy. ○ Implementation of marketing automation. ○ Optimization and management of search campaigns (SEO, ads). ○ Conversion rate optimization and analysis (CRO). ● Design: ○ Brand book creation. ○ Creation of web pages, from design to development through the use of no-code tools. The company revolves around four values: 1. Rigor. They investigate and contrast all information using reliable sources. 2. Simplicity. They avoid convoluted ways of communicating science and empathize with the target audience through clear communication and minimalist designs. 31 3. Use and exploitation of microorganisms in environmental processes. 4. Greater preservation of fruits and vegetables. 5. Crops with greater resistance to drought and stress. (Solmeglas, 2019) ● Legal factors: Paula González de Castejón, partner in the biotechnology area of DLA Piper's intellectual property and technology department, assures that it is a sector in which there are many legal areas to address. "The main regulatory risks can arise due to the lack of protection, or inadequate protection, of the project's intellectual or industrial property, as well as due to problems in obtaining the corresponding marketing authorizations that must be granted by the health authorities," he highlights. The lawyer insists that, in this highly dynamic sector and in which reality advances faster than regulations, it is not only essential to keep up to date with new legislation, but also with "interpretation guidelines or working documents that can be published by industry associations or health authorities. According to the lawyer, the possible relevance of the legal risks will depend to a large extent on the moment in which the investment is made. "The more advanced the biotech project is, the lower the uncertainty in terms of regulatory risks. For this reason, it is very important to obtain legal advice from the early stages of this type of project," he says. (Moreno, 2019) 3.7. Simbionte company process flow diagram The beginning of the Simbionte flowchart is marked by two techniques to attract customers. On the one hand, the marketing and sales department carries out outbound sales practices to get customers. These practices consist of creating a pipeline with potential customers. In this pipeline, the name of the potential client (name of the company), the sector in which it operates, the contact details and the person from the company to contact, etc. are noted. At the same time, this same department carries out inbound marketing practices to reach the brand. This is done through a newly created social media strategy. Content related to science and marketing is published on networks such as Twitter and LinkedIn, where the tone is more formal; or Instagram and TikTok, which use a closer and more casual tone. After this, the client contacts the company. The team holds a discovery meeting with the client to get to know him. In this meeting, the main objective is to find out who the client is and to get to know them, including their activity and sector, and they discuss the different ways in which Simbionte could help them. From this meeting, the marketing and sales team creates a work proposal and delivers it to the client. Next comes the first decision: does the client accept this proposal? If the answer is negative, the process ends here. Otherwise (the answer is positive) another decision opens: what services are going to be contracted? This decision branches into five options: digital marketing, content marketing, design and build, pitch decks, and scientific and medical writing: ● Digital marketing. Simbionte creates a digital marketing strategy for the client (sales funnel, customer journey strategies, Search Engine Optimization positioning campaigns, conversion rate optimization and analysis). The strategy 32 is executed and the client receives a report with insights after the execution and measurement of the strategy. ● Content marketing. For this service, Simbionte creates and designs a content strategy, this includes both the creation of the content itself and its scheduling. The strategy is executed and the client receives a report with insights after the execution and measurement of the strategy. ● Design and build. This service is divided into two categories: web development and brand book creation. For the first, a web page is designed and developed for the client using no-code tools, and the client receives a guide on the operation and administration of the web. For the creation of brand books, Simbionte is in charge of creating a logo, adapting the typography and color palette, storytelling, etc., all with the aim of giving identity to the client's brand. Finally, the brand book is delivered to the client. ● Pitch decks. A pitch deck is a brief description that provides an overview of a business to investors. In this type of presentation, the product is usually shown, the business model shared, the income generation strategy analyzed and the management team presented, among other aspects. (Bello, 2023) This is where one of Simbionte's two lines of business appears, since this service is delegated to DeckReady. DeckReady is a business line of Simbionte, whose main purpose is to create personalized pitch decks to facilitate the fundraising process. To carry out this service, the discovery meeting with the client is essential, since all the valuable information about the client's project has to be collected. After this, the ideas are ordered and the presentation is prepared. The client receives the presentation in an editable format so that he can make the adjustments he deems appropriate and can use the presentation format as many times as he wishes. ● Scientific and medical writing. This last service is delegated to Somos Medical Writers. We are Medical Writers is Simbionte's second line of business. His activity is based on helping companies that outsource medical writing services to