Eficiência logística: um modelo que promove o desempenho operacional da VLI no Corredor Centro-Norte

Abstract

This paper presents as a main theme or study of operational efficiency in a railway company, having been the object of study in VLI, using the north corridor. The performances used to achieve operational efficiency were analyzed, applied in seven, by the bibliography used as well as the importance of management and monitoring of their effectiveness were also analyzed. The Centro Norte corridor is located in an area considered strategic by VLI, covering the states of Maranhão, Tocantins, Piauí and Bahia, benefited by the trade war between the United States and China, these states have considerably increased their production and export of grain to the Chinese. It was found that the management by indicators used by VLI was inefficient, not focused on correcting root causes and the teams devoted more time to discussing past facts than to proposing or working on solutions for the future. Facts that contributed much more to an environment of competition and the apportionment of culprits than to collaboration with a systemic vision for the growth of the company. As soon as the company and its professionals are aware that significant investments will be made in the Centro Norte corridor due to the expansion of the volume of cargo transported, in order to meet the increase in demand as expected, it is essential to ensure that the processes are stabilized and that the losses are eliminated or reduced, so that a culture of waste is not standardized, but a culture of management by processes that guarantee the value-added offer proposed by VLI. The behaviors necessary to achieve operational efficiency, defined in seven, were analyzed by the bibliography used, as well as the importance of management and monitoring for their effectiveness. This research also addressed the study of efficiency models applied in international companies and recorded in the bibliography used, which can be treated as differentials for some companies to achieve operational efficiency and others not, discussing the elements that were most commonly present in these models , choosing the Toyota Production System (TPS) as a reference for production efficiency model. With the choice of the reference model, the history of TPS was contextualized, the reasons why this model was developed, its development as a production system and the conceptualization of its principles and pillars. Among the countless results achieved with the application of the TPS as a management model, we highlight those that were embodied in the development of the leaders, to foster the understanding of the philosophy of the model, for application in daily life, so that the environment is favorable to the exposure of problems, development of people and integration of teams to search for solutions to problems previously raised, providing an environment that encourages continuous improvement in processes and allows the focus to be on solutions and no longer on culprits, ensuring a work environment safer and healthier, transforming people's lives and meeting customers' needs, generating sustainable results.