O uso da teoria das restrições para maximização da produtividade em uma empresa de prestação de serviços de manutenção

Abstract

In the current scenario of production systems, constant changes can be seen mainly caused by the advancement of technology and the competition between companies increasingly fierce, forcing them to act strategically and adopt management tools that adapt to the reality of operation and help in the planning, decision making and cost control. Without these actions, the companies fail to achieve the goals to remain sustainable financially and stand out from the competition in the market. When it's about company that outsources its maintenance services, there is concern not only with the management of the quality of the services provided, but also with the estimated time to perform the services and costs, as these factors are what will guarantee the survival and permanence in the contractual relationship of these companies. In the business environment, the decisions taken in the management and organization of the work determine the success or failure of the company, so it is necessary to constitute innovative bases of competitiveness and have production restructured. In this context, outsourcing services can be considered a good measure. to achieve improvements in the quality of services and operational efficiency, which, allows the recomposition of the profit rates by the companies, reduces the expenses with the workforce and allows companies to focus their efforts on its main activity. According to Giosa (2007) outsourcing is considered a production in which a partnership relationship is established with third parties for whom some activities are given. Thus, the contracting company focuses only in tasks essentially linked to the business in which it operates, making the more agile management and decision-making in responding to customer expectations and Marketplace.Effective contracting of services that meets the objectives of both parties involved (contractor and contractor) until the end of the process, I defined well the implementation of outsourcing in an organization. This means that the balance economic and financial must be clearly perceived factor so that the outsourcing is considered a powerful way of managing work for large companies, and at the same time, survival of small companies. 5 Any result that differs from this and causes excessive burden on a sides, will cause major problems in the management of the contract. Pagnoncelli (1993) gives an appropriate account of this conflict of interest, showing that service providers have several difficulties to reach your market and expand it. For these companies outsourcing is an end, while for service takers it is a means of supporting the activity The end. In addition to the high competition they face in bidding processes to raise service contracts, the formulation of prices (which must be attractive to the customer, and at the same time guarantee profit to the contract), low productivity due to of operational unforeseen are some of the difficulties faced. However, what is perceived in the corporate environment is totally different from what would be the ideal situation. The service providers face bottlenecks in the course of their performance - problems that arise from the planning that give rise to the contractual conditions, up to the operation. All these factors cause an economic and financial imbalance, imposing the need to analyze production costs in terms of waste and losses caused by involuntary idleness, among other problems, occur quite often, which cause loss of competitiveness and financial instability, leading companies many times to close their activities. Therefore, an in-depth study on and s s the problem in the service providers is necessary to provide the follow-up of services, specifically in the area of ​​maintenance. When addressing the importance of Maintenance Management, Pinto and Xavier (2013) highlight that organizations have been incessantly seeking new tools management, which direct them towards greater competitiveness through quality and productivity of its products, processes and services. the management of maintenance is responsible for coordinating the various subsystems: suppliers, engineering, material supply, among others, according to the organization's needs in order to achieve its business goals, among them the quality of products and services. It should be noted that implementing the best management practices to maintenance activities represents a great challenge to managers working in this segment. In this sense, this study aims to analyze the feasibility of using the Theory of Constraints (TOC) as a productivity management tool. 6 In addition, the article presents the case study in a provider company of industrial maintenance services.