"ANTT implements automated Qualification Analysis Management and Optimization system."

Companies wishing to operate the interstate passenger service must receive a grant from the National Land Transportation Agency - ANTT. To do so, they must apply for their qualification, complying with all documentary requirements established by the standard. After analyzing the application and granting approval, the applicant must register the respective drivers and vehicles for its operation. Drivers must present certificates of criminal distribution and for vehicles must have current Civil Liability Insurance and Vehicle Safety Certificate - CSV.
 
In this scenario, companies sent the entire document (in original or certified copy), in physical medium, by post. On average, such documentation (Constitutive Act, Nothing in 'Federal, State / DF and Municipal' tributaries, Nothing in FGTS, Nothing in labor, Nothing in active debt 'From ANTT, from State / DF, from Municipality' , Balance Sheet with Income Statement - DRE, Nothing in the Federal and State Officers' Criminal, among others), took about 3 business days to reach ANTT. Then 1 more business day for protocol withdrawal. After this, an internal screening was performed that separated the requirements by type (Companies, Vehicles or Drivers), which took about 2 business days. After the screening, the application was registered in an excel spreadsheet and in a parallel control system, to be distributed to the analyst; This procedure took another 1 business day. The analysis took an average of 8 to 10 business days, and could reach up to 60 business days, if there was any pending in the application. Is that when there was pending (something that needed to be corrected by the company), it was informed to the company by email (manual). Then, when the company would settle the pending issue, it should go all the way described above. Upon completion of the analysis, the control sheet was updated manually (+ 1 business day as the volume was considerably high). In the end, for the company processes, another physical process was generated with the list of approved companies, which was then forwarded to the Board for deliberation. After approval by the Board and publication in the DOU, the company was manually granted access to the registration of vehicles and drivers in the system.
 
All this process took, on average, 20 business days (excluding Board deliberation time), and could reach up to 60 business days.
 
The process was no different for vehicle analysis except that it did not need to be approved at a board meeting and published in the DOU. Moreover, as companies sent certified copies of vehicle documents, the analyst himself typed field by field into the system of the time. This generated a number of errors and rework, and required considerable time to execute.
 
All this bureaucracy generated unnecessary costs for companies, as well as potentializing external interference to influence the time of analysis of requirements.
 
Objectives of the initiative
 
The objectives were:
  •  
  • Eliminate the submission of documentation in physical media from the implementation of computerized system (Passenger Transport Enabling System - SisHAB. As a consequence:
  • Eliminate business costs with the post office;
  • Eliminate the physical documentation removal steps in the protocol;
  • Eliminate the screening of requirements;
  • Eliminate the registration of requirements in excel spreadsheet;
  • Eliminate the repetition of these procedures if pending in the document.
  • Reduce the analysis period of all applications that arrive to the Management to 1 business day;
  • Integrate the system with the Federal Revenue of Brazil - RFB (This would allow automatic data collection (CPF, CNPJ, Name, Company Name, Address, Telephone, Company Legal, Corporate, Capital, National Code of Economic Activity - CNAE, directly from the official Government base);
  • Integrate the system with the National Traffic Department - DENATRAN (This would allow vehicle data, such as Renavam, Chassis, UF, Owner, Driver's CNH, CNH Validity, CNH Category, among others, to be automatically loaded when entering Vehicle License Plate Only);
  • Integrate the system with the Vehicle Safety Certificate System - SisCSV (This would allow the automatic consultation of Vehicle Safety Certificates, inserting only the vehicle plate);
  • Integrate the system with the Ministry of Tourism, so that it could automatically upload data from the Register of individuals and legal entities operating in the tourism sector - Cadastur;
  • Allow the handling of pending issues through the system itself;
  • Change the internal culture of waiting for the deadline for requirements analysis;
  • Set daily goals with the team so that the demand of the day was measurable and achievable, leaving nothing for the next day;
  • Hold weekly team meetings to pass
Initiative audience
 
The initiative's target audience is companies that want to perform interstate passenger transport services, in addition to those that already do. In addition to these, the initiative was achieved by the Servers themselves, who began to perform their activities in a systemic tool, whose majority of the data were pre-approved due to the integrations. Drivers were also reached, who began to analyze their license more quickly. Finally, the users of the ground passenger transport services themselves benefited from not having their trips canceled due to possible delay by ANTT.
 
