Mirko Kloppenburg Janina Kettenbohrer Daniel Beimborn Michael Bögle Leading 20,000+ employees with a process-oriented management system – Insights into process management at Lufthansa Technik Group Mirko Kloppenburg Janina Kettenbohrer Daniel Beimborn Michael Bögle
INTRODUCTION
SITUATION FACED
ACTION TAKEN
Fig. 1. Processes and requirements are connected by tasks in IQ MOVE. Requirement Management 1. Document requirements 2. Interpret requirements laws, standards & external regulations Corporate policies & principles Requirement Database Contracts, specifications Process Management 3. Assign tasks 4. Integrate tasks Process and Document Database
Fig. 2. Four levels of detail are used to describe processes in IQ MOVE low Process Map Process Display Info Box of Activity Level of Detail Activity-related Document high
Operational structure Fig. 5. Differentiation between management system and operational documentation Requirement documentation Operational structure Organizational structure generalized standard processes Technical documentation specific information job cards, manufacturer manuals, engineering orders, service bulletins…
Process Responsibility Disciplinary Responsibility Fig. 7. Roles of the Framework for Assignment of Responsibilities (FAR+) (Kettenbohrer et al., 2013, 2014) Accountable for process domain strategy Nominates Process Owner of end-to-end processes Process Responsibility Disciplinary Responsibility Accountable for org-unit specific process accomplishment Budget fulfillment Role assignment to employees Target agreement Personnel development incl. training Administrative management of employee (contract) Process Domain Owner Line Manager Management Senior Process Owner Line Manager Accountable for process definition, improvement and coordination Direct Management Process Architect Process Manager Responsible for process definition and improvement Responsible for inter-org unit coordination of assigned process instance Represents assigned process instance
RESULTS ACHIEVED
LESSONS LEARNED