Description

The Quality Institute offers consultancy services aimed at resolving the challenges faced by public and private organizations in their quest to ensure greater competitiveness in the market.

To achieve this goal, the Institute implements a range of internationally validated models, methodologies, and tools that allow it to provide high-quality service.

  • START: The consultancy project is defined with the customer’s formal authorization, via a contract or service order. This determines the initial scope and allocates the resources (consulting team, budget, etc.).
  • PLANNING: Once the scope, objectives, deliverables, deadlines, and resources have been verified, the consultancy project plan is developed in detail, taking into account the project’s stakeholders.
  • IMPLEMENTATION: Development of the work according to the consultancy project plan, in order to comply with all specifications.
  • FOLLOW-UP AND MONITORING: Development of the processes needed to monitor, analyze, and follow-up, systematically and regularly, on the progress and performance of the consultancy project.
  • CLOSE: Final deliverables, feedback from the organization in order to improve the consultancy services, and acceptance of the service.

Benefits

The objective of each consultancy project carried out by the Quality Institute is to contribute to the customer organization’s sustainable success and profitability.

The consultancy services aim to improve the organization’s value proposition, process efficiency, and risk management, so that it is able to quickly respond to changes in the environment, as well as the need for innovation and/or continuous improvement.

The Quality Institute manages each consultancy project based on the methodology guidelines established in the PMBOK® Guide, an internationally proven and recognized methodology, in order to ensure compliance with the objectives, scope, deadlines, and investment agreed to for each particular project.

The Quality Institute has a multidisciplinary consulting team made up of professionals with broad experience, who remain up-to-date on the latest developments through ongoing training and the monitoring of international trends with regard to different topics, methodologies, and tools, etc.


PMBOK Guide is a registered trademark of the Project Management Institute.

Commitments

The Quality Institute forges long-term relationships with the organizations it serves, based on excellence, professional ethics, and a commitment to all of the stakeholders of each consultancy project.

  • PROFESSIONAL ETHICS: Reflects the Quality Institute’s respect for the organization’s employees and for the confidentiality of the information to which it has access, as well honesty as a guiding principle in its business relationships.
  • EXCELLENCE IN SERVICES: The Quality Institute’s project management methodology allows it to identify the specific needs of each organization (objective, scope, deadlines, cost, etc.), proposing a plan of action to implement activities aimed at ensuring the organization’s success and improving its profitability, thus guaranteeing the return on investment.

    Each consultancy project empowers the service’s users through the organizational knowledge acquired as a result of the consultancy, thus guaranteeing the sustainability of the results.
  • COMMITMENT TO STAKEHOLDERS: The Quality Institute commits to making use of all of its skills and values to comply with its obligations to the organization and its stakeholders.

Areas of Specialization

The consulting service of the Instituto para la Calidad offers:

PROCESSES

Process management, improvement, and redesign is focused on making processes more efficient and effective. This systematic approach to the process will help guarantee that all changes are stable, thus achieving sustainable improvement.

The methodology calls for a familiarity with the process and the causes of the change (assignable and/or attributable), in order to strengthen the value proposition and ensure the satisfaction of the organization and its customers.

One fundamental part of the process redesign consists of the continuous improvement activity, where the PDCA (Plan, Do, Check, and Act) philosophy is applied.

  • PROCESS-BASED MANAGEMENT
  • PROCESS IMPROVEMENT
  • PROCESS REDESIGN
  • METHODOLOGIES AND TOOLS:
    • Six Sigma
    • Lean Six Sigma
    • Lean Manufacturing (5S, VSM, Poka Yoke, SMED, etc.)
    • Capability maturity model integration (CMMI)
    • Process optimization teams (quality circles)
    • PDCA
    • Seven steps for problem-solving
    • HACCP/BPM (Good Practices in Manufacturing)

MANAGEMENT SYSTEMS

Management systems, developed under international standards, arise in response to organizations’ need to establish bases for their local and international strengthening, growth, and competitiveness.

These systems help establish policies, objectives, and control and follow-up mechanisms for adequate decision-making, with the consequent positive impact on the achievement of the organization’s results.