Description of innovative practice steps
 
We started the work by mapping the processes within Management. In this procedure, we identified several points that could be eliminated, either by redundancy or by complete unnecessaryness. Parallel to this, we began to survey the requirements for the development of the system (SisHAB). All the rules for the viability of the new tool were raised, always with the guideline of not computerizing the bureaucracy, that is, the system should add value and eliminate unnecessary steps.
 
While surveying the system requirements, we encounter a legal difficulty. In order for the activities to be carried out in a 100% digital manner, the Agency's standard (ANTT Resolutions 4,770 and 4,777, both of 2015) should be amended so as to remove the obligation, as a rule, to submit original or original documentation. certified copy.
 
We began the process of amending the Standard (Process No. 50500.362768 / 2017-68). Technical Note No. 53 / GEHAF / SUPAS / 2017 was prepared on 07/06/2017. Through this Technical Note we suggest to change the above Resolutions so that the documentation could be sent in plain copy, which would make this sending via upload possible by the system itself. The Federal Attorney General's Office filed a statement with the ANTT (Opinion No. 01267/2017 / PF-ANTT / PGF / AGU). Soon after, we issued another Technical Note (nº 56 / GEHAF / SUPAS, of July 24, 2017), reiterating the need for the change and the benefits that would be generated for the Agency and the regulated sector. Once again the legal opinion was contrary to the amendments raised (Opinion No. 02002/2017 / PF-ANTT / PGF / AGU). Immediately thereafter, a Decree of Bureaucratization was published, eliminating the need for certified copies in the Federal Public Administration (Art. 9 of Decree No. 9,094, of July 17, 2017). Following the issue of the Decree, which brought the innovation we were already struggling to implement, the Attorney General's Office issued Opinion No. 02297/2017 / PF-ANTT / PGF / AGU, accepting the necessary changes and recommending to the ANTT Board the desired changes. This time, ANTT Resolution No. 5,577, dated 11/22/2017, was issued, which removed the obligation to present documentation in original or certified copy, based on the principle of presumption of objective good faith.
 
Another point that was dealt with in parallel were the integrations with external systems (IRS, DENATRAN, SisCSV and Ministry of Tourism). The most critical of all was the SisCSV. For this integration to take place, there should be authorization from DENATRAN to SERPRO, including such integration in the order of priority of this body. It turns out that DENATRAN is demanded throughout the country, including all DETRAN's, which made it difficult to prioritize integration with SisCSV, which is the system in which inspections and emissions of Vehicle Safety Certificates are inserted. Several meetings were held with DENATRAN, until this Authority understood the need for ANTT for such integration, in which case we could automate such consultations through the system itself.
 
In addition to the implementation of the System (SisHAB), with the appropriate integrations on 07/31/2017, other measures were taken. The team was brought together, at which time the following management guidelines were passed:
 
We agreed with the team a daily amount of requirements, with the commitment that they would not receive beyond the daily agreed, ie, was set daily work goal, which allowed the measurement of the maximum daily work capacity of the team.
 
Since we were already monitoring the number of requirements that were coming, we were able to set the target, including anticipating an increase in demand due to the facilitation of access through the system.
All distributed applications should be completed on the same day.
We made two daily distributions (one at the end of the day to the next day and one at noon to be held in the afternoon). With this, all applications that arrived until noon were analyzed on the same day, and those that arrived after noon would be for the next business day.
Thus, we changed our maximum analysis period to 1 business day, with half of the demand being performed on the same day (real time).
 
We hold weekly meetings to pass the guidelines of the week and update the team on the progress of the work.
 
We divided the team by specialization (type of analysis to be performed). This allowed the Servers to become “experts” in that kind of analysis. Parallel to this, we instituted the “redundancy of knowledge”, that is, even if the Server did not perform the analysis of a certain type of requirement, it had the knowledge to do so, so that we could supply the absence of any Server or increase the team. of a certain type of requirement from a given peak in demand. Since the monitoring of the amount of incoming requests was daily by Management, we were able to relocate the team so that the deadline of 1 business day was always met.
 
We elaborate Manuals on the analysis procedures, in order to standardize the activities and reduce the “learning curve” to the new Servers to be transferred to Management, besides keeping the analysis activities auditable by the Control Bodies.
 
We create files with standardized responses to recurring pending issues. This allowed equal issues to have the same answers, preventing the Agency from giving different answers to equal questions, strengthening the Agency's spirit of unity.
 
