IMPLEMENTAÇÃO E ANÁLISE DE UM INDICADOR DE DESEMPENHO DE NÍVEL DE SERVIÇO PARA ATENDIMENTO DE PEDIDOS EM UMA DISTRIBUIÇÃO DE MEDICAMENTOS E MATERIAIS HOSPITALARES NO ESTADO DA PARAÍBA

Abstract

The increasing motivation of companies to maximize the level of customer service is directly associated with the integrated view of organizations as systems and overall effectiveness. The use of OTIF as a performance indicator for the assessment and analysis of the customer service level of the company is progressively recognized as a strong indicator for the quality, effectiveness and translation of the satisfaction of the clients, by fomenting the continuous improvement of the management through the PDCA method to resolve the main root causes in the diversion of care. It has become a matter of competitiveness for organizations to ensure that the customer satisfaction variable is imminent in their business strategies. To ensure that this occurs in an effective manner, it is necessary to implement an OTIF Management System that is equated with the needs of the company and its clients. Considering the growth of this area of study, this research has the objective of implanting and analyzing the level of service indicator for the attendance of requests from a distributor of medicines and hospital materials. The protocol for the development of applied research adopted in this work consisted of the following steps: (i) contextualization of the OTIF theme; (ii) definition of the methodology and goal of the OTIF indicator; (iii) implementation of the indicator in the company; (iv) diagnosis of the main causes that hamper the customer service level, through the quality tools, such as: process mapping, SIPOC, causes map, GUT matrix, Pareto Graph and Brainstorming; (v) resolution of the main root causes; and (vi) verification of improvements and process standardization. As a main result, it can be noted that there was a 38% increase in the OTIF result between April and December 2018. For this increase, actions were developed that seek greater adherence of the transporters to the traceability system from training and daily collections, alignment of information between the logistics and commercial sector, standardization of processes in the distribution center, development of improvements in the traceability system, addressing of products in the warehouses, payment of carriers only with invoices downloaded in the system, meeting weekly with the sales representatives to meet the biggest complaints from customers and others.