write content, either because they lack in-house talent or because of a surplus of work. It consists of writing scientific or medical material (articles for blogs, news, brochures, etc.). It will be in the discovery meeting where the text format to be written is specified. Once written, the client receives the text ready to be published. Once those services that have been contracted have been completed, the client pays the corresponding amount. In addition, there is a meeting in which the client offers feedback to Simbionte so that the company can find out the degree of client satisfaction and the aspects to improve in each service. In this last meeting, future collaborations will also be negotiated, that is, if the client will contract the services of Simbionte again or not. If the answer is affirmative, Simbionte will create a new work proposal, otherwise, the process will end. The steps in green represent the moments of truth, that is, those steps in the process in which the customer is in direct contact with the service and a perception of quality is forged. The symbology that has been used to develop the flowchart in this work is the one shown in the following table: 33 Table 6: Symbology for this work. Symbol Meaning Utility Start / End Indicates the beginning and end of the flow chart. Operation / Activity Symbol that represents the performance of an activity related to a process. Flow lines It serves as a link between symbols and indicates the order in which the operations must be carried out. Decision It indicates a point within the process at which different decisions can be made. Document It represents any type of document that enters, is used, is generated or leaves the process. Source: Self-made. 34 Illustration 6: Flowchart of the Simbionte company. Source: Self-made 35 3.8. Results Given that continuous improvement is essential in the business world to maintain competitiveness and achieve long-term success, identifying and emphasizing the aspects that require improvement in company processes is a key task to optimize efficiency, quality and customer satisfaction. In this context, a list of aspects to consider to improve the process of the scientific marketing company Simbionte is presented below. These tips are designed to help identify areas of opportunity and provide practical ideas to foster growth and operational excellence. The main points of improvement are: 1. Implement a more structured lead tracking and management system. This would allow greater control and monitoring of interactions with potential customers, which would help optimize customer acquisition and improve conversions. To do this, you can follow these steps: ● Define objectives and monitoring criteria. That is, specify what is sought with the implementation of this system. ● Select a management tool. This tool must be adjusted to the needs and budget of the company. An example of this type of tool can be a Customer Relationship Management (CRM) system. ● Design a clear and efficient process for capturing, storing, and tracking customers. In addition, workers who are going to carry out this function must be trained in the use of the system. 2. Implement a more structured and continuous feedback system with customers. This would allow a deeper understanding of customer needs and expectations, as well as the identification of improvement opportunities and areas of expertise. This system should be adaptable and flexible in order to adjust to changes in customer needs and expectations. Possible steps to follow for the correct implementation of this system can be: a. Clearly define the objectives of the feedback system. What information do you seek to obtain from customers? What is the purpose of the feedback? b. Identify metrics that help to measure the relevant aspects for the achievement of one's objectives. c. Choose the appropriate channels to carry out feedback: online surveys, comments on social networks, telephone interviews, video calls, forms on the website, etc. d. In case of creating questionnaires, specific questions must be elaborated that provide the relevant information. These questions should be clear, concise, and easy to answer. e. The periodicity must be established, that is, how often the feedback information will be collected. The periodicity will depend on the information needs and the available resources. f. Analyze and act on the results. Identify trends, service strengths and weaknesses, and areas for improvement. This information should be used to make decisions and develop action plans to address the identified problems. 36 3. Implement a quality assurance system. Schroeder et al. (2011) establish this series of steps to implement a quality planning, control and improvement system: 1. Define quality attributes based on customer needs. In other words, it must be determined which attributes of the service offered by Simbionte are important to achieve customer satisfaction. 2. Decide how each attribute will be measured. It is necessary to develop an approach to evaluate and quantify the quality of each of the service attributes that have been defined in the previous step. 3. Set quality standards. It is necessary to establish criteria that define the level of quality necessary for each attribute; Generally, these criteria are expressed in the form of tolerances or minimum and maximum acceptable limits. 4. Establish appropriate tests for each standard. Implement appropriate evaluation methods to verify compliance with each established quality standard. 5. Find and correct quality deviations. The causes that can cause a poor quality in the service can be: confusing procedures, lack of training, etc. It is crucial to detect errors and correct them to have the system under control and to be able to continue making improvements. 