德国某航空公司成功创新案例解析英文版

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RolandBerger&Partnersuccessstory:Turn-aroundofLufthansaGermanAirlines1RestructuringLHcasestudy:Thestartingpoint2RestructuringThecriticaleconomicsituationofLufthansain1991and1992demandedradi-calandlastingmeasurestoguaranteethecompany’sfuturecompetitivenessSince1990theoperationprofitshadbeennegativeandhadcontinuedtoworsenTheintensityofcompetitionandextremecostpressurewereincreasingintheaviationindustryTheLufthansaboardthereforedecidedonaradical,three-stageprogramtoguaranteefuturecompetitiveness:down-sizingrestructuringrebuildingCasestudy3RestructuringThethree-stagecompetitivenessprogramaddressedcriticalshort-termprob-lemsfirstbeforetacklingdeeperrestructuringCasestudyThree-stageprogramcapacityreductionsworkforceshrinkagecost-cuttingDown-sizingstructuralinnovationprocessinnovationRestructuringstrategicinnovationmarketinginnovationRebuilding4RestructuringThedown-sizingandrestructuringstagesunfoldedinthreephasesCasestudyPhaseIII:ProcessoptimizationFocus:Continuingservice-andefficiency-improvementsMeans:Clearorientationtowardscriticalsuccess-factors,creationofemployeecommitmentthroughfurtherdecentralizationandbusinessreengineeringPhaseII:NewstructureFocus:Increasedmarketorientationthroughouttheentirevaluechain,CulturalChangeMeans:Newstructurewithfocusonentrepreneurshipandinternalcustomersupplier-relationsFocus:Shorttermcost-cuttingtoensuresurvivalMeans:anevenlyspreadcostreductionprograminalldepartmentsPhaseI:Turn-arounddown-sizingrestructuring5RestructuringLHcasestudy:Aradicalturn-aroundwasthefirstpriority6RestructuringTurn-aroundphaseIwasmarkedbyshort-termcost-cuttingandaretreatfromunprofitablemarketsCasestudy-20%Numberofstaff-10%Numberofplanesinoperation-14%NumberofroutesTurn-aroundPhaseIConsultantInputEvaluationofroutenetworkCoachingoftop-managementforpersonnelreductionIdentificationofothershorttermcost-cuttingopportunities Costreductionof400Mio.US$ achievedin19937RestructuringTheresultsoftheturn-aroundphase:costsfellandproductivityroseCasestudy31%-15%EmployeeProductivity1992-1994(TKO/employee)Unitcosts1992-1994(DM/TKO)However,furthercostre-ductionswerenecessarytoguaranteefuturesurvival8RestructuringLHcasestudy:Designinganewcorporatestructurewasthenextstep9RestructuringThemostimportantgoalsintherestructuringphasewere:Buildunitswhicharesmaller,bettermanageableandclosertothemarketSegmenttheorganizationintobusinessunitswhichreflectmarketneedsandcanbebenchmarkedAchievebalanceresponsibilitiesamongthebusinessunitsBuildclearcustomer-supplierrelationshipswithinthecompany,theperformanceofwhichcanbebenchmarkedAchieveacompetitivecoststructureForceconstantinternalandexternalbenchmarkingCasestudy10RestructuringPhaseIIwasmarkedbyamarket-orientedrestructuringoftheentiregroupCasestudyTurn-aroundPhaseII:Market-andprocess-orientedrestructuringConsultantInputCreatingandevaluationorganizational