  • ISO 9001 quality management systems
  • ISO 14001 environmental management systems
  • OHSAS 18001 and Law 29783 occupational health and safety management systems
  • Food quality and safety management systems: BRC, SQF, ISO 22000
  • ISO 15189 management systems for clinical laboratories
  • ISO/IEC 17025 management systems for testing and/or calibration laboratories
  • ISO/ IEC 17020 management systems for bodies performing inspections
  • ISO/ IEC 17065 management systems for bodies certifying goods, processes, and services.
  • ISO/IEC 17024 management systems for bodies certifying persons
  • ISO 15189 management systems for clinical laboratories
  • ISOmype® management systems for micro- and small enterprises
  • Integrated management systems
  • ISO 31000 risk management

ORGANIZATIONAL DEVELOPMENT

Organizational development involves actions aimed at improvement inside the organization, in an effort to achieve a balance where human values complement the production scenario, thus increasing both organizational effectiveness and employee wellbeing.

Organizational development suggests planned changes in the organization, with focus on the quality of human relations.

  • Strategic planning
  • Management indicators (Balanced Scorecard)
  • Organizational development and change
  • Improvement of the organizational climate
  • Portfolio, program, and project management (PMI)
  • Project management office (PMO)

EDUCATIONAL QUALITY

Quality in education poses a significant challenge, and involves a broad concept that encompasses a series of indicators that measure the degree to which the teaching and learning process, along with the services provided by the educational institution, meet the characteristics and needs of the students, professors, parents, administrative and technical staff, etc.

As such, an organization can continuously improve its processes, services, and the quality of its approach to education. The results of this improvement, which is rooted in the correct functioning of a quality management system, can be seen in both the teaching and learning processes, meeting the needs and expectations of all stakeholders involved.

Accreditation, on the other hand - understood as an evaluation process that requires that certain previously established quality criteria and standards be met, leading to a public recognition of the quality of the institution or program - is an immediate necessity.

Accrediting an institution means that the institution’s purpose is appropriate for the educational system and that it has sufficient resources, programs, and services to continuously carry out that purpose.

As such, accreditation and self-evaluation processes are elements of the utmost importance in quality improvement processes for the education field.

Among the consultancy services offered, we have:

  • Implementation of management systems in educational institutions, applied to the entire institution or to key processes
  • Advisory on the accreditation process for schools and institutes

Professional team

The team is formed by professionals with a recognized track record, with management experience in different organizations inside and outside Peru, with links abroad that allows them to ensure a continuous update.

FLORES MOLINA, JOSÉ CARLOS
Director del Instituto para la Calidad
PUERTAS VÁSQUEZ, MÓNICA
Directora académica del Instituto para la Calidad
T. 626 20000 anexo 3108
ARANDA DEL SOLAR, FABIOLA
Jefa proyectos y servicios
T. 626 2000 anexo 3102
PUELL PALMA, CARLOS
Consultor senior
T. 626 2000 anexo 2270
LEÓN ALFARO, SANTANA
Jefa de servicios de consultoría
T. 626 2000 anexo 2271
LOURDES ADRIÁN MEDRANO
Jefa de servicios de capacitación a medida
T. 626 2000 anexo 2261
JO INSUA, GISELLE
Jefa de área de sistemas de gestión
T 626 2000 anexo 3104
LESCANO TRIGOSO, BRENDA
Gestora de proyectos
T 626 2000 anexo 2276
SANTILLANA MORI, DIANA
Coordinadora de marketing y gestión comercial
T 626 2000 anexo 7605
PAREDES LÁZARO, HERNANDO
Coordinador de servicios de inspección y certificación
T. 626 2000 anexo 3116
AGUILAR AGUDELO, CLAUDIA
Consultora en sistemas de gestión de la calidad en salud
T. 626 2000 anexo 2259
VÁSQUEZ GOMERO, JORGE
Consultor especializado en gestión por procesos
T. 626 2000 anexo 3160

If you want more information, call us at

(511)
626-2260

or fill out the following form.

Contact information

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