As the Vehicle Safety Certificate - CSV should be updated annually, we created an automated tool to query, without any human interference, the validity of the CSV, with 8 (eight) days to expire and 1 (one) day to expire. Is that if there was already a new expiration date for the CSV of that vehicle in SisCSV, we would automatically update it, without the need for the company update in the system. For the sake of information, from May 2018 (when such a tool was implemented) until April 17, 2019, 5,631 (five thousand, six hundred and one and one) CSV updates have been performed automatically, without the need to do so. manual analysis, that is, there were 5,631 applications that ceased to be analyzed by ANTT, favoring the fulfillment of the goal of meeting the demands within 1 business day.
 
In addition, for user safety, we have implemented an automated tool that inactivates daily vehicles whose CSV has expired and does not have a new approved inspection date for that vehicle. This procedure was not done, which allowed vehicles to continue to transit, even with the CSV expired. By way of example, in the same period from May 1, 2018 to April 17, 2019, 3,799 (three thousand, seven hundred and ninety-nine) vehicles had already been inactivated by overdue CSV.
 
We then created two management dashboards to monitor, in real time, the number of requirements arriving at Management (daily, weekly and monthly), by type of requirements, the number of vehicles updated automatically, the number of vehicles automatically inactivated, and average review period by application type (daily, weekly and monthly). The first panel is exposed in management, visible to the entire team, which gives transparency to all (image 1 below). It is important to inform that the panel is updated automatically, ie without any manual intervention, every 15 minutes.
 
The second panel is restricted to the Manager and his Substitute. Through this second panel, you can measure the amount of analysis by Server, by company, by type of service and in customizable time period (image 2 below).
 
Finally, an automatic requirement distribution tool was created. Such tool performs the distribution of requirements automatically every 10 minutes from pre-set parameters. Each Server has the characteristics of its activities inserted in this tool, such as: whether it is active or not (when you go on vacation or is released, just
 
inactivate it that the system understands that it is not able to receive requirements and passes to the next one that is able); the days of the week the Server will receive applications (for example, if the Server comes to work on a Saturday, just mark that day and then it will receive applications on that day); the time frame in which distributions will take place (we always set a maximum distribution deadline at least 3 (three) hours before the end of the Server's working hours to allow time for all applications to be completed); type of requirement to be distributed and maximum daily quantity.
 
The situation today
 
Currently, the submission of applications by companies is 100% digital. We no longer generate paper, nor do we indict physical processes. Analyzes are performed within 1 business day and within 1 business day.
 
We are fully integrated with the Federal Revenue of Brazil - RFB, with the National Traffic Department - DENATRAN, in which we automatically upload data related to vehicles and CNH's, with the Vehicle Safety Certificate System - SisCSV, with the Ministry of Tourism, where we carry Cadastur data.
 
We have developed an automated tool that queries and updates vehicles with a CSV due on 8 and 1 day of expiration, as well as a tool that automatically deactivates (always at midnight) vehicles that do not have a valid CSV to ensure the safety of the vehicles. Passengers
 
We built two management panels, which are fully operational and automatically updated every 15 minutes.
 
We implemented an automatic distribution module, which further reduced the response time, which was already excellent.
 
During the period from January 1, 2019 to March 31, 2019, we performed 15,562 (fifteen thousand, five hundred and sixty-two) analyzes, as the average term distributed as follows:
 
Driver Requirements: Jan / 2019 - 1.18 business day; Feb / 2019 - 1.18 business day; Mar / 2019 - 0.6 working day.
 
Vehicle Requirements: Jan / 2019 - 1.08 business day; Feb / 2019 - 0.88 business day; Mar / 2019 - 0.5 working day.
 
Vehicle Requirements: Jan / 2019 - 1.09 business day; Feb / 2019 - 0.95 business day; Mar / 2019 - 0.7 working day.
 
In addition, all activities currently have a Support Manual, as well as standardization of responses to recurring pending requirements.
 
Initiative Summary
 
We lived in a scenario of inefficient and bureaucratic notary procedures that generated unnecessary costs and administrative inefficiency. We implemented automated tools, mainly through the Passenger Transport Enabling System - SisHAB, which enabled the integration with the database of other Government Agencies, as well as the execution of activities in a 100% digital environment.
 