alternativesImplementationofcustomer

supplierrelationsbetweenbusinessareasRestructuringandredimensioningofthenewbusinessareasIdentificationofadditionalsavingspotentials Costreductionof250Mio.US$AirlineXOutsourcedfunctionsTechnicalCargoITNMar-ketingSalesOpera-tionsplan-ningFlightOpera-tionsGroundSer-vicesCent-ralFunc-tionsAirlineXTech-nicalMar-ketingSalesFinan-cePerson-nelStra-tegy/Con-trollingFlightOpera-tions=outsourcedoroutsourcingplanned“Old”Structure“New”Structure11RestructuringThenewstructurewasselectedaccordingtosixcriteriaCasestudyProcess-andclient-orientationDelegationofcompetenceandresponsibilityIncreasedtrans-parencyofresultsandaccomplish-mentsPotentialformergersandalliancesIncreasingflexibilityandresponsivenessPossibilityforaddi-tionalthirdpartybusinessNewstructure12RestructuringThenewstructureentailedsignificantlylesscomplexity,makingthecompanyeasiertomanageeffectivelyCasestudyTech-nicalCargoAGSys-temsGmbHLufthansaAGOldStructureCentralfunc-tionsMarke-tingTech-nicalCargoGroundSer-vicesFlightOpera-tionsSys-temsLufthansaAGNewstructureCentralfunc-tionsOperationsMarketingoutsourcedEmployeesRevenuesSource:Lufthansa,1996~40.300~16billionDM23.750~13.41010.4004.4501.000~2.320~3385~42013RestructuringTheprojectwascarriedoutthroughintensivecommunicationwithmanage-ment,employeesandtheunionsCasestudyManagementEmployeesUnionsExecutiveboardLeadershipcommitteeBusinessunitmanagementfrequentface-to-face-meetingsÖTVDAGWorkscouncilsManyface-to-facemeetings14RestructuringLHcasestudy:PhaseIIIachievedwide-rangingprocessredesignandinnovation15RestructuringTheaimofphaseIIIwastoimprovecompetitivedifferentiationandturnover/market-shareaswellastoachievefurthersubstantialcostreductionsCaseStudyPhase1ClearcostcuttingPhase2ImprovedcustomerorientationthroughoutsourcingPhase3Customerfocusnotonlyonbusinessunitlevel,butalsoonprocess-levelincreasedturnover/throughprocessbasedimprovementofreaction-timesandinnovativestrengthCost-reduc-tionsCompetitivedifferentiation/marketimpact16RestructuringRolandBerger&Partnerwasheavilyinvolvedindesigningandimplementa-tingPhaseIIIatLufthansaCasestudyPhaseIIIObjectivesPhaseIIScopeConsultantInputIntensificationandanchoringofthenewmarketorientationbycarryingthestructuralinnovationsovertotheprocesslevelReengineeringofmultiplepro-cesses:NetworkManagement/MarketingProcesses:SchedulingPricingYieldManagementOperationsProcesses:Production/OperationsPlanningGroundServicesFlightOperatorsServiceProcessesServicedevelopmentServicedeliveryLinemaintenanceNetworkmanagementCargo:hubbingconceptscorporateplanning&controllingIntensivetrainingof20clientreengineering-teamsWorkshopsandmethodologicalsupportforrunningreenginee-ringprojectsaswellasprojectmanagementConductingofworldwidebench-markingexercisesintheaviationindustryPhaseIIIisstillrunningatthistime.ProjectedsavingsofUS$300-500millionp.a.afterprojectcompletion17RestructuringTheLufthansaRedesignProjectshavealreadydeliveredsignificantresults,andthesavingspotentialwillcontinuetoriseincomCasestudy*measuredonlyuntilmiddleof1996Source:LufthansaAfter1999,savings/revenueincreasesexpectedtototal$300-500millionp.a.Savings(Mio.DM)71,5215,0236,0197,025%75%25%75%25%75%25,0costreduction46,5reve-nueim-provment18RestructuringAnalysisofthekeyprocessesatLufthansaidentifiedhighrevenue-improve-mentandcost-reductionpotentialsthroughgreatermarketorientationCasestudyProcessImprovementmethodPotentialPlanningandsteering(marketing)YieldmanagementPricingCentralresourceplanningandcontrolling…11otherprocesseswithhighim-provementpotentialwerealsoidentifiedReductionofplanningexpensebymoreeffectivesteeringImprovedprognosesandgreatermarkettransparencyFasterreaction-timeinprice-set-tingCoordinationofresourceplanningaccordingtolong-termcost-reduc-tionHighrevenuepotentialthroughcentralizednetworksteeringHighrevenuepotentialthroughmoreprecisesteeringHighrevenuepotentialthroughbetterreactiontomarketdevelop-mentCost-savingspotentialthroughbettercoordination19RestructuringProcessinnovationatLufthansaoccurredinfivesub-phasesCasestudyStatus-quoprocessanalysisDesignofnewprocessImplementationIdentificationofrelevantprocessesAnchoringthenewprocesses12345Identificationofcoreprocesses(process-clientandTwoselectioncriteria:Isthereaneedforimprovement?Wouldimprove-mentsbringsignifi-cantcompetitivead-vantages?Process-mappingAnalysisofprocessdeficitsandcausesBest-practicebench-markingBrain-stormingofnewprocessformsdetaileddevelopment:ObjectivesProcessflowsInfoflowsProcesscontrollingImplementationofimmediatemeasuresCommunicationofim-plementationplanInstallationofIT-infra-structureEmployeetrainingCreationofnecessaryorganizationalunitsDevelopmentofacon-trollingsystemtomeasuresuccessAnchoringtheprocess-orientationinthecorpo-rateculture20Restructuring9、静夜四无邻邻，荒居旧业业贫。。12月-2212月-22Thursday,December8,202210、雨中中黄叶叶树，，灯下下白头头人。。。15:37:0415:37:0415:3712/8/20223:37:04PM11、以我独独沈久，，愧君相相见频。。。12月-2215:37:0415:37Dec-2208-Dec-2212、故故人人江江海海别别，，几几度度隔隔山山川川。。。。15:37:0415:37:0415:37Thursday,December8,202213、乍乍见见翻翻疑疑梦梦，，相相悲悲各各问问年年。。。。12月月-2212月月-2215:37:0415:37:04December8,202214、他乡乡生白白发，，旧国国见青青山。。。08十十二二月20223:37:04下下午15:37:0412月月-2215、比不了了得就不不比，得得不到的的就不要要。。。十二月223:37下午午12月-2215:37December8,202216、行动出成成果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