6. Continue to make improvements. In view of the flowchart, these systems could be implemented in the Design and Build services. To do this, Simbionte could set its own values of simplicity and innovation as attributes, since they are the easiest to measure. An example of a standard for simplicity could be that the use of a web page created by Simbionte is intuitive. 4. Apply the Lean methodology of A3 Thinking. This tool would help the Simbionte team to concisely document and visualize the problems they are facing, analyze the root causes, propose solutions, set goals and track the results achieved. By using A3 Thinking, Simbionte can structure its projects and tasks, collaborate more effectively with clients and other internal teams, and have a clear vision of the continuous improvement process. In order to apply this tool, you can follow these steps: ● Problem identification and analysis. The team must come together and define the challenge it faces. To identify the causes of the problem, tools such as the cause-effect diagram can be used. After this, a detailed analysis of the data and relevant information should be carried out to better understand the situation and the factors that influence the problem. ● Proposal of solutions and establishment of objectives. The generation of ideas and team collaboration to propose possible solutions should be encouraged. After this, the one that is most viable and effective to face the problem must be selected. Clear and measurable objectives must also be established to evaluate the success of the proposed solution. ● Implementation and monitoring. A detailed action plan should be drawn up that specifies the steps to follow to implement the solution, assigns responsibilities and establishes a schedule for carrying out tasks. It is 37 necessary to check that the established objectives are being met, otherwise it will be necessary to make adjustments. 5. Due to the amount of work involved in correcting errors in the website creation service, it is also proposed to carry out inspections during this process so that the client obtains the website in perfect condition. These inspections could be carried out after the creation of each section of the web and in them the staff must ensure that there is no missing information, that the possible links could be redirected where the client requests, that the visual elements have the desired quality, etc. 6. Finally, although Simbionte is already contributing to Sustainable Development Goal 13 (Climate Action) by working remotely, holding online meetings (measures that reduce travel) and practically reducing the use of physical resources such as paper to a minimum; You could bolster your contribution by implementing a new service you might call green marketing. In this service, you would create marketing strategies that promote the adoption of sustainable practices and the use of clean technologies (such as low energy consumption equipment) for companies in your sector. Another SDG that Simbionte can contribute to is SDG 8 (Decent work and economic growth). To do this, Simbionte can help scientific organizations to promote their activities and projects by creating digital marketing strategies that stand out employment opportunities. Finally, as a digital marketing consultant, you could promote collaboration between companies, non-profit organizations, academic institutions by organizing scientific events, webinars, etc. In this way, it would contribute to SDG 17 (Partnerships to achieve objectives) 4. CONCLUSIONS In conclusion, the proposed objectives of detecting possible errors in the production process, duplication of functions, possible improvements in the quality of the product/service and offering solutions to possible problems are related to the results as follows: 1. The goal of implementing a more structured lead tracking and management system would allow greater control and tracking of interactions with leads, optimizing customer acquisition and improving conversions. This structuring would improve the customer acquisition process that Simbionte carries out. 2. The implementation of a more structured and continuous feedback system with clients would lead to a deeper understanding of their needs and expectations, as well as the identification of opportunities for improvement and areas of specialization, adapting to changes in their needs and expectations. In this way, Simbionte could improve the adaptation of its services to the needs of customers, thus increasing the quality of service perceived by them. 3. The implementation of a quality assurance system is related to the objective of seeking possible improvements in the quality of the service offered. This system 38 would make it possible to establish quality standards, carry out tests and correct deviations, ensuring a high-quality service. 4. The application of the A3 Thinking Lean methodology would help the Simbionte team to concisely document and visualize the problems, analyze the root causes, propose solutions, set objectives and follow up on the results obtained. This would make it possible to offer solutions to possible problems identified in the processes related to operations management. 5. The proposal to carry out inspections during the web creation process seeks to correct errors and deliver a high-quality final product to customers. This would contribute to improving the quality of the product/service offered by the company and to avoid possible problems later in this process. Additionally, two additional actions are mentioned that could be carried out to strengthen the contribution of Simbionte to the Sustainable Development Goals (SDG): ● Implement a new green marketing service to promote sustainable practices and the use of clean technologies. ● Promote decent work and economic growth through digital marketing strategies that stand out employment opportunities and promoting collaboration between companies, non-profit organizations and academic institutions. 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