About 10 unnecessary or inefficient steps in the work process were eliminated. We have reduced review times by around 20 business days, up to 60 business days, to a maximum of 1 business day, reaching the result of 5,068 reviews in March / 2019 alone, with an average term of 0.6 business day, ie in real time.
 
In addition, we implemented management panels, updated in real time, which show the volume of requests that reach Management, as well as our average analysis period, by type of request.
 
Why is the initiative innovative?
 
The initiative is innovative because it completely changed the scenario of inefficiency, bureaucracy and notary activities (manual) to an environment of administrative efficiency, bureaucracy and automation of procedures.
 
We integrate our system with Government databases, bringing integrity and reliability to automatically loaded data, completely eliminating the mistakes once made by manually entering information.
 
We ended up generating a role in management, in addition to implementing a culture of activity resolution based on measurable and achievable goals. We set a goal to be to reduce the analysis period to a maximum of 1 business day, exceeding the established goal. Such period of analysis, despite the very high volume of demands, is pioneering within the scope of ANTT and even the Federal Public Administration.
 
We implemented management panels that allowed real-time monitoring of the volume of activities and the average analysis period, measured by day, week and month. The use of these panels facilitated the control of work processes by the manager and made available to the team, transparently, the data related to their work, offering the team enough information to understand and correct any deviations in the work process already established. , so that the daily interference of the manager is less and less necessary. This way, the manager can focus on identifying new opportunities and promoting improvements in work methods.
 
We created an automatic requirements distribution module, a completely innovative tool that allowed the parameterization of distributions for each server individually.
 
Initiative Results
 
The results of the initiative are very expressive. We reduced review times by 15-20 business days, up to 60 business days for real time. We should consider that our demand increased exponentially from, for example, 2,492 (two thousand, four hundred and ninety-two) analyzes in April 2017 to 7,678 (seven thousand, six hundred and seventy-eight) analyzes in April 2018.
 
In 2018 alone, a total of 87,841 (eighty-seven thousand, eight hundred and forty-one) analyzes were performed, with a maximum term of approximately 1 business day.
 
In addition, from the monetization methodology, the economy to the regulated sector was measured as a result of this reduction in time and other measures adopted within the scope of management. The remarkable amount of an annual savings of R $ 74,500,000.00 (seventy-four million and five hundred thousand reais) was reached, with a projected saving of R $ 372,800,000.00 (three hundred and seventy-two million and eight hundred thousand reais) in five years. (Methodology and results available in Case 50500.362768 / 2017-68. Following are some images below).
 
In addition, administrative costs should be considered, which are estimated according to the table below:
 
Therefore, it is estimated that the total burden reduced in a single year by SisHAB is R $ 74.5 million, as described in the following equation: 1 year savings = R $ 72.1 million + 2.4 million = 74.5 millions of reais.
 
A vehicle that stood still awaiting ANTT's analysis of its license generated considerable damage to the companies, since, in order to apply for a license, the vehicle must have current liability insurance, in addition to being inspected and carrying the Safety Certificate. Vehicular (consulted systemically). This meant costs with the vehicle that could not generate financial return to the operator, due to waiting several days for its activation. Similarly, for a driver to be qualified, he must be on the company's staff. The driver who was 15 working days awaiting his license was already generating labor costs to the operator without being able to perform his driving activity. By reducing analysis times to 1 business day, such costs arising from excessive bureaucracy and inefficiency have been completely eliminated!
 
Was there efficient use of resources?
 
All the implementation of this new working method and necessary tools came, precipitously, from the willingness and herculean efforts of the team involved. The development team had to focus its efforts not only on creating a new computer system, but also on changing the once dominant organizational culture.
 
Financial resources were also used for system and panel development. Moreover, considering the gain and added value, there is no doubt that the resources were applied efficiently.
 
In this sense, from a preliminary ANTT survey, there was annual (internal) savings in the order of nine hundred and twenty thousand reais (R $ 920,000.00). The methodology compared the following: with the updated demand and previous work processes, we would need a contribution of R $ 920,000.00 in personnel to carry out the analysis of the applications submitted to Management, not to mention the three people who reallocated to other sectors of the Agency after the procedures were With the automation and optimization of activities, we were able to assign three people to other managers who were in need of staff, without affecting our results.
 
Focus on people
 
The innovation implemented in Management has always focused on staff and external users. The team participated from problem mapping meetings, suggestions for improvements, and further evaluation of what was implemented. The meetings were held weekly, in which case the suggestions and diagnoses of the team were heard. The quality of work of the team has improved considerably, as systemic integrations have allowed previously manually entered data to no longer need to be validated, as they were consulted directly from the official Government Bodies base.
 
In addition, it was also thought of the users receiving the services provided by ANTT, so that we could provide an efficient and bureaucratic service.
 
The main instrument for team participation was participatory meetings with directly involved staff and follow-up through the monitoring panel.
 
Transparency and social control mechanisms
 
Regarding the availability of public interest information, we inform the qualified companies, as well as the validity of their qualifications, on the ANTT website through the links:
 
 
In addition, we have the Ombudsman channel (telephone 166 and e-mail ouvidoria@antt.gov.br) for complaints and suggestions for improvements regarding the activities implemented in Management.
 
Considering that the system is used exclusively by companies wishing to qualify before ANTT, this is the most relevant information to be made available to the public.
 
In addition, SisHAB is now available on the Federal Government Service Portal, as shown in the link: https://www.servicos.gov.br/servico/solicitar-termo-de-autorizacao-do-se... charter-regime? campaign = search
 
What were the main barriers encountered in developing innovative practice?
 
We had to face several barriers in the process of implementing the above initiative. I highlight the difficulty of amending ANTT Resolutions 4,770 and 4,777, both of 2015, which provided for the need to send the documentation in original or certified copy.
 
In addition, we faced difficulties with the rotation of the Information Technology team, which hindered the continuity of the knowledge already acquired during the process of building technological solutions.
 
Another initial difficulty was the training of the initiative's target audience, that is, companies that intend or already provide interstate passenger transport services, to use the new tool.
 
I also emphasize that the main barrier was the incredulity of all but a few regarding the fulfillment of the dream we were looking forward to, as something of this magnitude had never been implemented at ANTT, nor was it known that it had been implemented. in another Federal Public Administration Body. People just didn't believe it! We looked like dreamers saying something impossible to come true.
 
What barriers have been overcome and how?
 
Fortunately, all the barriers that were put in our way have been overcome!
 
As for the difficulty of amending ANTT Resolutions 4,770 and 4,777, both of 2015, which provided for the need to send the documentation in original or certified copy, we have, after much difficulty, overcome it. It took several Technical Notes that exposed the need for red tape, application of the principle of presumption of objective good faith, until we received a favorable opinion from the legal entity for the proposed amendments to be implemented. If we had given up on the first setback, we would not be here to share the success of the project.
 
Regarding the turnover of the IT team, which hindered the continuity of the knowledge already acquired during the process of building solutions
 
Technological, we held several meetings with the IT area, presenting the need for consolidation of the team involved, and working in a spirit of unity, as a team that moves towards the same target, avoiding internal disputes and focusing on results.
 
Regarding the use of the system by the target audience, after the learning moment, during which we made efforts to clarify the doubts sent through the Ombudsman, the difficulty and the initial fear were completely overcome, as the benefits brought by the new process of work have been realized, the tool has been consolidated and there is no doubt or pressure to restore the old working method.
 
As for the incredulity of all but a few, in the fulfillment of the dream we had been yearning to implement, such a barrier was overcome by the conviction that we would succeed! We always believed it would be possible. We are not shaken or discouraged by those who do not believe that it would be possible to implement such a bold work process as we had hoped for.
 
What were the factors that contributed to the success of the inscribed innovative practice?
 
Undoubtedly, the fact that the team progressively believed in the new management dynamics and “bought the idea” was a major factor in the success of the venture. Involvement of the participants directly involved was an essential factor in the success of the initiative.
 
In addition, we believe that people need someone to inspire them and we focus on achieving that goal. We inspire the team involved and we never doubt it would be possible to achieve the desired results!
 
We believed it was possible to change! It was possible to improve! We need only to believe that it was possible. I like the Scarab Fable. This small insect, according to aerodynamic studies, would be unable to fly because of its anatomy. However, the tiny beetle did not study aerodynamics; he only believed that he could fly. In this spirit, we have learned that if we have a dream of changing our environment, we must believe that it is possible, after all, as Albert Einstein's famous phrase is attributed: "Insanity is to want different results by always doing the same things."
 
Finally, we need the awareness that we do nothing alone! Thus, we learned that team involvement in the entire change process was essential to the success of the venture.